Running a small business is no small feat. It's easy to get caught up in the day-to-day operations and lose sight of the bigger picture, but that's not how successful businesses are run. To experience true growth and success, small businesses must operate with vigor, as if they were a large public business.
This means more than just hitting revenue targets. It involves all aspects of the business: human resources, finance, marketing, and sales. To achieve success, business owners must plan for growth and think five times bigger than they are today. To do this, it is essential to have an accountability team in place.
Find out more about how to implement an enterprise attitude with your team, how to improve your SDR's mindset, and how to recruit new salespeople in this episode.
Thanks for listening!
Running a small business is no small feat. It's easy to get caught up in the day-to-day operations and lose sight of the bigger picture, but that's not how successful businesses are run. To experience true growth and success, small businesses must operate with vigor, as if they were a large public business.
This means more than just hitting revenue targets. It involves all aspects of the business: human resources, finance, marketing, and sales. To achieve success, business owners must plan for growth and think five times bigger than they are today. To do this, it is essential to have an accountability team in place.
Find out more about how to implement an enterprise attitude with your team, how to improve your SDR's mindset, and how to recruit new salespeople in this episode.
Thanks for listening!
Hey, what's up girl nation. Welcome back. Thank you for making us the number one podcast on the planet.
Eric Watkins:Number one,
Jeff Winters:number one, numero uno
Scott Scully:for actionable business advice. When we set out to do this bad boy, our goal was to make sure that your journey was just a little bit easier than ours. We were kicked in the face held down. We got back up and we found the things that worked. No textbooks on the show writer,
Eric Watkins:right. No theory,
Scott Scully:no theory. We're only talking about stories from the front lines, things that we put in place things that we know work, it was hard. We want it to be easier for you. That's what the show is all about. The beautiful thing is this fire is free. No charge. All you got to do is tune in weekly. Listen to us having a little fun talking about growth.
Jeff Winters:We're not getting paid for this.
Scott Scully:No, we're not so
Jeff Winters:huh. shows right now.
Scott Scully:How are you feeling? Jeff?
Jeff Winters:I feel amazing. We have had something happened amongst the hosts. Since since we left you last that I think is worth mentioning. One of us is engaged. That's right.
Eric Watkins:Yes. Wow.
Jeff Winters:Thank you. Congratulations. Thank you to do or not to do
Eric Watkins:to do or not to do it was to get engaged to do. Yeah. Very exciting. You
Scott Scully:wonderful woman. You married or are marrying up,
Eric Watkins:glaring out kicked my coverage for sure. She's the best. She said yes. Well, at first she said, What the hell? And then she said yes. Uh huh. Like, you're her best. You said, Right. She said right now, and I'm like, Well, I'm on a knee. And I gotta ring I would say right now. Yeah. But she said yes.
Jeff Winters:It's very exciting.
Scott Scully:Eric, are you feeling good about today?
Eric Watkins:I'm feeling great about today. Especially newly engaged?
Scott Scully:Yeah,
Eric Watkins:I'm engaged. I'm double engaged. I'm engaged to Sofia, and I'm engaged to our content, baby. Let's go.
Scott Scully:Well, let's get into it. As you all know, we start with Mr. Winters and our favorite LinkedIn. Sheriff. What do you got today?
Jeff Winters:I got a hot topic. Ai, very hot topic. This truth comes from Andris Clint Bodnar,
Scott Scully:I feel sorry for these people by their names are butchered with these
Jeff Winters:clips. And I don't want to butcher because this is the truth. AI will not replace you, a person using AI? Will now i'd modify that and say might, but I find this to be true. I find this to be true. And I'll tell you why. Because I think people are way overreacting that AI is going to replace the salesperson AI is going to replace the accounting person AI is going to manage accounts. No AI is not. But if you've used this chat GPT if you've used any of the AI out there, here's what I know, I'm better off using and leveraging AI than not. And that's only going to continue to be more and more and more of the case. And while I certainly don't think like Andres, that AI is going to replace boatloads of people, especially salespeople account management, I do think if you're not going to be able to leverage the AI tools that are available to you go forward this year, next year, 510 years, you are at risk
Scott Scully:truth. I think that when armed with the right data, somebody can be more powerful than somebody that is not. I don't think that you can just have artificial intelligence do the job. But when you when you've got good data, you're on top. It's funny, as you were talking a couple of days ago, I was flipping through the channels and Moneyball was on Do you remember that? Where that young kid was super smart and given Brad Pitt all the data to make some crazy trades and buys and you know, they ended up putting a team together that was super successful won like 30 games in a row. It's pretty unbelievable. It's kind of back when people didn't traditionally used data. And it's all overnight. It's a truth for me.
Eric Watkins:Yeah, I would say it's true as well. It's definitely going to play a huge part and what we're what business is doing moving forward, but I will say that I think as AI becomes more and more relevant, the way you will differentiate yourself as a company is from the human element, like the human element will be, well actually AI will cause a higher need for More of that human touch to be involved in the sales process and the process with your accounts. So I think there'll be a little bit of both, but yes, truth Truth.
Jeff Winters:Our next truth comes from David Gearheart. He says, I'm happy to share that, in addition to my role as CEO of exit five is his company. I've also taken on the new role of chief happiness officer, please congratulate me in the comments below. I'm also the Chief Financial Officer, the Chief Human Resources Officer, the Chief ninja officer, the chief Rockstar officer, the janitor chief pocket tear, a VP of accounts, enterprise account manager, marketing manager and head of breakfast and lunch, I find this to be a truth. Because this is the reality for a lot of entrepreneurs out there. For a lot of presidents, a lot of CEOs, and it always has been. But maybe now more than ever, where companies are having to do a little more with less. This is even more of the reality for CEOs and entrepreneurs. And it goes back to something we've talked about on this show many times, but it cannot be overstated. Entrepreneurship ain't easy. Being a CEO ain't easy. And if your goal isn't to be all these things, but you're going to have to be at some point. And if you don't want to embrace that, and love that entrepreneurship is not going to be for you. I think this is a truth big hats off to David for taking on all these roles, especially the head of breakfast and lunch.
Eric Watkins:Well, not breakfast, though. We've talked about that. No breakfast for him. Yeah, for him. This is real. How was he productive? eaten two pancakes in the morning? No, I think this is true. It's you know, I've seen it in through both you guys, you know, and hearing your stories and coming up, you've played just about every single role at one point, and you can't, I don't think you I don't think I've ever seen any successful entrepreneur that said, Oh, that's not my problem. That's somebody else's problem, like they've, you know, are willing to help and dive in where it needed.
Scott Scully:I need more data. I don't know, I don't know the size of the company. It's just him? Well, it sounds like it's just so in the beginning. Obviously, when you're small, you're wearing all those hats. When you're much larger. I think it would be your goal as the CEO to make sure that people are wearing those hats. I think that there are a lot of entrepreneurs that start a business grow up pretty quickly. And there aren't many that can transition to being a CEO. And that's when they look elsewhere and start hiring somebody that is good at delegation and keeping the vision strong and making sure that people are on the team are doing the things that they need to do. So it just kind of depends on the size. It's been a big transition for me, for sure. And I'm still learning. When you're used to wearing those hats and playing all the roles. It's super hard to let go of the reins and make sure that other people are doing that. I'd say it's one of the biggest things that we're working on now across our organization, the VPS aren't doing the director's jobs, and the directors aren't doing the manager's jobs and you know, all the way across the team. So I think it depends on the size. Truth, if super small and still truth, like you have to be thinking about those things. But delegation is important. If you're larger,
Jeff Winters:good thoughts. We all wait for this. We all
Eric Watkins:get through it. Yeah. Yeah.
Scott Scully:Yeah, very specific about the names you seem to be hiding the names.
Jeff Winters:I didn't even on this one, I didn't even take his photo. Healthy reminder to all salespeople entering the New Year. Here's the list of 10 things prospects literally don't give a single solitary shit about never have and never will. I'm going to read a couple that. I'm just gonna say this. Number seven on this list is your ROI calculator. Prospects never have and never will give a shit about your ROI calculator. And I think this is this is a bad one. Because ROI is always important when you're selling anything. Period, the end full stop part stop ROI is important. But right now, in this economic climate are in any turbulent economic climate. All I'm hearing and reading sales cycles, extended more decision makers in the process. And you know who those additional decision makers are the CFO, the VP of Finance, and you know what those people are asking, not how cool is the feature? Not how much money did they raise? Not how awesome is the CEO? They're going, okay? Don't care about any of those things. If we spend X dollars on this, what's the return? Now more than ever, ROI matters. And don't forget that going into the sales cycle, because if you don't think that ROI matters, you don't think your ROI calculator is important while you're pitching someone who's gonna go have to pitch three other people internally to buy your stuff. You're gonna get beat by your competitor because they are pitching ROI because they are smart and they know that that D Bill's gonna have to go to a committee of people, one of whom inevitably will be financially minded, if not the CFO, I think this is a bad lie and people salespeople best not take heed. Well said,
Eric Watkins:lie. Yeah, I think it's a lie. If you're not, if it's not an investment, it's a cost. And in this climate, no one's looking to take on additional costs. They're looking to find investments. So agree,
Jeff Winters:take your ROI calculator out of your bag, polish it off a new battery in it.
Scott Scully:You're passionate about this. Yeah, like, Give us one more on that guy's list.
Jeff Winters:Which guys list, the ones that lie, there's some good ones out there. I
Scott Scully:mean, you've got this grin on your face. Like it's, I really like seven of the worst lies you've
Jeff Winters:ever heard. Just that one was a lot bad. And it's just bad. Now like that. That is one that if you do, like if, if I'm a if I'm a if somebody if my boss and I'm a salesperson, they go, you know, I don't think we should talk about ROI. And then the whole team proliferates that. And again, I want to talk about ROI, it's bad idea, you just gonna like start losing deals in droves.
Scott Scully:Alright, badness, we'll let him off the hook anymore and expose the other six. We're heading to the 55th. Yeah, we are. This is one of my favorites. Run your private business, like a public business, run your private, small business. Like it's a super large public business. Many business owners operate, you know, like the purpose is to find your way to a certain lifestyle. Right? It doesn't matter as much. When you're a smaller business and you miss a target, you could still find yourself in a spot where you make good money, employees are happy targets are missed. So if you want to be successful, year over year, if you want to experience growth, if you want your company to grow in value, you've got to operate with vigor. You know, we could talk about all aspects of business. I know that at this table, we all believe in this, it isn't just your revenue numbers, it's human resources, finance, marketing sales, I think we would suggest that if you really want to do a good job grow forward, you look at yourself for five times bigger like than you are today. And you put systems in place, you plan that growth. So that it is when it comes at you you're prepared for it. But just keeping it today about revenue growth, you're just going to be that much more successful. If you're held accountable. So it can't just be you. You I found a quote from the American Society of training and development, the difference in these stats was surprised me. So if someone has an idea, if we have an idea or a command, we want to go to 20 million, when we just state that, well, we'd be 10% likely to hit the goal. If we call out that number, if we say we want to be 20 million, and we want to be that and this year, you know, by this date, you know there's a time period to it, then you're about 40% likely to hit your goal. But if you say I want to be at 20 million, by this year by this date, and then there are people to hold you accountable to that. Other than just yourself, you're 95% likely to hit that goal. So there's a lot of you that are listening, where you say I want to grow by 20%. This year, I'd like to grow the bottom line by 10%. But if you're a smaller business, you may not be calling those numbers out. That may be a goal that you have, that others aren't aware of. And you gotta get your accountability team in place ASAP. We do this here. We put it in a lot of different places. And so here are some suggestions for you. It could be by way of a Pay Plan. It could be letting your employees know so they hold you accountable. It could be a quarterly vision meeting where you're calling it out and showing plus or minus to your budget. It can be a board that you put in together an advisor, a business coach, your banker, your lawyer, shit your doctor, your friends, family, but you need several areas of accountability. Because when you have that in place, you feel bad if you're not hitting your goals. So what we have things here, we have these vision meetings we call things out. We make our entire budget. You know we explosive Not only our top line, but our our bottom line, we tell people everything. And it is not fun at a quarterly vision meeting to get up there and talk to almost 600 people, if we're behind pace, especially when they're there for growth, especially when they know where we're supposed to be. It's not fun. And if they know where you're going, or where you're growing, not only are they holding you accountable, but they're more apt to be tied into the vision and help you get there. So this is a we could talk for multiple episodes about this. But what do you guys think? What do you think her?
Eric Watkins:I think this is genius. And I think it's something I've taken for granted. And I think it took Jeff coming into the business, actually saying you guys run this business, like a publicly traded company. And what I think publicly traded company, what stands out most to me, is they are constantly being evaluated for what their future results are going to be. And your shareholders are pretty much your employees and a private business. You know, they obviously don't own shares in your company, in most cases, but they're choosing to work for your company, because they're confident in where the business is going. And if you always operate like that, you're making sure you constantly have a desirable future for everybody in your organization. So I love it, it's more stressful, but it ultimately will make you more successful. So I would rather have the stress of having high goals to go achieve versus complacency as a business and ultimately, maybe going out of business.
Jeff Winters:When I, when I think about this was really hard for me when I was running a business because Scott, you alluded to it. At a high level. One of the many enormous differences between private businesses public company, is if I'm the CEO, I'm accountable to me, whatever I think that's it, like, Yeah, I'm accountable to customers. Yeah, I'm accountability employees, but like, I'm kind of accountable to me, if we do well, I'm okay with it or not. Whereas public business accountable to shareholders accountable the Wall Street accountable to projections accountable to your board, because the CEO can get fired at a public company, by the board, a CEO cannot get fired at a private company. And there's where you start to really no need to have as a CEO, that internal constitution that drive to replace the I can get fired, because you can't get fired as the CEO of a private business, fucking company, I can't fire me. And that's where it comes down to you, internally, having the absolute allergy to complacency. Like there is no good enough, like we are never going to be complacent. We are going to strive for perfection, we are going to strive for these goals and nothing else is going to be acceptable. But it takes a very special kind of CEO to do that, because it's the resistance to complacency, in the absence of any real consequences. That makes this possible. And that's hard. It's hard for me,
Scott Scully:public companies, numbers or missed shareholder values down and heads will roll. You're on the news, right?
Eric Watkins:We see it about every day, these days, you do new companies cutting 10,000 jobs. Here's the
Scott Scully:hard part. Everybody coming up, got a bag of goodies for losing the soccer game. They just did. That's how most people are built these days is that yeah, you tried too hard Johnny, you put in some good effort, you guys lost you'll get them next time. You need to have the balls to put together the accountability team that's actually going to hold you accountable. Because if you want to grow by 20%, and you grow by 16%, you don't want to be surrounded by the people that are gonna say it's okay. Like, it's okay, we still grew. Because that that was not the goal. And you got to make sure to have the right folks in place. Sometimes it's probably easier to have some people from the outside your banker, you got along with your banker, and they want to see good performance numbers. And you could say, Look, you know, I know that we probably don't need to do this to have our current relationship. But I need you when meet we meet to hold me accountable to being at this number and I want you to press hard. threaten my loan, if I don't hit it, or a wife or husband or whatever it may be. Just get that right team in place. So here's the homework. So go evaluate your business and think about your goals and write them down A lot of you have probably done that. And then I want you to pick at least three areas where you're going to be held accountable. And I want you to do it as soon as possible. And I think your years going to be that much better if you do that work. Right now, put your accountability team in place, and year over year growth will happen. So that's our 50 for 50. Now we're heading over to mining for growth, gold,
Eric Watkins:mining for growth gold. Alright, so I will preface this one's a little visual. And it's going to be a little bit longer. But bear with me here as we go through it. So what I'm going to talk today about is the what I call the mindset pyramid for STRS. This is like a mix is something I came up with. But it's a mix of like a Tony Robbins book and a Gandhi quote and a couple other things combined. But I feel like mindset is such an intangible thing, it's really hard to train and to coach and to get STRS to appreciate. So the first thing I want to start with why train mindset, I'll just train them how to make calls, they can just make calls, follow the script and get appointments. Well, we were crunching the numbers as a team actually looking at success rates and conversion rates. And we estimate you're not learning any anything different saying any different words, you are 27 times a better caller, a more effective caller, on your good day, your best day, versus when you come in and you're down and you stepped in a puddle on the way to work and your girlfriend's mad at you whatever it may be, then on that day, like 27 times it's looking at the conversion rate. So on this pyramid, at the foundation, you have beliefs, belief system is the foundation of it all the way, you know two things is why two things happen to the same person. And they react in different ways because our belief system tells us if something is good or bad, our belief system drives that next level, which is our thoughts. Those are our thoughts that are going through our head, every single day, we have 1000s and 1000s of thoughts that are going through our head and our brain is wired in a way where we fixate or focus on a certain amount of thoughts. That's why if I asked you, how many thoughts have you had today, you probably could tell me 10, right. And it's, it's why when you buy a car and you see, all of a sudden you start seeing that car on the highway, that's the same part of the brain. And then our thoughts lead to our words, our words lead to our actions, our actions lead to our habits, and our habits determine if we're ultimately successful. So why is this so important with sales? Let's use a new SDR. They're about to get on the phone for a client. What do you think their belief system is? They might be thinking things like, I'm not good at this. I'm not ready. I should have studied more. I'm not sure where to take this call when they pick up the phone. What if I mess up? This could be bad, a lot of bad beliefs about themselves. So then they start calling, they hit dial phone starts ringing. What thoughts do you think are going through their head? Don't pick up like, Oh, if they pick up? I don't know what I'm gonna say, oh, man, what if I mess this up? You know, the same things? And then inevitably, somebody picks up? And then what are their words sound like? Are they come out or they're stuttering, they don't have a good call. And then now that leads to an action of, you know, I want to not experience this anymore. And now I have developed a habit of getting people on the phone is a bad thing. And you've you have what you what we hear all the time, which is call reluctance. So what I think is really important is to look at it the opposite way. So if st a new SDR comes in, and they have a belief system of I'm the best caller in the world. I'm going to absolutely I did all my study and in preparation, I'm so ready for this call. I am going to represent my client in the best way possible. I can't wait to put these new tools in use. And then the phone starts ringing. What are they thinking what thoughts are going through their head? Now it's, it's a bad day to be a KTM. Like, if you pick up the phone, you're in trouble. And then that person picks up the phone, they have an incredible call. Inevitably, they set an appointment set a good opportunity for our client, and now they have reinforced that cycle of action. So all of that to be said when we're training STRS typically when someone's underperforming, what we do is we go, well, let's change your word track. Let's fix this. Let's fix that. Say this Don't say that. But none of us are training what I call below the surface. That person may not even believe that they can be successful. So step one, get them to believe and then step two find ways to help them control their thoughts. Right maybe they have a sticky note that sitting on their computer before every call that says you got this you're gonna have an incredible call. Maybe they do I am statements in the morning to get there. Our belief system, right? I just think this is something that's way overlooked in sales. It's not the X's and O's, but it can make an even bigger impact and all that. What do you guys think?
Scott Scully:I absolutely love it couldn't agree more. You've heard that you are what you eat. I do believe that you'll be what you believe it's all in your head. I really believe that I think you can be whoever you want to be.
Jeff Winters:I think we underestimate the idea. And this is not my phrase, but that leadership. Oftentimes, it's just a transference of belief. Like as a leader, it's impossible to quantify how big of an impact you can have by making someone that reports to you believe in themselves. That is a big part of your job as a leader is to blow belief into the sales of their job like that is that is the wind the sale you understand? Yeah, I'm sorry. I was a little taken aback. Eric compared himself to Gandhi and Tony Robbins there at the beginning. So I was a little
Eric Watkins:time going to saying I stole their stuff and put it together and
Jeff Winters:they came off me Eric. Basically, Tony Robbins Leetonia Gandhi equals Eric, I'm sitting here going really that's what is that's like a one plus one equals like, what? 100? I never heard that. But I will call you so Tony Gandhi said Shaiya. What if we just combine it Tony Gandhi over there? No. It's so important. Make it leadership is a transference of belief. And so many cases, like make your people believe you'd be shocked at how much just a little show of belief in them will go, how far to go. It's
Eric Watkins:it's a great way to say there. And it's funny, you know, you've seen some of we've seen some of the best people ever, best salespeople ever go into slumps? And it doesn't matter how smart you are what you know how good you say it. If that belief is shaken, everything throws everything off. So it's big deal.
Jeff Winters:Gandhi would be proud Tony Robbins would be proud. Let me speak on their behalf.
Eric Watkins:I mean, someone's gotta carry the torch. Someone's got a great
Scott Scully:All right, that is awesome stuff. And again, now we're sitting on a pile of leads, right? The the sales reps had the right mindset. They went out mined for gold. Now our salespeople are sitting there on top of these leads, Jeff, how we're gonna close them? Tails.
Jeff Winters:There's a problem, Scott, there is a big problem and sales world. You know what it is? This just in,
Scott Scully:there's not enough software.
Jeff Winters:Close. There's no shortage of software for sales teams to buy. As a PSA. You know, your number one job as a sales leader, to having the best team. That's your number one job as a sales leader. And sales leaders inevitably spend time doing anything but having the best team. They spend time call coaching, they spend time on call, you've listened to the gross show your sales leaders are spending time on calls. They spend time schmoozing. They spend time at outings, they spend endless hours thinking up and tweaking sales contests. Yet the most important thing they can do is have the best people. And how much time are they spending recruiting? How much time are they spending training the next generation? How much time are they spending in the hiring process and designing an amazing hiring process? It's so simple. And yet, it's just counterintuitive for sales leaders. And so I share this because in today's world, a big challenge that a lot of sales teams face is turnover, turnover. And when you have turnover and sales, oftentimes sales leaders will tell you, it's way worse than any other position in the company. Because these people are accountable for X hundreds of 1000s or millions of dollars or whatever it is in revenue, and replacing them will take way more than two weeks. And this is where there's a lot of things that go into having the best team. I want to focus very deeply in this particular area. Because we've dealt with it, we've seen this problem. And I think we fix this problem. You need a farm team, you need a minor league you need as a sales leader, it is your job to make sure that that team never misses a beat. Doesn't matter how many people leave. And it is your job then if you if you believe that and you ought to then it is your job to create a job or a series of jobs whereby you have people that are fully trained up not a little train not they know it a little bit fully trained up to step in in the event you have turnover. And this does two amazing things for you. A you don't miss a beat on your annual goal because let me tell you some if you're a sales leader, what you don't want to do is go to the CEO and go I would have hit it but we had two people leave well wait a minute. No, no, no, no, no. That's on you. And if you're a CEO, you don't want to look at your sales leader and go we're gonna miss our goal because we lost two people like there's transition and turnover everywhere. Here's what you need to do as a sales leader. Here's your tactic. Here's your tip. You need to have a group with people that that can step in immediately, and a position or a group of positions where you are constantly training them to be ready to go day one, A, you'll be way better off in the event to do a transition. And then there's this other thing, B, which is maybe want to add to your sales team, these people are so good, you just bring them right up, and you get more caught on the street, you're able to sell more. So the tale from sale today, the tip from me. Number one job as a sales leader, have the best team, make sure you are prepared for transition and turnover. It is inevitable. Have a farm team
Scott Scully:today, man, well, you talk about it a lot having enough quota. You can't have enough quota in place if you don't have a full team, or, you know the people on the team that can handle a sizable enough quota to roll up into the goal. I love it.
Eric Watkins:God, he told me one, I could never have enough salespeople. You go through one, one sales year, where you lose some key people and you never forget this lesson. Never forget it. Gotta have a system in place where people can step right in.
Scott Scully:And a lot of smaller companies, they'll lose a rep and they'll just adjust their goal. Well, we went we were on pace. But in June, we lost a couple salespeople. So we readjusted so now we didn't hit our 20% we hit 17% growth but not 20. It's like, screw that you you pick 20% you put someone in charge, you're hitting that number. And no matter what it takes, even if there are a couple of people down there, gotta hit it,
Eric Watkins:and not the tip. But as we're talking about it, and you mentioned that another good reason to control your sales enablement, as well control how many opportunities you're getting to make that turnover less painful, right? If you just have two sales reps, and they're in charge of generating all the leads and closing all the business and one of them leaves. Yeah, it's a lot harder problem, then I'm gonna give all these leads to our other Sales Rep. Right until we get somebody else up to speed. It's good point. Good work. All right, let's wrap this thing up with you know what we're wrapping.
Scott Scully:Again, disclaimer, listen, put it into place. We're not on the to do or not to do ya know, what is the opinion section?
Eric Watkins:Yes. And usually not very good opinions. But you know, we're gonna do. Alright, so for today, it's kind of a to do it's kind of a nod to do. It's kind of just a question. So bear with me. When someone says the word, sure. Do they mean? Sure? Or do they mean? Sure? Which one do they mean? What would you say? What, uh, how do you read into that? Jeff?
Jeff Winters:I always assumed they meant Sure. Like, positive. I'm a positive sure person. So I assume they mentioned as you said it, I was shocked to learn that that that could mean the otherwise, like, the other side of that could be sure I don't. This could be why my wife and I maybe
Eric Watkins:yeah, it could be Yeah, I think you're missing. You know, I'm like, no punctuation needed. This is just this text that says, Sure.
Jeff Winters:Am I good husband like Sure. I'm like, sure. Yeah, you are as maybe she made? Sure
Scott Scully:over half the population is thinking. Yeah, screw you. I guess I'll do that. Yeah, sure. Yeah. I was like, Jeff, I thought, sure. Yeah. Why wouldn't we do that? And then I was scolded recently for using that word. If you're going to stop using any word, Scott, please stop using the word. Sure. It means you're really not interested. And now every time someone says sure, to me, I can't stop thinking about it. Like, did they mean, where do they want to do it? Not want to do it. But I think that if we went out and looked or if we polled people, I think at least half the people are disinterested. Yeah. When they say Sure.
Eric Watkins:Or like a it's like a passive aggressive if I have to. Yes, sure. Huh. Yeah. Thought opening your mind. You know, opening your mind. I'm the same way though. I've always read it as a shirt. Like I use it as a sure. But I've had a couple of people mistake it. Like what do you say and cheer for? You're not excited about it? I mean, yeah, it was whatever you want to exclamation point. What do you want? What do you want out of me?
Jeff Winters:I feel like that's lazy. Like if if you sure like you should find some other language like word for that. Absolutely. Like not really excited about this not really about use that
Scott Scully:as Oh, he's incredible, incredible advice. We hope you put some of this into action. Again, our goal for you is so that your journey is just a little bit easier than ours has been. If you have any questions about any of these business growth tips or any of the things that we do from a service perspective, please reach out. As always,
Unknown:let's grow let's grow Sure. Grow show is sponsored by bionic SDR outreach playbook design.