If there's one thing that I can guarantee that you're gonna face in
the roofing world, it's that you're gonna wanna scream or punch or get in
a fight with someone on your own team.
I'm talking beef.
You're having issues built up, resentment and frustration,
and it is a two-way street.
So whether you're in leadership or an owner, Or you're a salesperson.
This video is for you because I know how it goes.
I've been in your shoes.
We, through the growing pans of the roofing business, which is
wildly fast paced, kind of the definition of growing pains.
Like what other business can you scale by millions like that?
And things break production, cash flow, salespeople roll
roles and responsibilities, communication to customers.
There is a weak link, and that weak link snaps and then it causes tension.
And for the salesperson, it results in a lack of confidence of being
able to stand there in a customer's home, making claims about your
company and the work you're gonna do.
If in the back of your mind you're questioning, is that crew gonna show up?
Is this gonna happen again?
And you're.
This creates a level of tension in our own core integrity.
Slowly poisons our earning potential cause we can't sell what we can't believe in.
And then it leads us to this point where we almost work our
way into a financial situation.
So we can just have the decision made first.
So we have to part ways and I don't wanna see that happen.
And in the other side, I see owners and managers that have conflict and
they don't appropriately work through it and unnecessarily fire someone.
Or they allow it to continually fester.
And then there's this nasty culture going on and there's chatter amongst everybody.
And at the end of the day, it's just a gossip fest at the local bar.
It's not good.
So what I wanna share with you in this video is the common pitfalls I
see through conflict resolution, and most importantly, a really simple
framework that you can follow to lead.
Team, and I say lead for the salesperson and for the owner alike, cuz it is up
to us to be our own leader and approach these conversations from a really good
place so we can grow through them.
Uh, before we get to it, I just wanna say quick welcome or welcome back.
Adam Besman here, the roof strategist and everything I do on my channel and on
my, my podcast and our training center and when I'm out speaking at events is
designed to help you and your team smash your income goal and give every costume.
An amazing experience and I have tons in tons over 400 and some videos of
sales training that you can access.
By the way, inside our free training center, there's a link in the description,
but I wanted to take today to take a step back from the tactical sales approach
and talk about the things that come up as a salesperson inevitably, to give you
that framework to work through conflict.
I strongly believe in my heart of hearts that growth is on
the other side of discomfort.
It's usually when we reach a.
And that wall or ceiling, so to speak.
There's a lot of emotions there.
There's a lot of frustration and there's a big part of us when we're
going through this that just wants to be done and leave an escape, right?
To avoid it at all costs, and that doesn't lead to growth.
We have to really look at close in the eye and lean into it, and
what'll happen is gonna get dramatic.
I apologize in advance.
What'll happen if you ignore it?
Is this, you're gonna have something occur.
Salespeople, I'm talking.
I've been in your shoes.
You're gonna have the crew that's gonna mess something up
and you're gonna be pissed off.
The crew dropped something and cracked a, uh, lawn ornament in the garden.
And the customer's special instructions were that you guys
were gonna be extra careful and the crew didn't even tarper anything.
You call up your office and you are irate.
I did my job.
I put it on there on the special instructions.
My production manager did not get it on there.
Now my customer's pissed off and you see, oh, you're emotional
cuz it's your customer, which ultimately means it's your fault.
Even though you know it was beyond you, but you're the one
that's gonna take the blame.
Then what happens?
A week goes by and virtually the same thing happens.
Tension goes up two notches instead of one this time, and you are pissed.
You follow up with that phone call again.
You're irate.
What the hell?
Then this, we start selling again.
We don't know if we can really deliver our message that we're gonna do an
amazing job because this has been happening and is it gonna happen to
them and are you gonna look like an idiot and it goes in your head and
starts hurt, like hurting inside cuz you don't feel like you're selling from.
but you do anyway.
You get the deal, and then it happens a third time, and now you're home at night.
Your pillow talk is with your wife talking about how frustrated and pissed
off you are that this is going on.
It's impacting your customers, it's falling on you.
It's making you look like an idiot.
You can't feel like you're selling what you do.
You don't sleep.
You toss and turn.
You jump into that office in the morning.
You charge in the office, your blood is boiling, your face is beat
red, and this turns into a fricking pissing match back and forth.
Who's right, who's wrong?
I hate getting that upset.
That's what'll happen.
Now, I want to ask you this.
After witnessing that just intense emotion, do you think that there's
anything good that's gonna come from that?
No it doesn't because emotions are way too high.
That is the absolute wrong way.
And what ends up happening is one party, whichever direction
it's going, is on the defensive.
They feel attacked and oftentimes the person who's expressing
their frustration comes across as really entitled and selfish.
Me, me, me.
This is what I need.
So these two parties butt heads and nothing good comes from it.
And now knowing like.
It's gonna happen.
That's something that you can count on and pretty much guarantee on.
We just gotta figure out, well, how are we gonna work through this together?
Through it together.
Now, the best way to do it is very simple.
Step number one is to be proactive.
The minute something comes up, when it becomes festering thought, we
need to air it out being proactive.
So we do not wait till it happened 15 times.
We.
Right away.
Now, I wanna give you a framework to follow for this conversation.
Step number one is to use framing, meaning to give the recipient, whether
that you're the salesperson, speaking to the owner, manager, or the inverse.
You're the owner manager speaking to the salesperson to provide context.
Here's what I mean.
This context is going to kind of set the intention for the call in remove.
Excuse me.
Set the intention and remove tension.
I apologize.
Set the intention for the call while removing tension.
Here's an example, Adam.
Hey, can I chat with you about something that's been going on, something
that's been bothering me that I think we can work together on to find a
solution so we can better fulfill our shared mission of serving even more
customers and doing an even better.
Okay, again, let's break it down.
The framing was to approach the conversation saying, can we talk?
Something's upsetting me and I would like to find a solution so
we can, this is the important part, align even more united around our
mission that we're sharing together.
And this goes from a me conversation to a we conversation
cuz it's about the greater good.
That's step number one is to use.
Step number two is we state the problem as objectively as possible.
Salespeople and owners, I know there's so much money on the line, but we just
need to check our emotions a little bit and describe the situation objectively.
Example, Adam, here's what's happened.
Uh, I've had three customers now in a row with special instructions
that I documented on the contract to take care of gar, uh, precious
lawn and ornaments and garden decor.
And the crew didn't use anything that has now impacted the referrals
that were gonna come my way.
And in fact, one of my customers even called the person they referred
and told them not to go with us.
That's describing the situation objectively.
I documented it, it didn't get followed through.
Okay.
Step number three, explain the impact thoroughly.
The reason that this is a problem is not only has this cost us three mistakes that
we have to pay for, that has bogged down my time to go babysit those mistakes.
It has also cost us a referral, someone that called and canceled, and if we
really tally all of that up just in the, in these last three, that cost
me personally a sale that costs the company the three repairs at 200 bucks
a piece, 600 bucks, and it costs.
Uh, the company, the, the referral.
So what guess we both share in that one that's objectively speaking the impact.
So again, step one, use framing.
Step two, define the problem objectively.
Step three D, describe the impact.
What is going on and how will this impact the company?
Okay, now your fourth step is how we're gonna open up that conversation, and
it's this simple, my best advice is to say, I think I have a solution here.
And then present the solution the way you see it, and then you ask.
For buy-in.
And when we take this approach of using framing to set the intention of the call
and unite around our shared vision, and then explain the problem objectively
by checking our emotions, describe the impact of how this is going to.
Hurt our business and our ability to achieve that mission and then voluntarily
present a solution showing that you have given this some positive thought
in outlining steps forward to then ask, what do you think about this?
Now you're in a rich conversation to truly move through this problem
and conflict and come out of the other side even stronger together.
Heck, salespeople, I empower you because you.
Find ways to help continually improve the company and gradually work your
way up through the ranks in owners and managers, you get to lead by example
and set the precedent of how conflicts resolved within your company to grow
through tension and create those bonds.
Cuz we all know when we're in the trenches, when we're in it with
people, we're bonded with them and there's no greater feeling.
Then going through this tension, and I had this with one gentleman on our team that
I almost fired twice for professionalism.
He irked me and crawled under my skin.
I just, I couldn't teach him what I thought was common sense, and he later
became one of our top sales per people.
He was fighting ranks for numbers one and two and.
And we were absolute best buds, like literally having beers together,
looking back, thinking how silly all the times that I almost had to fire him.
And those are rich moments, and it gives everyone deep meaning in their job to
find significance in the ability to grow both personally and professionally,
which to me is the most rewarding part.
So there.
Tension butting heads.
It's gonna happen, my friends.
My hope is that this simple framework is gonna give you a path to follow, to
move through it, and grow together and come out on the other side even stronger.
So you each, and you and everyone on your team, can smash your income goal and
give every customer an amazing experience.
That's all for this video.
Just cause our time here is about to wrap up.
Doesn't mean you're in my time, has to.
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Hop in here right now and, uh, think you're gonna love it.
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