To be the standard, not the audience. The manager running a drill holds four jobs: build the scenario from real appointment material, play the homeowner at honest difficulty, grade against the framework rather than personal taste, and debrief to the exact step where it broke. Done well, it's the highest-leverage hour in a sales organization. Done as theater, it manufactures reps who are ready for everything except homeowners.
The short answer
Scenario: built from the documented library — real objections, real situations, the personas' resistance patterns — not from the manager's imagination of a tough customer. Resistance: calibrated — hard enough to expose the framework's gaps, never so theatrical that the drill becomes about surviving the manager. Grading: against the system — the framework steps, the playbook targets, the mistakes lists — so two managers grade the same round the same way. Debrief: specific and ordered — the earliest broken step first, because later errors are usually its children.
How it runs
The parallels are deliberate: the manager diagnoses before prescribing (the framework), listens for the real issue under the surface error (the diagnosis), and never makes the drill about winning (give up). A manager who humiliates in drills teaches reps to fear the practice room more than the kitchen table — and reps who fear practice stop practicing, which is how organizations end up rehearsing only on customers. The standard is high and the room is safe; holding both at once is the manager's actual skill.
Fight Camp exists so the first time you face a moment isn't in someone's kitchen. Round 1 is free; the full camp is $29/month. Spar before you knock.