The best closer on the floor gets promoted first. Nobody teaches them to manage.
That's why
most sales teams
miss the number.
Two days. Your manager, your pipeline, your numbers - in the room. Cardone's sales leadership team rebuilds how your managers hire, train, track and hold the line, using the team you actually have. You leave with the system built, not a notebook full of ideas.
Get My Manager In The RoomBecause a manager who runs the team on Monday is worth more than a manager who runs the deals.
120 seats. Two days live. Follow-up coaching after the event is included with every seat.
Why good teams
miss anyway
It isn't the reps. It isn't the leads. It isn't the comp plan. It's a job nobody ever defined.
The best rep gets promoted
Which is the fair thing to do. They earned it. They outsold everyone in the building and the title was the only way to keep them.
But it's a different job
Selling is done alone. Managing is done through other people. Nothing in a closer's ten best years teaches the second one. Not one thing.
So the manager keeps closing
They take the hard deals themselves. They "help." The month gets saved, the team learns nothing, and the manager becomes the bottleneck they were promoted to remove.
And nobody defined Tuesday, 9am
No one-on-one structure. No scoreboard anyone trusts. No hiring filter. No training rhythm. So the manager improvises - and improvisation doesn't scale.
That's not a people problem.
It's a missing system.
Systems can be built in a room in two days. Instincts can't be trained in ten years. That's the whole reason this workshop is two days long and not two months - there is nothing here to absorb. There's something to build.
This isn't a
training company
talking about
sales floors.
Cardone Enterprises runs one. The people leading this room manage the managers who sell Cardone's own products every day - the same one-on-one structure, the same KPIs, the same accountability conversations they'll hand you on Day Two.
Nothing in the two days is theoretical. It's the operating system of a live sales organization, taken apart on a whiteboard and rebuilt around your team, your headcount and your numbers.
What the two days
look like
You don't sit and watch someone talk for sixteen hours. You work on your own team, in the room, with your own numbers on the table.
The Manager
- What a sales manager is actually responsible for - written down, hour by hour
- The hiring filter: how to spot a rep who can sell before you pay them to find out
- The shift from top closer to team builder, and the habits that have to die first
- Your one-on-one structure, built and rehearsed
- The KPIs that tell you the month before the month ends
The Team
- Running training sessions the team doesn't dread - and doesn't forget by Thursday
- Setting 10X targets people actually chase instead of quietly ignoring
- Holding accountability without losing the room, the rep, or the relationship
- Your pipeline reviewed live, the leaks marked
- A 90-day management calendar with real dates on it
Walks In
A closer with a title, saving the month one deal at a time, doing their team's job on top of their own.
Walks Out
A manager with a system - who hires the right rep, runs the rhythm, and gets the number out of the team instead of out of themselves.
Two days,
then ninety
Everybody's been to the event that felt incredible on Sunday and changed nothing by Thursday. That's not a motivation problem. It's what happens when the system gets built and then nobody checks whether it got installed.
So every seat includes follow-up sales manager coaching after the workshop. Not a recording library. Actual check-ins on what got implemented, what slipped, and what the numbers say.
The two days are where the system gets built. The ninety days are where it either sticks or dies. Both are included.
What the follow-up covers
- Did the one-on-one rhythm actually start - and is it holding
- Are the KPIs being tracked, or quietly abandoned
- What the first hire through the new filter looked like
- Where accountability broke down and how to reset it
- What the 90-day calendar says versus what actually happened
Who this room
is built for
120 seats is a hard number. It's worth thirty seconds to know whether one of them should be yours.
This is for you if
- You own or run a company with a sales team and someone managing it
- You promoted a manager in the last two years and it hasn't clicked yet
- You're about to promote someone and you'd rather not learn this the expensive way
- Your manager still closes the team's hard deals personally
- You're the one holding the number, and you'd like to stop
This is not for you if
- You sell alone and have nobody to manage yet
- You're looking for rep-level closing training - that's a different workshop
- You want to sit in the back and watch. There's work in this room.
- You want a recording. This one only happens live.
What people said
Exactly what I've been looking for
I walked in with a manager who was still closing everything himself. We left with his actual job written down and a scoreboard the team can see. First month it was already a different floor.
Most valuable tool for building, developing and controlling your team
The one-on-one structure alone was worth the trip. We rehearsed it in the room instead of theorizing about it, so there was no excuse not to run it on Monday.
Unparalleled value and expertise
These are people who run a real sales organization, not consultants describing one. Every answer came with a number behind it.
Invaluable
I stopped guessing at who to hire. The filter we built on Day One has already saved me one bad hire, which paid for the seat twice.
Fantastic step to great sales management
The follow-up coaching is the part nobody else does. Someone actually checked whether we were running the rhythm, and that's the only reason we still are.
Keys to success
We left with a 90-day calendar with real dates on it. Ninety days later the meetings had all happened. That has never been true after an event before.
What you're
probably thinking
Three objections come up every time. All three are reasonable. Here they are, answered straight.
"I can't have my manager out of the office for two days."
Two days out costs a manager two days of pipeline. Not knowing how to run the team costs roughly the same two days every single month - it just never shows up on a calendar, so nobody counts it. The choice isn't two days or zero. It's two days once, or two days a month for as long as the manager keeps doing the team's job.
"We've done sales training. Nothing stuck."
Rep training usually doesn't stick, and the reason is structural: reps go back to a manager who never learned to reinforce it. Train the reps and you've changed the weakest point of leverage in the building. Train the manager and you've changed the thing that decides whether anything else survives contact with a Monday.
"Maybe I just need to hire a better manager."
Maybe. But that costs a search, a salary, a ramp, and about six months to find out whether it worked. And the new one arrives untrained too, unless somebody hands them a system on day one. Day One of this workshop is the hiring filter and the job definition - so it pays either way. Fix the manager you have, or know exactly what to look for in the next one.
Two days,
or another year of
carrying the number yourself.
There's a version of next year where the Monday meeting runs without you. Where the forecast is close, because the scoreboard is honest. Where a rep who isn't working gets handled in week two instead of quarter three.
Where your manager builds the team instead of covering for it - and you get to go back to running the company.
That version starts with one person, in one room, for two days.
About the investment. One rep who never ramps costs more than this seat long before anyone gets around to terminating them - salary, draw, the leads they burned through, six months of a territory sitting still. A manager who finally runs the team properly earns that back out of pipeline that was already in the building. And that manager is already on your payroll. You're not adding a hire. You're finishing one.
The room holds 120 people.
When it's full, it's full.
Take your seat
Two days live. Seat confirmed the moment checkout completes - details and pre-work arrive by email the same day.
- Day One - the manager: the job defined hour by hour, the hiring filter, the one-on-one structure
- Day Two - the team: the training rhythm, the targets, the scoreboard, the 90-day calendar
- Your pipeline reviewed live, with the leaks marked
- Follow-up manager coaching after the workshop, included with every seat
Because the system built on Day Two is running your team by Monday.
- Seat confirmed instantly
- Coaching included
- 120 seats only
Secure checkout. Seats are released in the order they're paid for. Need to change or discuss your seat? Call (310) 777-0255. By purchasing, I affirm that I've reviewed and accepted CARDONE'S Terms and Conditions and Privacy Policy, and I agree to receive communications, including email, calls, and text messages from CARDONE regarding announcements and company updates. Reply to any messages with STOP at any time to stop receiving messages and request for help by replying HELP. The frequency of messages varies. Message and data rates may apply.
Still deciding?
Then ask the only question that settles it: if nothing changes in how the team is managed between now and December, what does next quarter look like?
If the honest answer is "about the same," you already know what to do with that. Take the seat, or call and ask the one thing that hasn't been answered yet. (310) 777-0255