formation. It was deployed six times for five touchdowns, and the Dolphins won 38–13. Coaches across the NFL stole the formation, and it’s still in use to this day. Tom steals the belief Juniper gave to him and imparts that to his team every day. “There are others out there looking for guidance. They know they have talent and don’t know how to bring it out in themselves,” he says. But without tangible information, much of coaching is just temporarily filling emotional tanks. Tom likes to use what we refer to as “Up-Front Contracts.” These contracts can take many forms but are often something simple, like a meeting or a verbal agreement. “One thing we train a lot on is Up-Front Contracts. People want two things: They want to be right, but they also want to be fair. When you use an Up-Front Contract, you give someone the opportunity to be fair and right,” Tom says. Juniper is quick to credit another of Sandler’s methods that has benefited her team. “The in-house training and team- specific training was instrumental in helping our organization. It helped create bonds, and going through the assessment process held us accountable. There was no hiding behind anything,” Juniper explains. The
process wasn’t comfortable; at times, some questioned the challenge, and others even left the company. But Juniper says it was all for the best. “The people who stayed with us through that have grown exponentially. It also helped others decide it wasn’t the right fit for them.” Tom follows up Juniper’s praise by saying, “I think it was the most powerful thing that has happened in my entire career.” The plaudits aren’t just because the training helped Tom’s abilities, either. “It used to be all about me. When you met me, you’d ask yourself, ‘Who is this jackwagon?’ The team dynamics we did helped build my business career and personal life,” Tom says. first started with Sandler, he noticed his business had countless hours going to one business-killing concept: unpaid consulting. By investing time with people who will never purchase from your business, you waste valuable attention you could dedicate to other clients and personal exploits. In a field like real estate, it’s easy to fall into this trap. As Juniper says, “Everyone is an expert.” It’s not just knowledge others are looking to impart, but also an understanding of the market. “What we really get paid for in real estate is giving really good guidance,” says Juniper. “One of the things Sandler helped us realize is that you can only serve so many people. It’s been instrumental in helping our salespeople make more money and serve the clients who are really important.” Qualifying your prospects is something we really try to drive home in our coaching. The more intent your process has for making sure your leads are qualified prospects, the less time you spend as an THE TACTICS When Jim Stephens, president and CEO of Crossroads Sandler,
and change my mindset. I came from a scarcity mindset, but when you have someone like Juniper who believes in you more than you believe in yourself, that really helps,” Tom says. The best coaches learn to steal the great lessons they’ve learned and apply them to their own teams. While the market was crashing in 2008, the NFL was reaching new heights. At the center of that year was a storyline that changed the game forever. The Miami Dolphins started that season 0 and 2 and looked destined for the same fate as their previous year, where they went 1 and 15 for one of the worst seasons in NFL history. The third game of the season pitted them against one of the great dynasties in the sport, the New England Patriots, who were coming off an undefeated regular season the year prior. Severely outmatched in every possible aspect and playing away from home in a stadium where they had only won once in the past six years, Dolphins head coach Tony Sparano unleashed the “wildcat”
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