Morning Huddle 5/20/25
Summary
Enhancing Remote Communication Efforts
The team discussed the importance of clear communication and reported their numbers, marking a significant step toward improving their processes. Bill noted that everyone's participation was crucial for effective communication and mentioned that he was experiencing some audio issues while being remote. Joe acknowledged difficulty in hearing Bill and expressed his apologies for the inconvenience.
Exceeding Sales and Collection Goals
The team discussed recent sales victories, with Landon reporting two sales totaling approximately $31,500, which exceeded the average sales target of $13,500. Dave shared his success in negotiating with an adjuster regarding hail damage claims, demonstrating the importance of communication skills in securing sales. Bill reviewed the team's weekly performance metrics, noting that while Dave had zero sales for the day due to time spent with an adjuster, the team needs to maintain consistent activity at the top of the funnel to avoid fluctuating sales numbers. The weekly collection goal for a three-person team was established at $27,000 per week, with each team member aiming for approximately $9,000 in collections.
Sales Performance and Review Strategies
Bill and Landon discussed their daily activities and sales performance. Landon reported having 34 conversations, resulting in 6 sales, which Bill praised as a good percentage. They also talked about the importance of collecting dollars in addition to making sales. Bill suggested asking for Google reviews from customers and offered to help them write and submit reviews. He emphasized that if you don't ask for reviews, you won't receive them.
Sales Success Through Team Support
Bill advised new team members to buddy up for door-to-door sales activities to build confidence and improve results. He suggested starting each day with 10 door knocks early in the morning to get into the right mindset. Bill emphasized the importance of activity and fun in sales, offering to meet individually with new team members to discuss their progress and goals. He encouraged them to aim for six-figure earnings and promised to support their success.
Enhancing Remote Communication Efforts
The team discussed the importance of clear communication and reported their numbers, marking a significant step toward improving their processes. Bill noted that everyone's participation was crucial for effective communication and mentioned that he was experiencing some audio issues while being remote. Joe acknowledged difficulty in hearing Bill and expressed his apologies for the inconvenience.
Exceeding Sales and Collection Goals
The team discussed recent sales victories, with Landon reporting two sales totaling approximately $31,500, which exceeded the average sales target of $13,500. Dave shared his success in negotiating with an adjuster regarding hail damage claims, demonstrating the importance of communication skills in securing sales. Bill reviewed the team's weekly performance metrics, noting that while Dave had zero sales for the day due to time spent with an adjuster, the team needs to maintain consistent activity at the top of the funnel to avoid fluctuating sales numbers. The weekly collection goal for a three-person team was established at $27,000 per week, with each team member aiming for approximately $9,000 in collections.
Sales Performance and Review Strategies
Bill and Landon discussed their daily activities and sales performance. Landon reported having 34 conversations, resulting in 6 sales, which Bill praised as a good percentage. They also talked about the importance of collecting dollars in addition to making sales. Bill suggested asking for Google reviews from customers and offered to help them write and submit reviews. He emphasized that if you don't ask for reviews, you won't receive them.
Sales Success Through Team Support
Bill advised new team members to buddy up for door-to-door sales activities to build confidence and improve results. He suggested starting each day with 10 door knocks early in the morning to get into the right mindset. Bill emphasized the importance of activity and fun in sales, offering to meet individually with new team members to discuss their progress and goals. He encouraged them to aim for six-figure earnings and promised to support their success.
Morning Huddle 5/19/25
Summary
Sales Performance and Team Growth
Bill introduced a new spreadsheet designed to help team members improve their sales performance and emphasized the importance of sales as a career. He encouraged the team to focus on activities that lead to sales and shared his personal success in the field, expressing his desire to teach and mentor the team. Bill also welcomed three new team members: Chance, Maddox, and Peyton, and mentioned that Devin would be joining later at 11.
Sales Performance Tracking and Discipline
Bill emphasized the importance of discipline and consistent daily activities in achieving sales targets, comparing it to military routines. He introduced a spreadsheet to track individual and collective performance, highlighting the need for accurate data input. Bill stressed the significance of new revenue and sales, and explained how to use the Sales Rabbit app to improve performance. He encouraged team members to contact Ian or Landon if they needed help using the app.
Door Knocking Sales Target System
Bill explained the tracking system for door knocks and sales conversations, emphasizing that the primary goal is 100 knocks per day, with 10 expected conversations and 8 inspections (80% of conversations) leading to roof inspections. He stressed that sales are the foundation of payroll and that other tasks should not take priority over meeting these daily targets. Bill also noted that while not every knock results in a conversation or inspection, the system is designed to enable consistent success if followed correctly.
Sales and Revenue Target Discussion
The team discussed sales and revenue targets, with Bill, Ian, and Joe agreeing on a weekly goal of 10-12 inspections leading to 4-5 sales per week, generating approximately $52,000 in contract value per person. They established that the weekly collection target for each individual should be $27,000, with the team aiming for $80,000 weekly and $324,000 monthly in total collections. Joe noted that the numbers were based on historical data and might need adjustment due to rising material costs, while Ian suggested tracking square footage as an additional metric.
Door Knocking Sales Strategy Meeting
Bill emphasized the importance of meeting sales targets and encouraged the team to focus on door knocking as the primary activity for generating leads. He explained that the company's success depends on full-time effort from team members and highlighted the need to develop success habits. Bill set a daily goal of 100 door knocks and stressed that statistical success requires reaching only 10% of potential leads. Joe raised concerns about balancing door knocking with other tasks like adjuster meetings and pre-builds, to which Bill suggested coordinating with Joe to prioritize activities.
Prioritizing Core Business Activities
Bill emphasized the importance of focusing on core business activities rather than attending unnecessary meetings, comparing it to hunting for survival. He stressed the need to prioritize sales and productivity. Ian and Joe discussed a reasonable target for door knocking, agreeing that 50-100 doors per day was a practical minimum, with 100 being achievable on less busy days.
Sales Tracking and Reporting Process
Bill discussed the importance of tracking sales numbers and emphasized the need for consistency in reporting daily and weekly totals. He introduced a nightly debrief sheet for team members to record their numbers, which can be easily shared with him for input into a comprehensive spreadsheet. Bill stressed the significance of accurate reporting for team alignment and individual success, and encouraged open communication through the "victories, challenges, comments" section of the sheet. Joe agreed with the process and suggested that team members bring notebooks to meetings for detailed note-taking.
Sales Standards and Accountability
Joe emphasized the importance of setting high standards in sales, comparing it to rigorous training programs like Ranger School and Jiu-Jitsu. He stressed that while aiming for 50 sales calls might seem unrealistic, setting this goal would help achieve the desired 40 calls, as long as the work is done consistently. Joe also highlighted the need for accountability and accurate data tracking, suggesting that Bill could refine the tracking sheets to better monitor progress. He concluded by encouraging the team to maintain a strong work ethic, noting that the sales role offers a good income and requires dedication.
Office Renovation and Professional Standards
Joe shared a picture of a new office space and discussed plans to renovate their current office to create a world-class environment. Bill advised Ivan on improving his role, emphasizing the importance of attention to detail and maintaining a high standard of cleanliness and organization. Ivan was encouraged to learn Joe's expectations and lead by example in creating a professional and welcoming workspace.
Sales Performance and Team Growth
Bill introduced a new spreadsheet designed to help team members improve their sales performance and emphasized the importance of sales as a career. He encouraged the team to focus on activities that lead to sales and shared his personal success in the field, expressing his desire to teach and mentor the team. Bill also welcomed three new team members: Chance, Maddox, and Peyton, and mentioned that Devin would be joining later at 11.
Sales Performance Tracking and Discipline
Bill emphasized the importance of discipline and consistent daily activities in achieving sales targets, comparing it to military routines. He introduced a spreadsheet to track individual and collective performance, highlighting the need for accurate data input. Bill stressed the significance of new revenue and sales, and explained how to use the Sales Rabbit app to improve performance. He encouraged team members to contact Ian or Landon if they needed help using the app.
Door Knocking Sales Target System
Bill explained the tracking system for door knocks and sales conversations, emphasizing that the primary goal is 100 knocks per day, with 10 expected conversations and 8 inspections (80% of conversations) leading to roof inspections. He stressed that sales are the foundation of payroll and that other tasks should not take priority over meeting these daily targets. Bill also noted that while not every knock results in a conversation or inspection, the system is designed to enable consistent success if followed correctly.
Sales and Revenue Target Discussion
The team discussed sales and revenue targets, with Bill, Ian, and Joe agreeing on a weekly goal of 10-12 inspections leading to 4-5 sales per week, generating approximately $52,000 in contract value per person. They established that the weekly collection target for each individual should be $27,000, with the team aiming for $80,000 weekly and $324,000 monthly in total collections. Joe noted that the numbers were based on historical data and might need adjustment due to rising material costs, while Ian suggested tracking square footage as an additional metric.
Door Knocking Sales Strategy Meeting
Bill emphasized the importance of meeting sales targets and encouraged the team to focus on door knocking as the primary activity for generating leads. He explained that the company's success depends on full-time effort from team members and highlighted the need to develop success habits. Bill set a daily goal of 100 door knocks and stressed that statistical success requires reaching only 10% of potential leads. Joe raised concerns about balancing door knocking with other tasks like adjuster meetings and pre-builds, to which Bill suggested coordinating with Joe to prioritize activities.
Prioritizing Core Business Activities
Bill emphasized the importance of focusing on core business activities rather than attending unnecessary meetings, comparing it to hunting for survival. He stressed the need to prioritize sales and productivity. Ian and Joe discussed a reasonable target for door knocking, agreeing that 50-100 doors per day was a practical minimum, with 100 being achievable on less busy days.
Sales Tracking and Reporting Process
Bill discussed the importance of tracking sales numbers and emphasized the need for consistency in reporting daily and weekly totals. He introduced a nightly debrief sheet for team members to record their numbers, which can be easily shared with him for input into a comprehensive spreadsheet. Bill stressed the significance of accurate reporting for team alignment and individual success, and encouraged open communication through the "victories, challenges, comments" section of the sheet. Joe agreed with the process and suggested that team members bring notebooks to meetings for detailed note-taking.
Sales Standards and Accountability
Joe emphasized the importance of setting high standards in sales, comparing it to rigorous training programs like Ranger School and Jiu-Jitsu. He stressed that while aiming for 50 sales calls might seem unrealistic, setting this goal would help achieve the desired 40 calls, as long as the work is done consistently. Joe also highlighted the need for accountability and accurate data tracking, suggesting that Bill could refine the tracking sheets to better monitor progress. He concluded by encouraging the team to maintain a strong work ethic, noting that the sales role offers a good income and requires dedication.
Office Renovation and Professional Standards
Joe shared a picture of a new office space and discussed plans to renovate their current office to create a world-class environment. Bill advised Ivan on improving his role, emphasizing the importance of attention to detail and maintaining a high standard of cleanliness and organization. Ivan was encouraged to learn Joe's expectations and lead by example in creating a professional and welcoming workspace.
Morning Huddle 5/13/25
Running the business by the numbers. Need Chris to build an Excel Spreadsheet so we have a one-page overview of daily, weekly, monthly, and yearly numbers.
Law #6 The Law of The Environment 5/8/25
Morning Huddle 5/7/25
Meeting summary for Morning Huddle with Bill Storm (05/07/2025)
Quick recap
The team discussed various operational matters and proposed changes to their communication methods, emphasizing the importance of tracking specific numbers and developing success habits. Bill stressed the need for managing the business by the numbers, encouraging team members to set individual monthly targets and share them during nightly debriefs. The conversation ended with a request for a debrief sheet and an agreement to include numbers in future reports.
Next steps
Ian to provide marketing numbers to Bill, including monthly goals, weekly benchmarks, and daily targets.
Landen to provide sales numbers to Bill, including monthly goals for the team and individuals, broken down by week and day.
All team members to send nightly debriefs via text message to Bill.
Ian and Landen to include relevant numbers in their nightly debriefs to Bill.
Bill to post the replay of the meeting and summary notes at billstorm.com/rft.
Summary
Team Meeting: Job Site, Hoodies, and Call
Dave, Bill, Landen, and Ivan discussed various topics, including a job site issue, a new link for ordering hoodies and t-shirts, and an email invitation. They also mentioned a doctor's appointment and a call with an adjuster. The team is waiting for Ian to join the meeting.
Adopting Text Communication for Nightly Debrief
Bill initiated a morning huddle on May 7th, where he proposed a change in communication method from email to text for the nightly debrief. He emphasized the importance of developing a success habit and creating accountability through the process. Bill also stressed the need for thoroughness and alignment between objectives and outcomes. He encouraged the team to identify specific victories, no matter how small, to reinforce positive habits. The team agreed to the proposed changes and will continue to focus on personal development and accountability.
Tracking and Measuring Sales Goals
Bill discussed the importance of tracking and measuring specific numbers to ensure the team's goals are met. He emphasized the need for Ian to share marketing numbers and for Landen to track sales goals. Bill suggested breaking down these goals into weekly and daily benchmarks to monitor progress and identify potential issues early. He also mentioned the importance of sharing these numbers in a nightly report.
Mastering Business Numbers for Success
Bill emphasized the importance of managing the business by the numbers, encouraging the team to learn and master this skill. He asked the team to come up with their individual monthly targets and share them during the nightly debrief. Bill also highlighted the value of early and consistent communication, using the example of Dave's sales performance. He stressed the need for the team to understand their individual and collective performance to make informed decisions and celebrate successes.
Debrief Sheet and Meeting Replay
Bill discussed the need for a debrief sheet and asked the team to provide it. He also mentioned that he would post the meeting replay on a link and requested the team to include numbers in their debriefs.
Quick recap
The team discussed various operational matters and proposed changes to their communication methods, emphasizing the importance of tracking specific numbers and developing success habits. Bill stressed the need for managing the business by the numbers, encouraging team members to set individual monthly targets and share them during nightly debriefs. The conversation ended with a request for a debrief sheet and an agreement to include numbers in future reports.
Next steps
Ian to provide marketing numbers to Bill, including monthly goals, weekly benchmarks, and daily targets.
Landen to provide sales numbers to Bill, including monthly goals for the team and individuals, broken down by week and day.
All team members to send nightly debriefs via text message to Bill.
Ian and Landen to include relevant numbers in their nightly debriefs to Bill.
Bill to post the replay of the meeting and summary notes at billstorm.com/rft.
Summary
Team Meeting: Job Site, Hoodies, and Call
Dave, Bill, Landen, and Ivan discussed various topics, including a job site issue, a new link for ordering hoodies and t-shirts, and an email invitation. They also mentioned a doctor's appointment and a call with an adjuster. The team is waiting for Ian to join the meeting.
Adopting Text Communication for Nightly Debrief
Bill initiated a morning huddle on May 7th, where he proposed a change in communication method from email to text for the nightly debrief. He emphasized the importance of developing a success habit and creating accountability through the process. Bill also stressed the need for thoroughness and alignment between objectives and outcomes. He encouraged the team to identify specific victories, no matter how small, to reinforce positive habits. The team agreed to the proposed changes and will continue to focus on personal development and accountability.
Tracking and Measuring Sales Goals
Bill discussed the importance of tracking and measuring specific numbers to ensure the team's goals are met. He emphasized the need for Ian to share marketing numbers and for Landen to track sales goals. Bill suggested breaking down these goals into weekly and daily benchmarks to monitor progress and identify potential issues early. He also mentioned the importance of sharing these numbers in a nightly report.
Mastering Business Numbers for Success
Bill emphasized the importance of managing the business by the numbers, encouraging the team to learn and master this skill. He asked the team to come up with their individual monthly targets and share them during the nightly debrief. Bill also highlighted the value of early and consistent communication, using the example of Dave's sales performance. He stressed the need for the team to understand their individual and collective performance to make informed decisions and celebrate successes.
Debrief Sheet and Meeting Replay
Bill discussed the need for a debrief sheet and asked the team to provide it. He also mentioned that he would post the meeting replay on a link and requested the team to include numbers in their debriefs.
Morning Huddle 5/5/25
Meeting summary for Morning Huddle with Bill Storm (05/05/2025)
Quick recap
Bill emphasized the importance of developing success habits, tracking specific and measurable actions, and using a centralized dashboard to monitor these actions across the company. The team also discussed the effectiveness of door-to-door sales, the need for better communication and a more consistent system, and the limitations of their current CRM system. Lastly, they explored the idea of creating a solution to address the identified challenges and planned to reconvene on Wednesday.
Next steps
• All team members to send more detailed nightly debriefs to Bill via email, including specific metrics, victories, challenges, and comments.
• Ian to investigate integrating Pipedrive with Acculinx using Zapier.
• All team members to email Bill about specific challenges they face in their positions.
• Bill to create a private webpage on billstorm.com/rft to upload meeting recordings.
• All team members to attend the next huddle on Wednesday at the same time.
• Dave to download and use the Turbo Scan app for sending documents to Bill.
• Bill to send a follow-up email to the team.
Summary
Developing Success Habits for Team
Bill discussed the importance of developing success habits for the team. He emphasized the need to clarify what needs to happen for consistent progress and momentum. Bill also introduced a system for communication and suggested using a similar system. The team was asked to fill out a form, with Ivan downloading a scanning app for this purpose. The team was also encouraged to focus on activities rather than outcomes.
Roof Building Process and Accountability
Bill and Ivan discussed the process of building a roof, which involves tearing off the old roof and replacing it. Ivan clarified that the build stage is when the actual job is done. Landen added that while theoretically each salesperson is responsible for a certain number of builds per week, it's often a mix of both their team and the full sales team. Bill asked about accountability for the builds and collections, to which Landen responded that the sales representative is primarily responsible, with the sales manager overseeing the entire process.
Tracking Door Knocks for Sales Improvement
Bill and Landen discussed the importance of tracking specific and measurable actions, such as door knocks, to improve sales. Landen confirmed that he and his team, including Dave, track their door knocks using a CRM called Sales Rabbit. Bill emphasized the need for a centralized dashboard to monitor these actions across the company, especially for a CEO overseeing operations in all 50 states.
Door-to-Door Sales Effectiveness Discussion
Bill, Landen, and Ian discussed the effectiveness of door-to-door sales. Landen suggested that 10 conversations usually lead to a sale, not a hundred door knocks. Bill proposed a scenario where out of a hundred door knocks, 12 conversations were started and one immediate inspection and sit-down was achieved. Ian agreed, suggesting that one sale would be a good day. They also discussed the feasibility of knocking on a hundred doors, with Landen expressing some doubt.
Tracking Daily Activities and Outcomes
Bill discussed the importance of tracking and analyzing daily activities and outcomes for team members. He emphasized the need to understand the challenges faced by team members and to praise those who are performing well. Bill also highlighted the significance of keeping a record of daily activities, outcomes, and challenges, comparing it to playing a game and keeping score. He encouraged team members to be honest with themselves about their performance and to think like an owner or someone striving to become extraordinary.
Effective Communication and Task Management
Bill emphasized the importance of using email for communication, as it allows for easy organization and retrieval of information. He also discussed the use of Asana, a program that helps track the progress of tasks and projects. Bill shared his experience with a business he started, which focuses on martial arts consulting and lead generation, and how they use a "black belt marketing system" to ensure effective follow-up with leads.
Lead Management System Demonstration
Bill and Ian discussed a lead management system. Bill explained how to assign a lead to a specific person, such as Sam, and set a due date for the first follow-up. He also demonstrated how to add notes and change the assignee as the lead progresses through the system. Ian showed a similar system he had built, which includes stages for managing leads. They agreed that the system could be used to track progress and assign tasks, but noted that not everyone was familiar with it yet.
Exploring PipeDrive for Lead Management
Ian discussed the limitations of their current CRM system, highlighting the lack of a proper lead management system and the inability to manage leads through multiple steps. He suggested the use of PipeDrive as a potential solution, which Bill agreed to explore further. Bill also expressed interest in seeing the PipeDrive system in action.
Addressing AccuLink's Limitations and Scalability
Ian discussed the limitations of their current system, AccuLink, in managing leads and the need for a more efficient system. Bill emphasized the importance of clear communication and reporting, and suggested that the current system may not be scalable as the business grows. He proposed the idea of creating a solution to address the identified challenges. Dave confirmed that he had sent paperwork to Bill's phone.
Improving Team Communication and Efficiency
Bill discussed the need for better communication and a more consistent system to improve the team's efficiency and reduce frustration. He encouraged the team to provide feedback on their challenges, which he would use to shape future calls and improve their performance. Bill also proposed regular check-ins and suggested creating a private page on his website for the team to access call recordings. The team agreed to these suggestions and planned to reconvene on Wednesday.