Finding the right manager for any organization can be a daunting task. Do you hire an experienced manager or promote from within? How do you know who is the right fit for the job?
A study by Industrial and Labor Relations Review found that having a boss who can get the job done has the largest positive influence. In other words, having a manager that has been in the same position as their employees provides them with the credibility they need to be successful in their role.
Thanks for listening!
Finding the right manager for any organization can be a daunting task. Do you hire an experienced manager or promote from within? How do you know who is the right fit for the job?
A study by Industrial and Labor Relations Review found that having a boss who can get the job done has the largest positive influence. In other words, having a manager that has been in the same position as their employees provides them with the credibility they need to be successful in their role.
Thanks for listening!
Oh, hello, grow nation. Welcome back. I'm here with partners, Eric Watkins and Jeff winters. Hello, hello, hello.
Scott Scully:We have some enormous growth nuggets today. In fact, I'm not sure we can even call them nuggets, boulders boulders couldn't be more excited. And, again, shout out to the listeners. We've got an increasing number of people that are interacting and giving us feedback and talking about how they're using this advice to better their businesses. And that's exactly why we decided to do this. So it's exciting.
Jeff Winters:The grow nation is really nice. We're we're to a point where random people are messaging us frequently telling us that the stuff we're putting out and we spend a lot of time on this, we spend a lot of time prepping for it, we spend a lot of time doing it. It's It's gratifying,
Eric Watkins:I have to say, you know, I know the listeners don't see us here. This is just audio, but I feel a little left out. We got two people in glasses. Now. Jeff is fully adopted glass, I guess I gotta get a pair of glasses. If I want to be a part of the show.
Scott Scully:It'll happen. Okay. And you won't want to get them. You'll just have to, unless you don't want to see read, drive, all of those things? Well, one of the things that people interact with us about the most is LinkedIn, two truths and a lie. What do we have today?
Jeff Winters:Exciting stuff today, to diverse topics. As always, every week, I'm going through LinkedIn, on your behalf, I go through LinkedIn every day, I go through LinkedIn, I don't have Instagram I on a Facebook, I'm on LinkedIn, and I'm going through every day for you and for you, and for the entire audience so that I can separate fact from fiction and truth. Today, we've got some good ones. The first comes from Kyle Matthews, this is deep. Okay, this is a deep truth. And I really liked it. And I think it's a truth for for some people, this could be your truth, he put out a video. And it's talking about work life balance, and how people think about 40 hours a week, you have great work life balance. But if you're working more than that work life balance is diminishes almost with every additional hour 4145 Six. And he says, if you're talking about work life balance, I'll work less than you. And he's talking to somebody he's talking to who is in the 40 hour a week crowd, I'm 40 hours a week, Kyle said he's not, he said because you're gonna work 40 hours a week forever, and add those up. Whereas I worked 80 hours a week in my 20s 65 hours a week in my 30s 40 in my 40s. But from 50 on, I'm going to be at 10 hours a week. And the work life balance it, this person is not going to you're still going to be at 40 for like 20 or so more years. So I just thought that was a really unique truth for a lot of people. And a great way to think about it work life balance, I think the message, the truth is work life balance to you is very different than work life balance to me. And this was a cool way to think about it.
Scott Scully:I like it. You know, we say that a lot to the people that are just starting their careers, and they're not married yet, right. And they're just eager and hungry. And there's no better time than to just put your whole self into it. And as you get a little bit older, you may get married, have kids have some other outside things that you want to get involved in, or you want to be able to have the flexibility to go to the kids soccer game and you're just not going to if you're not right off the bat, you know shooting out a college in a rocket going as high as you can early. I like
Jeff Winters:interesting way to think about
Eric Watkins:Yeah, I really like it. And I think if you look back or look at it from this point, let's use the 20s 80 hours is a lot. But let's let's say 60 hours, compared to 40 hours, that extra 20 hours, when you're in your 20s What are you really doing? You're watching Netflix, messing around on Instagram, you know, you're not there. There's a lot of wasted time within that. And if you look 10 years down the road, are you gonna be so glad you spent that extra time on Netflix and Instagram or if you actually invest that into your work, you could be in a completely different spot financial. It's so hard to get this message across to people coming right out of college. But it's so, so important. So important.
Jeff Winters:I think this really crystallized for Eric a couple of weeks ago when he came over to my house, you know, because Eric doesn't have kids. And Eric works very hard. But he came over to my house and he walks in it's chaos. And I go look at this. I do all the shit you do at work and this take advantage. Yeah, it was good way to think about it and like the hustle culture. I like the hustle culture crowd those that don't like the hustle culture. Think about it that way. This is how I frankly organized my life. It really is I wanted to do as much as I could, as early as I could to ultimately hopefully do less as I get older when the kids get older, leave my house. Truth Number Two. This is as important now as it's ever been in history. And it's quick it's from, it's from Ryan Walsh, the last one was called Matthews is from Ryan Walsh. And it's short, a top performer will hit their number in any sales organization, I find this to be a 100% truth. I have managed many sales organizations, and I'm not talking about a good performer. That's not what I'm talking about, I'm talking about the top of the top, the top of the top is going to be the top of the top and be successful, irrespective of the sales organization that they are in truth. And people need to know this.
Scott Scully:You're saying that the top of the top could go anywhere and be at the top
Jeff Winters:this what he's saying is a top performer will hit their numbers in any sales organization. So if you took the number one person in our sales organization and put them somewhere else, they'll hit their number there too, at some point.
Unknown:True and False.
Jeff Winters:Ascension, I like it.
Scott Scully:If because I would say if the top performer doesn't believe in what they're selling, they wouldn't be because good caveat. I've been there. Good caveat. I've been there in a role where I didn't believe in it. And I was at the top to start, and I wasn't because I just didn't believe in it.
Eric Watkins:Okay. Yep, that's good. I would say I would say Yes, true. And the reason why is less on their sales ability and skills and more on just, if they're at the top, they have that mindset of I'm not gonna stop at this until I'm the best. And that translates.
Jeff Winters:That's what I think. I think I think that translates I agree with Scott, though. You're right. I mean, they can't you don't really yeah, if you're selling, you know, something that doesn't doesn't work, or they don't believe in, I think my more my takeaway here was, when you're hiring, if you hire a top performer at their last job, the odds of them hitting their number at this job, are infinitely higher than if you hire someone who did okay at their last job, right. Like there's just something in top salespeople, even if they don't take the set aside. And there's something in top the top salespeople, it's drive, its tone, its comfort, its tactics and skill, like there's just something there. You put some of these people in any place,
Eric Watkins:but And don't say like, Oh, our product is so complicated, we would much rather take somebody that has the No, get the top performer.
Scott Scully:For me. I'm just sitting here and I can't stop thinking about how important it is for everyone to believe in what you do you believe in the product or service. And then I'm sitting here thinking about, what do we do to make sure that every single individual totally buys into and is in love with what we do as a service. And I'm thinking probably not enough, we could do even more to make sure that people get the fire within because even the average performer or the person with maybe a little less talent than those at the top, if they are a super believer are going to make shit happen. So I don't know, you got me thinking,
Eric Watkins:Yeah, that's a good one.
Jeff Winters:That's provoked thought, yeah, you have. And by the way, there can be 100 for a known giveaway where we can sell live for the week comes from show and show says, unpopular opinion, dream jobs don't exist. Even if you're in a position where you're paid, well have a great manager and love your work goes on. So rather than constantly searching for the elusive, perfect job, focus on finding work that aligns with your values, and allows you to use your skills and strengths and do work that you actually want to do. I'm going to call this a soft lie. It's the first ever It's historic. This is a soft lie. And I'll tell you why. Because dream jobs do exist. I know that I'm a perfect example. This is exactly what I want to do, period. This is exactly what I want to do. And I've had two of these jobs. And I know others have as well. dream jobs do exist. And to say that they don't is unfair, and could really damage people who are and there's a lot more people looking for jobs like don't say that the reason it's a soft lie is because they may not exist for you right now. That's okay. But I think it's unfair to say just because people right out of college are people who are maybe less experienced or people who are even more experienced you don't know exactly what the dream job is. Can't get one ever is really wrong and dangerous because it it portrays a vision of the work world that's not accurate. That's why it's a soft lie.
Eric Watkins:I don't know. Here's what I like about this post is that even if you feel like you have the dream job, there's always gonna be aspects of your job that aren't good, that aren't great. And I think this portrays everything's not necessarily going to be perfect, but I do think that Ultimately, you know, there are dream jobs like I would agree with that. Like, they're
Jeff Winters:LeBron James has a dream job. Yeah. Taylor Swift has a dream job.
Scott Scully:You know what's interesting, I think a lot of people don't have dreams. I think a lot of people are okay with the status quo. I think that people have to work unless you're independently wealthy, and you can just afford to not work like the rest of us have to work. And maybe some of you that are listening, haven't thought long and hard about what exists in the work world that aligns with what you really like to do. And you haven't thought about how that goes to marry up so that you can spend most of your waking life actually enjoying living. There's a lot of people that are like, Oh, that's work. And I know, I gotta work to pay the bills, right. And I think those people are lazy, and they don't figure out how to turn what they love into a job.
Jeff Winters:And I think part of the reason just to play off that part of the reason is because they believe stuff, like show beliefs, which is it's not even worth thinking about. It's not even worth dreaming about. It can't exist. So I'm just going to keep going. It's gonna work. And on Monday, wishing it was Friday, and on Tuesday talking about the weekend coming up. And on Wednesday, talking about Fridays, two days away, and Thursday's Friday, Eve live. Do the sound effects?
Scott Scully:The double horse? You know, you've been a really good Sheriff again. Okay, we are moving to the 50 for 50. And this one's gonna, it's gonna get people going. And it's because this, this would show up actually, as one of your lies. I think there are a lot of people that are out there in professional work environment that would suggest that really strong individual contributors are not the best managers, would you? Would you guys agree?
Jeff Winters:here that a lot can be Michael Jordan, or you can be Phil Jackson, which can be both
Scott Scully:have we said here, just make sure that you don't go promote the best individual contributor, you gotta promote the best manager? Have we said that here? Yes, we have. We have I have said that, you know, who else said that? Steve Jobs. Steve Jobs said, You know what, I'm gonna go out. And I'm gonna look for the professional manager, the person that's got 1215 years experience. That's what he did in the beginning. It is not what he did. At the end of his career, you know, before he died, Apple had 40,000 employees. And he really only interacted with about 100. That's what they said. So Apple, obviously, is a super strong company, there, obviously was really good managers that were leading groups of people to accomplish things that really had never been done before. You know, what he found is that actually, the best managers never really wanted to be managers, I think about here. I think about, Well, Eric, he wanted to be a manager. But he agreed to take on a role that he didn't necessarily want to take on because jobs suggested was that you don't need to bring somebody in that professional manager, he did say the professional manager can come in, by the way, and be successful managing exactly what's going on. What they will not be successful with is creating new possibilities and taking things to new levels. The individual contributor that knows how to get the job done, who is leading a group is going to stretch boundaries, be somewhat irritated about results that have happened to date, and try to break barriers and grow forward. There was a study by industrial and labor relations review, that actually found that having a boss who can get the job done has the largest positive influence. Now, a lot of you that are listening or say, Well, I put a great salesperson in as a sales manager and they've failed. I'm not saying it's the only thing you know, just go find the person at the top in that division and make them the manager. That's not what I'm saying. But what I am saying is more often than not our successful managers here in a growth organization, were actually really incredible at the work and then when they go to lead. They at a minimum, when they start, know how to sit in the chair and just prove to people that it can be done and they they lean in and help get the work done. your jobs. And obviously several several others just would suggest that leadership skills can be trained, you know, people can be developed into leaders, but some of this, this other stuff, this, this grit, this, wanting to be the best, this wanting to, to always continue to grow, that is harder to recreate. So we spent a lot of time saying, You know what, let's not make the mistake of putting the strong individual contributor into a management job, let's, let's find somebody that really wants to manage knows how to manage. And we've even tried to go to the outside and hire people that have been managing for years. And we have had more success, actually growing leaders with people that know how to do the work. And when people are watching that leader, there's nothing better than I'll use it as an example of sales manager on our end, there's nothing better than the sales manager getting, you know, sitting right down with a new person and working the process and setting a bunch of appointments and saying you can do this. I remember when I started and it was difficult, the first couple of months are difficult. But now this, this work, to me is doable and a lot easier. And you can do this watch. And people respect it. So jobs, and others go against the grain and say, Actually go make sure the person is a strong individual contributor. If they're going to be one of your leaders, what do you guys think about that?
Eric Watkins:It's funny, because we have talked a lot about in the past of let's not put just the highest performer into the role, let's make sure we're putting the best leader into the role. And I always have had that in the back of my mind. And then, you know, just kind of seeing over time that there's this minimum bar of credibility of of like, how well you know, because we promote from within almost everybody played the position before that they're going to be managing. And if they weren't, in that top echelon of performers, they typically don't pan out, they typically don't get that credibility with their teams. And I, I think about my first promotion, after being a partner sales manager was to the director role. And everybody who had played the director role before me, all had 1520 years of experience. But they never played the part of sales manager role. So when I moved in, just the benefit of being in a one on one and being able to say, like, listen, like you said, I've been in the same spot that's not that hard. Like you can get through this. And then on the other side, as well, it's like, that's not right. Like, don't try to pull the wool over my eyes. Like, that's not how it goes, like being able to have that credibility to do that. I think it's a big deal. Again, there's some things that if you're the top performer, if you you know, there's some negatives that you shouldn't overlook, and you should never put some of those people in a leadership position. But for the most part, this has worked really well, for us,
Jeff Winters:sales is the easiest place to see this go wrong. I think we've had situations where we've hired sales managers, and the sales people don't believe that the sales manager can sell and it's really hard, you know, they come to me, and I'm, you know, I hired the sales manager, they can't sell can't sell better than I can. And at that point, it's almost over. Because you can't teach that person how to be great at their job. You can't jump on a call and help close a deal. And then I'll give you the other side. And this is not me, patting myself on the back. That's not my nature. You all know that. But I recently took over a sales team. And they were looking at me a little cross eyed for a while. And I was like, Alright, I'm gonna jump on a few calls and you start to close a few deals and they go, Okay, now this guy, okay, he's one of us. He can do this. And the whole room changes. And the way they look at you changes because what you don't want is people going behind the back in small groups going, that's a no, no, he's talking about like, we'll do what he says we'll play Kate that he or she in public, but behind closed doors, let's get together and really talk about what's going on. Because then you've lost the room. Think this is smart, overlooked controversial. Scott, Skelly Steve Jobs.
Scott Scully:All right, well think about that. That does not mean they have to be at the top number one in that division in order for you to make them a manager but definitely as a criteria, make sure they have been there, done that they're really good at it and they can lean in and do the work with the people and prove that it can get done and you will be a more successful organization. My homework to you would be look at your managers look at who is leading in the different areas of your organization and how Have they done that work before? And you know what, if they haven't I use this example all the time for Eric, the next best thing is being okay, sitting down and doing it and failing and failing again, until you're actually really good at it. Eric took over a team of people where he did not do the work. And so what he did is he stressed strapped on a headset and made a bunch of dials and, and continued to study and do the work until he was actually better than them. And they loved him for that. So analyze your managers look at the divisions there. They're leading look at whether or not they've done that work. And if they haven't, they're going to get a lot more out of their people if they are throwing elbows and getting in leaning and doing the work with them and proving that they would never ask somebody to do something that they couldn't do or haven't done before. That's the homework. All right. Let's transition from the 50 to 50 for mining for Growth Goal.
Eric Watkins:All right. So for today, what we're going to talk about and mining for gross gold, you know, I'm looking throughout the company, we do a ton of lead generation, what are the best things that you can replicate in your business, we're going to talk about ramp time. So the average SDR ramp time in the industry right now is three months. What we've done here with what I'm about to talk to you today is we've cut our ramp, ramp time in half, cut that three month total in half. And in addition to that, we've increased our performance by 25%. And we've even increased our new hire retention by 50%. And the way we've done that is by putting a post classroom training plan in place. So specifically, what we have is we have a three week program that we implement as soon as an individual exits the classroom training. And why do we do this, we do this because in classroom training, there's so much content, it's much it's very needed, people need the basics, they need the foundation, but then that first day comes and it's time to go live, and you have 1000 thoughts swirling through your head of what you have to do. So we have a very rigid program that we've set up. And the basics is that you have to master these certain aspects of the job before you can graduate to the next one. So for example, I'll give you an example of how this would work. Day one, an SDR in there, well, we have new hire trainer that's associated with each SDR would focus on 135 dials. And then in till that individual was hitting 135 dials in a day, that is all we would be focused on from a training aspect. And we one big concept is we're revisiting the content from the day before what we've mastered before we introduce something new. So it's this constant, little micro learnings that are going on every single day. And we're gonna focus all of our training on that. So why do we do this? Overall, sounds pretty simple. You know, a lot of people probably don't do this. But the reason is one, it makes our training super intentional. So every single day, our trainers know exactly what they're going to be focused on with the new hires. And then number two, and more importantly, is it makes our new STRS feel successful. So they have an opportunity to have these small wins every single day where they can then graduate to the next level. And then from there, those small wins lead to big wins. So this is something that you know, we have this SOP that would be happy to share if you want to comment on the post based on this podcast. But you know, this has been an absolute game changer. It within our organization. It's really
Jeff Winters:hard for an SDR to have success. But for in most people's mind, but for the scheduled meeting, or the sales qualified meeting or what have you, and it takes so long to get there. So the idea that you can create these milestone victories that are a big deal, on the way to what most people would say as a victory is a great idea. I think it's it's simple, but most of the best ideas are and I think it it but winning is what leads to lack of turnover and ramp time that consistent winning, not some of the other things that people lead to think lead to retention and slower and faster ramp. So I really liked this idea. I hope people adopt it.
Scott Scully:I mean, I don't have a lot to add, other than you have just proven that. If you can show people success early, they get more engaged, ramped faster and do a better job for our clients. All right, good stuff as always, Eric. Now, Jeff, we've got a pile of leads. How we're going to sell more of those leads how we're gonna convert.
Jeff Winters:This is a tip for sales leaders to share with their salespeople and for salespeople. Listen, don't wait to talk. I probably use that exact phrase when listening and coaching calls on every, I'm not no, no exaggeration, every single call, I listened to coach, or I'm auditing, and I'll tell you what I hear. So often, the prospect is talking. And then I hear the sales rep. But I don't do that. You're listening to calls, your auditing calls, your coaching calls, your, your your salespeople are stepping on the words of your prospects. And that has two really negative effects. The first is what they say are the most important word spoken on the call, not what you say. And the second is you're interrupting someone, and that in and of itself is an annoyance, at a minimum. And at its highest level, like a total turnoff. Like if you interrupt me a few times, I'm like, stop. And I learned this from Scott and he won't even remember this. We had a joint meeting together before they bought our business. And I was nervous. And I was more nervous because I don't think it was an hour meeting. I don't think Scott said his first word to 40 minutes. And I swear to God, I didn't think the guy spoke I was like, and I was like, as soon as he was ready to talk, what I could see him so intently listening, not even thinking about speaking. And when he spoke, I was like, he, he listened. He was respectful. He was and what came out was brilliant. And I just I remember so clearly, like Scott is a guy who listens and does not wait to speak and too many reps are just there waiting. They just want to talk. And they need to listen, not wait to speak. There's a difference.
Scott Scully:Yeah, I'm gonna I've listened to so many sales calls. And this is one of the things that sticks out all the time. Actually, this is the one of the things that I can't stand at, like a dinner party. Yeah, when everybody's like, talking over one another. It's like so overwhelming. It's like, wait a minute, how did you even hear what she just said? Or what he said? Or what? Like, what are we talking about? At this point? I just don't feel like anybody's actually heard. I, when I put a sales presentation together on purpose, I tried to have a question or two that determines whether or not the content of the slide sunk in. And then allows for them to talk about whether or not this is this current state? And if it's not, if if it was, would their business be better? And then you know, you ask those questions, and you listen. And if you do that on each slide, and you have the patience to listen to what they say, as long as you design the right questions, you will have exactly what you need, by the end, to close at a high level. But people don't do that. No,
Jeff Winters:what did they do? They wait to speak.
Scott Scully:Or they just get off? Oh my god, that was an unbelievable presentation where they just literally pitch to the whole time, ask no questions, did no listening, and then have no idea. But they did a good job presenting. So it was a good meeting.
Eric Watkins:Yeah, I think this is kind of common knowledge. But it's actually really hard to train. And Coach, I struggled with this in when I started in account management. And I can't remember who told me or where I got it from. But this was before we were even on Zoom calls, we were actually just talking over the phone. But when as soon as you finish speaking, put the phone on mute. And then when they finished speaking, to talk again, you would have to press mute, which would naturally at least give it a little bit more time, then you're literally waiting to speak and it just kind of got me in the habit of okay, they're done talking press mute, get back into it. This is a simple little thing that can get people used to it. And
Jeff Winters:if you're a sales leader, you might be thinking this isn't that big a deal. Okay, do this, here's your homework, if you don't think it's a big deal, go listen to three sales calls and count the number of times the prospect and your salesperson are speaking at the same moment. And if it's under five, you can text me because or unless it's a really short call, or this
Scott Scully:is very simple to state hard to follow. I love it. You know when it's hard when you totally disagree with who you're selling. Right when they say something that you're just thinking that's just not true. And I gotta like tell them right now that that's not true or here's what our service actually does or no you don't get it our product actually does this. It's it happens when they hear an objection that they disagree with and then they're just like cutting them well. Wait a minute. No, no, no, no. That's when that happens. I'm not always good at this by the way, but one piece of coaching that I went through a weekend seminar and it was actually had more to do with personal relationships is like the exercise of hearing and then saying, Okay, is there anything else guy was fascinating, right? Because there's people in relation and chips in there in there. And then of course, it's like both come to think of it. Yeah. Like, okay, okay. And all right, and then you're always restating. So, blah, blah, blah. But you know, you you think I do this and this, and you don't necessarily like when I do this in this, is there anything else? It was fascinating that are still more like, yeah. Now that I'm thinking about it. And then And then, and then it's like, okay, that you then you finally get to where there isn't anything else. But you you have restated exactly what they said, it's like, okay, then it's, I can understand why you'd be frustrated. And that was not my intent. And now I understand you, and I'll work on it. Like, but if we're talking to the business world, you would say, is there anything else? They'd get their objections out? All the way? Then you would? So try restating what they just said, asking, is there anything else? I think you will find there will be more, let them get it all out. Then come back at them with whatever your rebuttal would be.
Jeff Winters:Bonus tip. Me really, we're just stalling before Eric section.
Eric Watkins:We have the beauty. Are you guys ready? Bonus tip?
Unknown:I'm not sure.
Eric Watkins:I think you're ready for today. This is a good one. This is a good one because this needs to be discussed. This is getting out of control. And it needs to be discussed in concert tickets. You see Taylor Swift for paying 1000s of dollars to go see a concert? What's the max amount of money to go to a concert that you would be willing to pay? Jeff, we're going to start with you.
Jeff Winters:I hate concerts. I really do. This is not.
Eric Watkins:How do you hate?
Jeff Winters:I hate them. I hate large gatherings like that. I hate parking. kerfuffles I hate traffic. I don't care for loud music. I hate
Eric Watkins:okay, but who would you like to see like, who's your number one?
Jeff Winters:I've seen Garth Brooks a few times. against my will. So if I was going to pick somebody, that's what. But like, here's here's I think the broader point, the idea that I'm going to pay $1,000 to go sit 400 yards away from someone. And then like have to brave traffic on the way in and on the way back. And I'm always looking for an exit and I'm anxious. I just doesn't compute that is like the antithesis of fun for me.
Eric Watkins:So your answer is$0. I'm whatever
Jeff Winters:Sirius XM is. That's what I want. Spotify Premium, infinite amount of money. I can listen to concerts for Jeff not interested in sitting next to 30,000 people for any amount of money. Alright, Scott,
Scott Scully:this is an area where I would be willing to spend that. And then some, because if you do, you're probably in the front. You're probably entering through the side. You're getting in all the things Jeff hates you're getting. You're getting in easier. You're getting out easier. You're probably getting a drink served to you, you probably don't have as many people like rubbin on you like you don't like and as far as who would it be? Who would it be? Can I bring people back? Yeah,
Eric Watkins:they can bring him back, Scott's resurrecting for Eric segment today.
Scott Scully:I really, really wanted to see Linkin Park. And it was sad to me, that would be cool. I was all geared up to figure out how to go see him. And then the tragedy happened. And yeah, some people would think waste the money, but I love experiences. And there is nothing better than being in the front row of a concert, listening to music you like and also having the experience of getting in and out parking in the section. And it's just I love it.
Eric Watkins:I think it depends where you're sitting. I think like some people are paying 200 $300 to sit a mile away from it's just like, if you're gonna you might as well spend 500 and get a little bit closer. But if you're going over 500 That's too much money. I'm not going to any concert where I'm paying over$500 And if I'm paying 500 It better be good seats. That's my limit.
Scott Scully:Who would you Who do you want to see?
Eric Watkins:I would see anybody dead or alive? Yes. Notorious BIG for sure. Yeah, maybe like a joint Notorious BIG Tupac concert. Interesting. Yeah, I mean, that's if I would agree. Like I would pay a lot of money to go see i as would I'm sure a lot of people but that would be that'd be something.
Scott Scully:Okay, another incredible session. Again, thanks for listening. By all means, give us feedback, interact. Follow, like, subscribe. Get involved. We hope we've made your journey just a little bit easier. Be kind, grow
Eric Watkins:and grow. Let's grow. Let's grow.
Unknown:Let's grow grow show is sponsored by inbound SDR digital search that works