"Don't hire a sales manager who can't sell. The first job that they've got for you is selling to prove to you that they can sell, because if they can't sell, they can't manage salespeople." – RJon Robins

Welcome inside the vault. This is a collection of previously unreleased lessons from eight-figure entrepreneurial mastermind RJon Robins. And in case you didn't see the warning label, this content can be explicit and is for serious entrepreneurs only.

In this lesson, RJon breaks down exactly what your sales manager and salespeople should be and should not be doing daily. He explains why sales managers must:

1. Be able to sell themselves

2. Be obsessed with metrics and real-time data

3. Be acutely aware of the firm owners financial goals

4. Hire, train, and manage the sales team

5. Building win-back and follow-up campaigns

RJon also talks about the role of a salesperson as an educator. He distinguishes between hype selling and truly effective selling, which helps prospects reach their own conclusions rather than pressuring them into decisions. This episode provides a blueprint for building a sales team that actually works to accomplish the firm owner's goals.

Let's go to the vault!

"One of the things you can be sure of is anyone you refer to me, I am going to go out of my way to make you look good." – RJon Robins

Welcome inside the vault. This is a collection of previously unreleased lessons from eight-figure entrepreneurial mastermind RJon Robins. And in case you didn't see the warning label, this content can be explicit and is for serious entrepreneurs only.

In this interactive lesson, RJon answers questions from law firm owners about how to approach referral relationships more strategically with other legal professionals. While many attorneys focus on referral fees or transactional exchanges, RJon explains what actually drives consistent referrals. It's not just about compensation. It's about trust and creating real value for the person making the referral.

Key Takeaways:

1. Create value beyond the initial transaction

2. Make your referral partners look good

3. Be creative in how you build relationships

4. Support your strategy with systems

RJon makes it clear that the most effective referral strategies aren't solely built on fees. They are built on value. When you focus on helping others succeed, you create relationships that generate consistent long-term business.

Let's go to the vault!

"The job of a managing partner is to make sure that there's a plan in place... and that the people... are actually doing what they need to do to make the plan work." – RJon Robins

Welcome inside the vault. This is a collection of previously unreleased lessons from eight-figure entrepreneurial mastermind RJon Robins. And in case you didn't see the warning label, this content can be explicit and is for serious entrepreneurs only.

In this lesson from How To Manage a Small Law Firm's April 2017 Live Quarterly Meeting, RJon breaks down the role of a managing partner. He explains what they actually do and why it matters for law firm owners.

Most owners believe that having a plan is enough. But planning, preparation, and execution are not the same. And when growth starts to feel uncomfortable, even the best plans can fall apart. That's where a managing partner comes in. Not just to work with the owner to create the plan, but to ensure it gets executed, and to hold people accountable.

Key Takeaways:

1. Planning is not the same as being prepared.

2. Your goals will feel unfamiliar and outside your comfort zone.

3. Your subconscious will try to pull you back to "safety" and that limits growth.

4. A managing partner creates accountability.

5. Execution requires structure and clarity.

6. The goal is to build a machine that moves forward so that the business continues to grow even when you hesitate.

RJon makes it clear that a managing partner isn't just responsible for managing the firm, they help remove the friction that holds most businesses back.

Let's go to the vault!