Adam Outland

is turnover to be there in the delivery part and in the service part of your model.

You want that to be as stable as possible.

So with a stable delivery team, you have stable retention.

There's a very long-winded way to say that a couple of realizations we made is that by bifurcating our sales and our coaching delivery team,

we stood a better chance at having our coaches have a two, three, four, five, six-year retention because we could actually be assigning our clients to our top-tier coaches that already have great retention and then allow our sales team to actually pursue sales and the creativity that comes with an enterprise sale, a local sale, and everything in between, and they could continue on to sales leadership.

So that's a little bit of the journey and the exploration we're on right now.

Yeah.

One of the biggest concerns was that part of our identity was in this practitioners of what you preach, that our salespeople was part of the advantage of our delivery team, that they were still selling in the field.

And so we had to look at that and say, can you interpret that a little bit differently?

Can you say, okay, someone on the coaching delivery side can still be a practitioner in a variety of ways.

They will still have a KPI.

associated with production.

They will be farmers, much like David smiled and laughed.

He was just like, that's exactly what we do.

We have our delivery team are farmers for the business.

So we train them to look for new opportunities inside our existing accounts.

We train them to look for another coaching clients, a training opportunity, a consulting opportunity, and we set a KPI around that.

So they still get to be practitioners.

And in some ways, we actually get to hire even better practitioners because there's a lot of extraordinarily successful people out there who would love to parlay that experience into being an extraordinary coach.

They just may not want to be a salesperson at the same time because they've done that for 20 years already.