Map meetings are an incredible tool that provide accountability, acknowledgement and direction to individual contributors and their supervisors.
At its core, the map meeting involves major projects, activity measured and potential business issues. Major projects refer to the top five tasks that are most important and have the highest impact on achieving success.
Once it is implemented, regularly scheduled MAP meetings can be incredibly effective in driving your business forward. Acknowledging and rewarding employees for their hard work, understanding their business goals, and staying aware of any potential roadblocks can all contribute to increased productivity and help your business reach its goals.
Thanks for listening!
Map meetings are an incredible tool that provide accountability, acknowledgement and direction to individual contributors and their supervisors.
At its core, the map meeting involves major projects, activity measured and potential business issues. Major projects refer to the top five tasks that are most important and have the highest impact on achieving success.
Once it is implemented, regularly scheduled MAP meetings can be incredibly effective in driving your business forward. Acknowledging and rewarding employees for their hard work, understanding their business goals, and staying aware of any potential roadblocks can all contribute to increased productivity and help your business reach its goals.
Thanks for listening!
Welcome back to the growth show. Hello, grown Nation. I'm here with my partners, Eric Watkins and Jeff winters. And we've got another incredible episode of totally usable Business Growth tips. But before we get into those, we're heading over the sheriff. See what's going on. And LinkedIn. There's a
Jeff Winters:lot. I mean, LinkedIn is, it's poppin. It's poppin. I don't I don't have any data to support this, which has never stopped me before. I think it's got to be more popular than ever. Are there li or maybe they're just doing a better job of just feeding me? I do. I don't have Instagram or Tiktok. But LinkedIn is like captivates my attention for hours.
Eric Watkins:That's crazy. Yeah, it's a black hole.
Jeff Winters:It's a black hole. But there's some stuff on there. That's really good. And some stuff on there. That's not. And we're here to share both. So our first two truths. One of those two comes from Brian L sesor. Brian writes potentially unpopular opinion sellers, you should measure your sales prowess in your ability to open and close new outbound opportunities. It's great to have the luxury to sell inbound, however, the truest skill in our profession, is the ability to close deals with brands that didn't reach out to you for help. First, I think this is a capital T truth. And I also think it's just important for companies to know there's a big difference selling inbound and outbound. Those are different worlds and which it this has implications on which leads you give to which reps it has implications on as you're looking at your reps, which leads they have, how quality, how good at selling, are they I think this is a truth. I really liked this one.
Eric Watkins:I agree with this. And I think it's a truth. But I have a follow up question. And maybe you all can answer it. Do you think, take your best outbound closing rep. Think it's the hardest skill set to have you have it? You're the best closer? Yes. Does that automatically make them the best inbound closer as well? Or is there a nuance to closing inbound deals? It's different than
Scott Scully:Hulu. I have an opinion on that. I don't know if it's going to answer your question directly. But it just sparked this thing that I always worry about when inbound leads come in, or when a referral comes in, where they're raising their hand and saying they want to do business with us. I feel like nine times out of 10 we don't or salespeople don't take them through the entire sales process through like short change, they because they're already pretty much saying yes. Which means that we sell with whatever expectations they had in their head before they got to the call, which may not be realistic. I think what makes the best salesperson which for these kinds of leads, which is not always the best salesperson is the person that has the patience to slow him down and say no, I'm gonna take you through this entire process, I want to make sure that you see exactly what we do how we do it, you have a chance to ask questions. So that if we do become partners, you know, expectations are realistic, and we do a good job for you. So I guess what I'm saying is maybe not Yeah, they can understand this person's gonna buy and so they do it even quicker. Sure, as opposed to making them go through the whole sales process. If that makes sense.
Jeff Winters:It does. On balance harder to sell inbound or outbound Scott up, for sure. Yeah.
Eric Watkins:Oh, gosh. Yeah, no question that Yeah.
Scott Scully:Or referrals. Put your I'm a green. Put your referrals aside your inbound leads aside? Yeah. If you're really good at selling outbound.
Jeff Winters:And don't confuse it. Like if you've never sold outbound, you've only sold inbound or
Eric Watkins:referrals. Don't be saying you have a 60% close rate. Yeah,
Jeff Winters:you don't. You're 100% close rate and calm.
Scott Scully:And I'd add to it. Outbound someone else that Oh, as opposed to the outbound that you set sure where you were part of the initial conversation. You're a true rock star if you can sell somebody else's outbound. Oh,
Eric Watkins:that's a big differentiate. Yeah,
Jeff Winters:that is a really good point. That's the Jedi. You can sell referral. I think referrals easier now. We all agree. Sell referral really well. You could sell inbound. Really well. You could sell outbound that you set and then you can sell out on somebody else. Yeah. That's good.
Eric Watkins:Going back to the post. If if you are going to ask us our best sales rep internally. Yeah, I would look at highest close right on outbound leads that someone else said, yeah, and that'd be the person I go send up to represent us to close the deal. Yeah,
Unknown:in Cleveland. Included Scott always uses Cleveland.
Eric Watkins:Cleveland rocks.
Jeff Winters:Nik Mehta, CEO of Gainsight, just my point of view, but I think companies put too much of the blame for execution issues on individual contributors and not enough on leaders, great leaders make individual contributors 10 times better, we need 10x. Leaders, I need to get 10x better myself, for sure. Also, quote to those who much is given much as expected. I love this. It's so easy for leaders to look to levels down and go the individual contributors, the individual contributors, the account manager, the salesperson, no, no, no. And, Eric, I know we talked about this all the time. No bad teams, only bad leaders, if you had that exact same. And Scott, you say this, if you had that exact same team of individual contributors and a different leader, would that team be more successful? And the answer is often Yes. And we blame individual contributors all the time, they're the ones that go on to performance plans, they're the ones that end up having to leave the organization due to performance issues, and not enough pressure is put on leaders as this was a big stamp of truth for me
Scott Scully:love it. I agree. Yeah, truth and that best leaders going to try to put the best people in seats, because then the job is easier to do even easier to be a better leader, when you take the time upfront to make sure that you hired the right people in the onset
Eric Watkins:truth, truth.
Jeff Winters:And now we come to a lie. And I wanted to pull this lie, because it's not just a lie, but it's a lie that has 2000 Plus reactions on LinkedIn. So this is a lie that a lot of people are reading and reacting to. And these are the most important, and it says, I don't believe in cold calling. It doesn't work, and is a massive waste of time and energy. Instead, I believe in warm calling, this approach has led to prospecting, to meeting conversion of 10 to 20%, over the course of my sales career, as opposed to one to 3% when cold calling, here's how it works. And then this person goes on to describe a process where you send an email, and then you make a call. And then you use the CRM, there's like a it's a it's a sequence of events. And I think this is a a nasty lie. For two reasons. First, cold calling is not a massive waste of time. That's silly. We all agree on that. But second, to lead people to believe that if they go through this process, for every 100 People they contact, they're gonna get 20 meetings,
Eric Watkins:not a shot, that part's a lie. Nor is it scalable, no. So even if one, this guy's a magician, and he can do it, like, I would love to know the offering, he did it with anyone who is targeting, but cold calling is not dead. Sure, I would take warm calls all day over cold calls. But unfortunately, to do it at scale to hit your entire Tam, you're going to have to make some cold calls, and they're not can get the return on investment from it. Or we wouldn't be running a business doing it show
Jeff Winters:me the 20% Like that's bullshit across the board, there is no 20% Like, don't, don't tell, even if he did that, get that telling people to expect that somebody goes into a boardroom or an executive. And they go, I've got data to support the idea that we're going to close 20% all the leads, we get only needs 200 We're gonna close 40 new customers, let's build our entire plan around that.
Scott Scully:You know, the funny thing is even the people that build the data that we buy, you know, there's all kinds of two tools where they can scrape email signature contact info and cleanse lists against each other. But guess what they have to ultimately do to fill in the blanks with their data, get all get on the phone on the phone. It's just the fastest way to get somebody on the phone to ask questions to clarify and determine whether or not you want to run a process going forward. Now, once you have determined that there's a decision maker that is qualified, that you should definitely contact go forward, hitting that person in multiple ways connecting on LinkedIn, sending an email, making phone calls, of course, of course. But stop with the fourth piece of software and the third data manipulation tool and eight part email series to hopefully land on the perfect list to call just pick up the damn phone and call and ask a couple of questions and get there
Jeff Winters:quicker. 20% is You're a liar.
Scott Scully:I think we're qualified to say he's a liar. Since we do this for a living that that one in particular. I guess we wouldn't set hundreds of 1000s of appointments over the years if we were waiting on his process. All right, we are now at the 50 for 50. These are the 50 tips, the 50 strategies to things that if we were to start another business we would put in place immediately to ensure success. We've tried a lot of things and not everything's worked but in In this section, we talk about the things that do work that we would put money on. And this one's another doozy. It's the map meeting, this is a meeting, it depends on what you're doing and whether or not it's a weekly or once a month. But here, we do it weekly. In the map, the map meeting is act that actually stands for major projects, activity measured, and potential business issues, potential obstacles in the way of success. I got consulting in the past, from a wonderful woman who, you know, we were just going through all of these different business practices, and she was given me tips on you know, how to build teams and become more productive. And this is one of those things that I pulled away from her. And we really worked a lot on it that I was just amazed with, and it's, at the end of the day, if you're doing this effectively, there's no need to get to the end of the year, and rely on a year end review. This tool allows for somebody to understand how they're doing week by week, in this meeting, it is the individual contributors meeting, not the managers. So this isn't me, the manager saying do this, do this do this, this is me, the individual contributor, showing up to an hour meeting with my supervisor showing them that I've got it handled in the major projects, these are the top five things that that I need to accomplish within the next week. In that section, we also talk about last week's top five, and you know, my results towards those top five, these top five things need to be the highest level most important things, the dominoes, if you will, that cause the rest of the dominoes to fall, a lot of us build to do lists, you guys know it rebuild a to do list, and maybe you start knocking off the easiest things so that you feel like you're accomplishing something. No, this is the five things that have to happen that can't get carried over to the next week that will impact the rest of the items on your list. Here we wrap these five things into our top five processes within each position. And then we put them on a schedule or what we call a playbook, which was one of our sense more sensitive posts out on LinkedIn. But these top five processes matter. And so basically, you're like, How was last week? How are your results with those top five processes. Here are my recommendations for what I should do in these five categories for the next week. Manager, individual contributor agree get on the same page, what an unbelievable opportunity for an individual contributor to say I got it. And by the way, look at how I understand my business or my position, because I'm coming to the meeting with the things that matter most. And what an unbelievable opportunity for the manager to see that they are on the right page or not. And if they're not to make some adjustments right there with them, most of the time, when you are doing this on a regular basis, it's really more of an opportunity to acknowledge somebody for the important work they did the week for and for really highlighting the things that are the most important to accomplish this week. In the middle, it's activity. We're on Salesforce. So we've got different dashboards for every position in the building. That's where you're looking at those dashboards and you're monitoring the top level activity for that week could be dials, it could be pitches, it could be implementations, it could be products produced, it could be phones, answered whatever it may be, but that's where they're presenting their activity versus goals. And then potential business issues is where somebody is talking about things that may get in the way. So if I'm a sales manager, I may say, you know, here's what's going on with the business. We're on track for the year, but we do have this high performing rep that I think is looking at some other opportunities. And so that could be a potential interrupter. And here's what I'm doing to make sure that that that does not interrupt our business, but that's a super important spot as well. So we have it weekly. Every manager has it with an individual contributor. The individual contributor is responsible for the meeting, not the manager. It is a huge accountability piece. It's a huge acknowledgement piece. And this is one of our top five for sure. It took a couple of years to get everybody in the building doing it now. We're really working on the quality of those meetings, but this is a huge, huge part of driving our revenue north. What do you guys think?
Eric Watkins:If you're a C or president or running a business right now you shouldn't walk, you should run and go implement this right away, right away. Because if you're in that position, being in that position myself, you're always asking yourself a couple of questions. One is, is everybody working? Right? I'm paying, you know, you got X amount of people on payroll is everybody putting in the effort that they should every single week. And I think a lot of us feel good about our companies and our cultures where we don't have to ask ourselves that much. Then the second thing is, well, what are they working on. And don't underestimate the power of having your entire company in sort of these guardrails working towards the same mission or vision, you would be surprised how out of whack, at least in my scope, being over different departments how all of a sudden, I see people just flying in different directions, working on totally different things, where if they were collaborating or knew or were working in the same direction, they could be leveraging what one another is doing. So what I love about this is by defining those projects in each position, you can ensure that people were not telling them exactly what to do, they got to solve problems and come up with what they need to do. But they're moving in one direction, and everything is aligned. And it's just an intentional way to run your business that couldn't imagine running this business without it.
Jeff Winters:Yeah, Scott focused a lot on the manager, individual contributor map. But to be abundantly clear, everybody doesn't map I do a map with Scott, my VPS, do a map with me everybody in the organization. There's two, there's two parts of this, I really want to underscore. The first is it's a forcing function. For everybody to meet with their manager every week, everybody meets with their manager every week. And Scott bought our business a year and a half ago, I remember there were scenarios prior to us coming on board where we had managers that didn't meet with individual contributors for weeks, and that you just can't have that, like hard stop every manager me with every, every contributor or every direct report every week. And the next is it's a it's an absolute. It mandates execution, like if execution in a business is checking boxes of things that need to be done. This inherently ensures that the business is executing every week, everybody, five things? I did it, yes, I did this, I did this, I did this great. That is the essence of execution. It's a great framework for a one on one, you should use it, you should not question it, you should use it, I think we're going to have some cool materials that we can share on LinkedIn soon on this with us,
Scott Scully:you know what happens? It's hard. Because someone says, especially somebody with a lot of responsibility, I can't narrow it down to five things. That's the hardest part. But you can. And the other thing is, it might be a piece, like one of the things may be a piece of a larger thing that you're moving along, right? Like you may have a project that can't be done in a week, but a piece of that project can and that's what you're calling them. But it is so hard for people to drill down to the the five items that are the dominoes that cause everything else to fall over. But once they learn how to do this, oh my gosh, they're so much more productive. And you know, we we've had to every new hire here at abstract a book called The one thing which really does a really good job of talking to you about picking the most important things in your life, personal, professional, spiritual, that book ties right into this, you know, build a success list, not a to do list. And that's what this map is all about. And like Eric said, Do it, do it quickly, you'll notice the results
Eric Watkins:been one thing that you'll see over time, is you know, they talk about it with investing a lot compound interest. So this is really what you're doing. If you get 1% better every day, you're actually 37 times better by the end of the year. And this is one of the impacts that we see from these maps, is we're focused, we're being intentional every single week, it focuses me to at least sit down and think okay, when it comes to my role, what do I need to do to improve my results? I have to critically think about it. And then I get held accountable to going and doing that each week.
Scott Scully:I love it. map map your success. Okay, so we're rolling from the 5050. Over to mining for growth gold, kind of gold. Yep, for us today, or I have
Eric Watkins:some great gold. And so to remind everybody, what we're doing here is we're looking through our organization, we set over 100,000 sales appointments every single year. And we're looking for what are the things that we really do differently, do better to share those best practices for you to implement for your business. So for today, we're going to talk about maybe little controversial, but that's what we do here is why you should close three times on every appointment call and how you should do that. So when I say that a lot of people say, well, that will just lead to bad meetings, you're just going to twist people's arms into appointments? And the answer is, maybe sometimes. But what I, if you could just take my word for it, I've listened to hundreds of calls, you would be surprised on the amount of calls that start with a no and refuse the meeting. And then ultimately, through conversations and questioning, we ended in an entirely different spot. So if you agree, and you come to the conclusion, okay, I should ask for the appointment three times, what I'm going to give you is after you've asked the first time, which we've already trained on and talked about asking a selectively, I'm gonna give you two different clauses to us. There are two sort of magical phrases that we we talk about and train on internally, that you can use for each closing. The first one is, you know, as well as I do. So this is after we have asked for the meeting one time, and they've said, You know what, I just don't think I'm interested in this service right now. It's not something that that's a priority for us. And you know, if you can just follow up with me down the road, this is how this will close would go. So, Jeff, what I'm hearing from you is you feel like you have your security taken care of taken care of right now. But you know, as well as I do, Technology is always changing and becoming even more and more difficult to manage. With that being said, Don't you feel like it would make sense for us to sit down just to talk about what we have to offer and how we could potentially help your business? And then Jeff would go from that. And he might say, Yeah, I just, I don't know, if I feel like it's the best use of my time. And the last close, the last thing we would give them is what we call the worst case scenario close. And then what we would say with this is, Jeff, you didn't get to where you are today without making some really important decisions. The worst case scenario is we will give you a couple of things to go fix with your security currently, would it be a terrible use of time for us to sit down and talk for 30 minutes about your security? So in that, is everybody going to say yes to these closes? No. However, you're going to get some appointments that you wouldn't have had otherwise. But more importantly than that, what you're gonna get is the truth. After you've gone for the clothes multiple times, they're not just gonna give you a brush off objection, they're gonna tell you exactly why. No, Eric, I don't want to meet we have a provider that we absolutely love, who we've been in a contract with for seven years. Okay, great. When I follow up and nurture down the road and put them into my process, I know the exact reason. So worst case scenario, you know, as well as I do. Worst case, scenario two closes, put them into action.
Jeff Winters:You know, as well, as I do that caught me off guard, I liked that. I know, I've tried to reflect on myself saying this, like when I've said it, I know I've said it's great. I'm going to I am going to I did not know that I am going to use the shit out of that, you know, as well as I do. That's just a beautiful turn of a phrase to provoke a thought. Because like, whatever follows. It's like different like, look, you know, as well as I know, it's like, okay, you know, yeah, you're
Eric Watkins:already agree.
Jeff Winters:You're already agreeing to this. Your honor. Your honor. So far at a still you're smart. You get it? You know, I know. It's like our little kind of secret thing. Okay, look, let's level with each other off the record, you know, as well, as I do that this is going to happen. I think that's great. What a cool turn of a phrase. I love that.
Scott Scully:Wouldn't you agree that the difficult thing is to get that new beat to have the courage to go? Yeah, through all three.
Eric Watkins:Yeah. And I think that's what, you know, when we sat down and put this together with the team, and, you know, we we saw what closings were working best for people. What you need to do, what these phrases do more than anything is it gives them that courage, it gives them that little something where they feel like they can go for that close, which is almost more important than the words we're actually saying of them just doing it. And I think you just have to commit to that as a as a business or as an SDR that I'm gonna go for the clothes three times, and at the end of the day, if the appointments not good, let it off the hook. But I'm gonna put I'm gonna catch every fish that I can I'm gonna get every fish to bite that I can and if it doesn't pan out, then let it off the hook. And you can always ask questions after you've secured the appointment to really improve the quality as we've talked about, but huge believer in this, and I think everybody should do it. Thank you should go for the clothes three times.
Scott Scully:And one ad which is totally against anything that you would watch or read. You may have to have the same system set up for gatekeepers. So many people say, you know, don't pitch the gatekeeper. But depending on the size of the organization, you may very well be pitching the gatekeeper. And you need to go through your three steps with that person to potentially different script, different questions. But I would add that Absolutely. That's awesome, Eric. Jeff, you know, now we're sitting on a pile of leads, how do we sell more of them? Yeah, talk to us from sales.
Jeff Winters:Talk about not pitching the decision maker that that leads right into what we're talking about today, which is tales from sales. For us, we're selling approximately $6 million in annual revenue every single month, we've got a lot of meetings, somewhere on the order of 1200 sales pitches every month for our team, we've got a lot of data on what's working, what's not, it's real time. It's, and we're bringing it to you to try to help. So one thing we're seeing more today, by a lot than we saw five years ago, is our salespeople, and all salespeople are not pitching the final decision maker. They're just not. And there's two reasons for that. The first is, more often than not, the final decision maker is not a person, it's a group of people now, decisions are being made by committee at alarmingly high rates relative to 234 years ago. And also, the CFO in current times is just far more involved in decisions than they've been in other times. And so these are two real things. And so we as salespeople, and sales leaders need to adjust because you're not going to talk to the decision maker all the time. And that's okay. You're talking to an influencer? And so what I want to talk about is, what do you do to ensure that your influencer becomes your champion? Because those are different things. An influencer is someone who can influence the decision in a decision making process to buy something one way or the other. I want this, I don't want this, or I really don't want this. Lastly, I really do want this. And that's what you need to find out. You need to find out as a salesperson on your sales calls, am I talking to somebody who's going to take this to the final decision maker, or the decision making committee or the CFO and say, Hey, I was evaluating the solution, here's what it is, or are they going to go we have to have this, it is a must have, it's not a nice to have, this is not vitamins, this is antibiotics, we got to have it, you need to know that. Because in the absence of knowing that, you don't have any idea whether or not your deal is gonna close, you have no clue. And so I want to give just a really quick, simple way to do this. And we could go way, depth way into a lot of depth on this. But but one thing you'd say is, can you talk to me a little bit about the decision making process of how things get decided, when you buy stuff like this internally? Well, you know, you know, Eric, typically, I have to talk to Bob and and Steve and, and you know, then we figure out if we're gonna buy it or not. No, I totally get it. Just out of curiosity. If this was totally up to you, I know Bob and Steve are in the picture. And look, I got a boss too. I get it. But if this were totally your decision in your decision alone, would you do it? And if they say yes, you go, why? Tell me? Like why? And then they verbalize it. And they're places you can go from there. And then I'll give you a couple ideas of what to do. If they say no, because they're gonna if they say no, you're gonna say why. And then they might say one of a couple of things. They might say, No, you say why, and they go price. It's too expensive. And here's the question. How do you mean, that's such a great question. When somebody says something is too expensive, say, how do you mean, gives you a chance to gather yourself? And it's
Eric Watkins:like, you'll listen, there's no good way to answer.
Jeff Winters:There's no good way to answer that question. Or, if I go, Hey, you know, if this was your decision, your decision alone, would you do it? I don't know. Oh, why? You know, I'm just I'm not totally there yet. What would you change? What would you change is a really interesting question. And I want to give some love to Jake Shadowman, one of our salespeople who did this in a roleplay off this week, what would you change is a really interesting way to get somebody to bring out an objection to take them from potentially an influencer to a champion. So step one here, make sure you're moving people from influencer to champion by asking them if it was a unilateral decision, how would they do it? And those are just some few tips on what did what to say when they have those responses?
Scott Scully:What percentage with the adjustment being closed rate you think if someone would do this?
Jeff Winters:I think the close rate would go up. But more importantly, I think the forecast accuracy would go up by like 500%. Would people just guessing?
Scott Scully:I think that's the biggest deal. But actually knowing who's going to buy and who isn't getting an accurate for Cas, which are the VPs of sales out there. That's music to their ears. For sure.
Eric Watkins:And going back to last episode, this is what we're talking about when you get a referral or you get an inbound lead typically, it's probably someone further along in the decision making process when you get an outbound lead. You have to be good at this stuff. Yeah, like is the Jedi stuff?
Jeff Winters:How do you mean?
Eric Watkins:How do you mean? Sorry, it's what the one thing I would I was thinking about when you said Would you would you move forward? I like would you move forward today? Oh, putting a little bit of urgency on it. Like would you sign this contract right now? No, I wouldn't because I think that's different than what I move forward ever. Just a little bit of urgency there.
Scott Scully:Phrasing. Is there a book out there with the 100 greatest phrases sales questioning teasing there
Eric Watkins:might be might be saying you know, as well as I do that book should be out there
Jeff Winters:brochure tales from see what you write it now. Copyright.
Scott Scully:I love it. It comes down to the phrasing
Eric Watkins:great tales from sales. Yeah, good job, Jeff.
Jeff Winters:Now you're gonna wash down that delicious tales from sales meal with
Eric Watkins:word this is a I have a bear
Scott Scully:right. I think Eric sad because we should be building up this last section.
Eric Watkins:I have a proclamation to make today. I can't I have an executive
Scott Scully:order that we need to be more excited isn't over
Eric Watkins:yet. That as well. That is well. Are we ready? Do I get my intro or no?
Scott Scully:Now headed. We're now had to do everybody's favorite to do or not to do Okay, the question,
Eric Watkins:you guys are gonna mark your calendars. Mark your calendars. You're gonna remember this date for the rest of your lives. It's official ties are done. You no longer need to wear a tie to anything. Not anything. A necktie a neck tie. Correct. Cars are done. Oh, this is good. If you go to a black tie event, you got to wear a tie. Outside of that. You never have to wear a tie ever.
Jeff Winters:So ties are not done.
Eric Watkins:They're done other than datapad. Bow Ties or weddings. No tie. Funerals. No tie. graduations.
Scott Scully:What if you're on the wedding party?
Eric Watkins:Wedding Party? Up to the bride and groom up to the bride?
Jeff Winters:Who are you talking about?
Eric Watkins:Yeah, up to the bride. But no, you don't need to wear ties anymore. I think ties are done. I think it's just time we stopped like playing this game. Like should I wear a tie? Should I not? They're done. I have more than a time five years COVID ended
Jeff Winters:ties?
Eric Watkins:I think they did. I think it did. And by the way, what if you are terrible? itchy?
Jeff Winters:What do you think
Scott Scully:I hate ties. I've got a closet full of really nice ties. The rare occasion that I have to put them on anymore. Like Eric said, it's just miserable. It's not comfortable. Just kill. But I do think a really nice shirt and a nice suit to a formal event. Without a tie can look nice. You could still have like a pocket.
Eric Watkins:Spring the pocket squares. Let's put those over ties. let's prioritize. Let's do it. Let's do it.
Jeff Winters:I don't You're a tie guy. No, I don't look good. Like, because that's what are we going to see shirt and tie. Right? shirt no tie this suit no tie. I don't have that kind of neck.
Unknown:What I just
Jeff Winters:say like, like it doesn't look that look doesn't work. So like a tie works for me at formal events. I don't like it. But I'm saying like, there are people out there who are going to know what I'm talking about. What are you? I'm just saying like from a shape.
Eric Watkins:But if that's the case, you're next a little thick. Right?
Jeff Winters:Well you said that. Well thick neck.
Scott Scully:Yeah, but when you Yeah, we don't shoot together with a tie isn't part of your
Eric Watkins:neck fat hanging over? Well, we'll put a picture up on LinkedIn. We'll have a vote. We'll have a vote Do you like tie Jeff or no tie Jeff better? Oh, what do you think?
Unknown:No tie Jeff.
Jeff Winters:Here's the other thing now. Don't go overboard casual at wedding. No,
Eric Watkins:no, no, no, no. This is clear. This is not dressed like a slob
Unknown:that's not what I'm saying. Wear a suit. Yeah, suit Nice shirt.
Eric Watkins:Nice button up nice shoes. Nice Bell pockets with throughout the pocket square. Haven't
Jeff Winters:you been to a wedding or a funeral Lately though? And you're like, come on. Come on in.
Eric Watkins:Yeah, but they didn't. They weren't a sweater.
Jeff Winters:You can't wear a sweater.
Scott Scully:If people wear sweaters and jeans. Yes, that's
Eric Watkins:outrageous. That's outrageous. But the ties are dead. We've declared it. It's done. The depth of the tie. You didn't know how important this day was going to be in history. Now you do.
Scott Scully:Gentleman incredible show again. More fire for the grown nation.
Eric Watkins:Jeff brought it today.
Scott Scully:I got it was On Fire and Flager blushing, good job, grow nation. We are loving your support, please pass the word along. We're just trying to make it a little bit easier for entrepreneurs and business owners out there to take things to the next level. We've got some exciting downloads that are going to be coming out things that you can go grab to make our tips just a little bit easier to understand. So look for that please like subscribe, review. We need you. We need you to get the word out again great show guys and as always, let's grow let's grow let's
Unknown:grow and grow show is sponsored by inbound SDR digital search that works