Creating a mobility culture means enabling employees to play different roles and embrace changes. By offering employees various career paths and challenging them to learn and grow, you will create a more well-rounded and successful workforce. We know that change can be uncomfortable, but there are long-term advantages of your team members gaining diverse experiences and skills.
Companies should provide safety and support to employees when asking them to take on different roles, fostering a culture where these opportunities are valued and integrated. We also discuss the potential self-limiting beliefs individuals may have and the value of discovering hidden talents and abilities through stepping out of one's comfort zone.
Thanks for listening!
Creating a mobility culture means enabling employees to play different roles and embrace changes. By offering employees various career paths and challenging them to learn and grow, you will create a more well-rounded and successful workforce. We know that change can be uncomfortable, but there are long-term advantages of your team members gaining diverse experiences and skills.
Companies should provide safety and support to employees when asking them to take on different roles, fostering a culture where these opportunities are valued and integrated. We also discuss the potential self-limiting beliefs individuals may have and the value of discovering hidden talents and abilities through stepping out of one's comfort zone.
Thanks for listening!
Y'all is
Scott Scully:nothing could stop me. What's up grown nation? This is Scott skull. I'm here with my partners in growth. Eric Watkins and Jeff winters. What's up? Good morning.
Jeff Winters:Good morning.
Scott Scully:We are sitting here on the morning of Mr. Wallen Mr. Rollins in town taken over Busch Stadium to win nights by the way, that is ridiculous. It's insane. I was like, There's no way this guy's filling stadiums. I looked at his nationwide tour schedule, and that's what he's doing literally in every city having multiple nights. Filling out stadiums. Talk about success.
Jeff Winters:Morgan Walt, for those the uninitiated, which I was one up until very recently, his name is Morgan Wallen, he sings country music, and you'd have a hard time convincing me he sings more than one song. The only song I know of his is that one.
Eric Watkins:Which one? Can you sing it for us.
Scott Scully:But Eric can give us a taste
Eric Watkins:last night, we learned.
Jeff Winters:Yeah, that's the song he sings last night. And he just plays it for four hours. You know, the one song already 1000
Scott Scully:bass in the background, but that you know what? Talk about a guy that came out of nowhere, and is killing it in the game. And we hope that this show makes it a little bit easier for you to kill it in your game. Before we get into some of the awesome business growth strategies. Of course, we're heading over to our local sheriff Mr. Winters, who has been combing the LinkedIn pastures finding the liars. And then the people that are spreading good news. Good advice. What do we got today?
Jeff Winters:You think it's gotten better on LinkedIn recently? I
Scott Scully:think you've made it better.
Jeff Winters:I don't want to take too much credit. But I think things are cleaning up getting a little tidier. LinkedIn did just change their algorithm. Did I get a call? I don't want to can't say
Scott Scully:one way or the other. Yeah. I think he should have.
Jeff Winters:I should. Well, I again, didn't say your neck. Today's first truth for me comes from Nate Fox unpopular appear on popular opinions. AI is an excellent tool. But I'm already sick of seeing the AI ads slash VIDEOS being created. While interesting, the fact that an actual person didn't create them makes it far less impressive. I only care about the last part of this. If I watch the most beautiful marketing video on LinkedIn, I go wow, that's awesome. As soon as I find out a human didn't create it. I go okay. Not that good. I'm not impressed. There's a there's a feeling about something that I know is human greed. Yeah. I agree.
Scott Scully:You know, you're making me think about the our testimonial videos that we do. So we remember we used to fly people in and and, you know, they were wonderful customers, and they had incredible things to say but they were like produced and and and I know this is a little bit different. But yesterday, I was looking at the raw, you know, unproduced conversations that Eric's had with our customers. Like, just the real not perfect video stuff is like, oh, man, that's so good. And I was showing it to somebody outside the organization. He's like, Oh, God, I bet those kill it with the sales guys. They love them. I agree with you. 100%. There's so much of it out there. And you can tell and the sounds there and it's not. Lips are maybe moving a little bit not in sync. Yeah. I don't like it. I don't like where it's going. I want to see the real person just talking about real experiences.
Jeff Winters:Real real. Eric, can you sing again?
Eric Watkins:If you need me to Okay. All right.
Jeff Winters:Just want to make sure sure. I know that we got it in the bag if we need it. Like true. This comes from John Burroughs. Yo, it's a Seth Godin quote. It's about your company's brand. If Nike came out with a hotel, we'd be able to accurately predict what it would look like if Hyatt came out with sneakers. We'd have no clue. That's because Nike has a brand and Hyatt has a logo.
Eric Watkins:Hmm. I was kind of picturing a Nike hotel, weren't you? Yeah. Logo and like, Yeah, it's cool. Yeah.
Jeff Winters:Tigers there, Jordans there.
Eric Watkins:That's a good way to look at what would what would an abstract hotel look like?
Scott Scully:be freaking awesome. To be the best hotel ever, kind of that's such a great post and that smart Naik has gone to the nth degree to get you to feel their brand I imagine walking in and there's like a wall of video wall and there's just this experience video going on making me like feel the hotel already like just do it just check in just
Jeff Winters:oh my gosh caught that because we need to keep it zealot
Scott Scully:chan enter right there like all the people that that have contracts with them. There's pictures on the wall, there's the tiger room you can rent there's on the menu, there's drinks, maybe there get drinks named after the people that are wearing the shoes. Maybe while you're there you can frickin wear a pair like this morning when you get up. They bring they bring to your room like whatever pair of Nikes you want to wear in your size you get to wear them that day. Switch it out every day as part of staying at the hotel. Maybe my next shift hotel I don't know what's a Hyatt shoe. I don't want to wear a Hyatt shoe. I don't even want to stay at the Hyatt.
Jeff Winters:Challenge yourself as a company though. You know, people are sitting out there going I'm not going to be Nike I'm not gonna have it doesn't matter if every you don't have to start with everybody. Everybody knows what a Nike hotel would look like. Do your customers know what your hotel would look like? Do your people know what your hotel would look like? They have to feel the brand I guess is more what I'm saying here.
Unknown:That was a thought provoking thought nice post ask
Jeff Winters:that. People that don't listen to this guy are gonna go what are these idiots talking about? All right. And now unfortunately friends, we come to the lie. We come to lie, lie lie. And this is a lie. That could cripple society.
Scott Scully:Is this a behind bars lie?
Jeff Winters:This is a lie. Unlike when I was given a warning for breaking the law this weekend. This is a lie that can have no warning. straight to jail. Shower thought from a room. Homework is a setup. It teaches kids that it's okay to take work home. It's the gateway drug to answering your boss's emails on the weekend laughed Good God. We now we can't give the kids homework. This is ridiculous. We're not too far from this, fellas.
Eric Watkins:You really thinks that like homework won't be a thing? Nope.
Scott Scully:My kid does homework from like 330 to 11 o'clock at night in his school. So the weird thing is I totally agree. Give homework, but I also think it can be like crazy. Yeah, like like a kid needs a sport and downtime and God forbid they play a sport. They go to school all day play a sport and then they try to do five hours of homework after the sport and after dinner I think I think certain exercises at home are worthwhile. But there are also some schools that have figured out how to have some experiential learning while you're there totally getting in the heads of the kids and having not a lot of homework if any at all and and taking these kids forward so extra it's a it's a medium for me a lie in between I think because a lot of homeworks busy work and I don't think it's actually teaching the kid anything.
Jeff Winters:Whether or not it's homework. Fine. That's sort of like the funny part of this. To me. It's the continued demonization and vilification who fact that by the US note does not chat GPT that's right off the top of my head right off vilification of people that work hard outside of business hours to get ahead. Yeah.
Eric Watkins:Yeah. It's vilification of word though. Are you? 100%. Confident that?
Scott Scully:Yeah, Neil says like it in Neil. Neil says, yeah, he's
Unknown:just doing word here. I
Scott Scully:put that way. Yeah, absolutely. A kid should care about school. A kid should think about school outside of school, do whatever's necessary to further their education and they should learn that doing a good job might be out side of the walls. Yeah, outside of the hours. Here's
Eric Watkins:an example. Brian was talking about this, this kid last night that runs a dealership here in St. Louis. He's 22 years old, he started selling cars at 15. And then now he's 22 and has millions of dollars in inventory. You think he did that by not working on the weekends? Yeah. Do you think he's in a different spot right now? Like, that's? Yeah. But that if he didn't answer his boss emails, or whatever it
Jeff Winters:may be, let's make sure we teach kids around this country that just go to class. But once once class is over, close your laptop, don't practice sports outside of school, don't do homework outside of school. Just play video
Scott Scully:games. Yeah, God forbid, the boss is trying to communicate with a high, high level employee, right? Like we hear about this all the time. Like, these are my hours, don't talk to me, yet. They want a business to be there. They want their jobs to be safe, they want the business to thrive. It's like, what do you want? Your boss is going to be working on the weekends and thinking about your career and your success. And your safety. Every once in a while, you might have to answer an email or two. Every once in a while a kid to do a good job to be connected with teachers to to learn the way that they can learn might have to do stuff outside of school. Like, man, if they go to no homework, we were we were in the wrong era.
Eric Watkins:Yeah, no kidding.
Jeff Winters:That's the other part of it. Just be pissed off at them. Right? It's doing right.
Scott Scully:It's like, Man, are they going they're
Jeff Winters:like we did a good job on our last show. Not me personally. But
Scott Scully:are we heading to the 50 for 5050 for fifth time, all right. This one is one of my favorite. And it also can strike people in the wrong way. We may have some people that disagree. And this is create a mobility culture. We are super believers in this here at abstract. And that is, you know, to have several paths and to force people. There's that word force boys shouldn't use that are big gets a little sensitive to that. Push people in a very hard way, push towards playing different roles. You're doing this great six months from now you're going to do play this role. Oh, just when you got comfortable, and you're really good at it. We're going to take you over here and we're gonna have you play this role. Well, you're out there thinking screw that if I've got somebody that's really good at implementation, I'm going to keep them in implementation. That's what they're going to do. Why would you ever have me come out of that. And I would say that, you would do that, because everybody wants to grow and learn and be more powerful. And then although change is uncomfortable for most, when you get people used to doing that, they are a more successful individual in your company. And your clients benefit because of it. So if if we are pushing people down different paths, making them learn different things, they are way more well rounded. And then you have people that can step in and play roles when needed. If someone's out. Or if someone leaves, you've got protection, you've got backup, you are just a insanely powerful organization. You have to teach your people to deal with change, drag them through change, push them to change force them to change so that they can develop so that they can be better. They will thank you for it. One day, not right away. But one day, and everybody benefits. What do you guys think?
Eric Watkins:I think it's absolutely huge. It's been critical for me in my career. Like taking a pitstop into operations is something I still leverage to this day and going through sales, sales management. If I look at my entire team, all of them played a different role at some point. And it just helps with the cohesion of the team of the leadership team. And their understanding of what's going on in every other position. I think it's I think a lot of people probably don't do this. Probably think this person is ops. This person is sales. This person is account management. And I think the biggest thing is creating safety for these individuals within your company. of, hey, we need you to go play this role. We think it's great for your experience. We think it's a good opportunity. It may not work out as made It may not be the best long term fit, but for the next six months, you know, this is what we're looking at or through the end of the year. And we have so many of those conversations that are people are now probably take for granted and are open to, because it's built into our culture.
Jeff Winters:This is a different company. When you do this, when you embrace this idea, and I want to you, we could talk for hours about why companies should embrace this concept and how they should embrace this concept. I want to talk to individuals about why it's so powerful for them two reasons. First, when you realize you need the more well rounded experience, if you don't have it, it's already too late. So the fact that you're going to get this well rounded experience, when you're kind of uncomfortable and don't really know if you want it yet, you'll run with it, you'll you'll be so happy you didn't long term. And the second is that individuals can be so self limiting. I'm an introvert, I'm not good at sales. I'm an extrovert, I'm not detail oriented. Some of that might be true. But a lot of it is what society has told you how you've been raised, how you've been tracked and different activities or school, you will find pieces of genius in yourself that you didn't know you had. And you would never have that opportunity if you just stayed in the same silo.
Scott Scully:I was reading something the other day that said that only half of employees feel like they have enough mobility have enough career advancement, opportunity and continuing education. And that's sad. Because it's if you were to enter view, the nationwide workforce, what would land on the top five, one of them would be you know that I always want to be learning and growing. If I'm not growing, I feel dead. And I'm going to go find somewhere where where I can continue to develop, read something else that said, you know, if you have this setup, if you do have career opportunity, if people do feel like they are getting continuous development they are, you know, they stay 41% longer that that's crazy, right. And turnover, really hurts an organization. So you want to figure out how to keep people there and keep them engaged, as uncomfortable as this is for people to move them from place to place. Because they just get comfortable in a role. In the end, oh my gosh, you're create an incredibly powerful individual.
Eric Watkins:In the, you know, the one part on this is the you know, that use the stat wins above replacement in sports. So who that plays that same position could come in and be close to the wins above replacement. Sometimes you have two people in the organization who are pretty close to one another but you have a huge gap in a different part of your business. And this allows you to just run a more effective business.
Scott Scully:Here's my homework, because I like them, you know, speaking of homework, right? Oh, see, see, I think those of you listening should lay down on a list of of your employees, and you should look at every single one of them and and and go one by one and and ask yourself, could they play at least three other roles within your organization. And if they can't get them into the spot where they can. If you have a entire org full of people that could play three other roles within your org, you will kick the shit out of your competition. That's my homework for you. That's the exercise I think you should go through. Have fun with that. As always reach out to us if you have any questions, we can help you along the way. It is time to head over to a little mining for growth, gold
Eric Watkins:mining for growth gold. So we've talked about this in some of the last episodes, but I'm really gonna dig into the partner success account management stuff. Today, we have something that I call prep like a pessimist operate like an optimist. So it's a little slogan that you ingrain into your partner success division and here's why you do it. The partner success vision is one of the most stressful jobs in the company. It's stressful for a couple of reasons. One, any job that's really important typically comes with stress. So that's probably number one. Number two is you are in between your client externally when they have any issues concerned or need improvements to the program. And then you're also the mouthpiece to your fulfillment team. So you're constantly playing tug of war between two departments. And that can put you in a position. You know, we're just things are constantly coming up, the next thing is that you're always, you are actually interacting with almost every department in the company, you interact with sales, you interact with your onboarding team, you interact with your fulfillment team, you interact with your operations team, you're constantly getting a ton of messages and communication from that, that perspective. So it can be easy. All that being said, it can be easy to get into this position. And when things get tough, or client complaints get brought up, you can get into this mindset of like, assuming the worst, I'll never forget on a call, I had a call coming up when I was in account management. And I was like, they were upset about something. And I got on this call, and I was like, Oh, this is gonna be a battle, and they're gonna be mad at me, etc, etc. And the call went fine. And I was like, Why did I think that? You know, and why did I come into this call, assuming the worst. So this little mindset trick, when I say prep, like a pest pessimist, what I'm talking about, as you should always be the most prepared person on the call, you should know everything about that client's business, you should know everything about your program, and what you fulfill the product or service. And you should be quote, unquote, the smartest person on that call, you should have all the information. But when it comes to issues, concerns, problems, you should operate like an optimist, you should assume the worse, be problem aware, but solution focus, and know that things are going to move forward. This seems like a small thing. But this negativity, or letting people getting overwhelmed by stress, this will take your partner success department down a whole different path. If you can really build this into your culture, you're going to be in a different spot. What do you guys think?
Jeff Winters:I'll start I think, if and I'll focus on the optimism part, not the prep part. Here's the other the other part of optimism is like believing the best about your clients, I think. And you know, I've been at companies in the past where people talk poorly about clients. Status, as soon as that starts, you got to you got to pull that like a weed.
Eric Watkins:Yeah, this clients difficult.
Jeff Winters:Or worse, you know, berries and asshole like No, no, no berries, our client like that is totally unacceptable. And when you start getting into account management, or customer success or partner success, you're always gonna have issues. That's the nature of the job, the nature of the job isn't, you're the account manager, everything's great talk to you in a month. Nature, the job is you're gonna have obstacles you need to overcome and people are passionate about their business, they're not going to be, you know, doing somersaults, when things aren't going well maintain that optimistic approach not only about how you the how you're going to solve those problems, but also about the people whose problems you're solving. So at the end of the day, they're paying you money. And if enough of them don't, you don't have a business.
Scott Scully:I think there should be testing or scoring for optimism within a count management hiring process. I believe that it is a main part of that position where you are trying to fire up your customer about the product or service and continuously keep them in a spot where they're thinking that it was a worthwhile investment, they can they can see an ROI, go forward. They're in a great spot. They don't want to go anywhere else. And I don't think that enough account managers think about that as being the most important part of their job. I've got to come to this call. And by the end of it, I've got to figure out how my customers fired up about the spot they're in regardless of what's going on. And then like you said, be prepped beforehand to do that. But if I'm going in thinking, This guy's an asshole, things aren't going well. I just gotta I just got to
Eric Watkins:get through this throw through it right
Scott Scully:as check the box, as opposed to you know what, like, this guy is not thinking or this girl's not thinking about XY and Z, I'm gonna get on the call and get him super fired up about the things that are going well and make them feel comfortable about some of the things that may be here. Little hurdles that we're trying to jump over, but we will together. We're gonna get there. I gotta get him fired up. So
Eric Watkins:well in the you, Scott, you just brought up a great point. And that and this is particularly in our industry. There's like a lot of really bad leads. iteration companies out there where people have had really bad experience. So clients are coming in assuming the worst, like they are assuming the worst and you know how that goes. We inevitably create our own futures if we think it's gonna be bad. Maybe it will be but success manager that can get them optimistic about the program. It's not only for them to feel better about it and you know, be a client that stays here longer. They're gonna have more success because they're going into the product or service with a better outlook. So big.
Scott Scully:Yeah, that's a good one. Thank you. All right. Heddon overdue tales from sales. What are we what are we going to do to help our friends out there get just a little bit better at bringing in the biz?
Jeff Winters:I wish I had a fun alliteration like era cat, you know, full of the words today operate like an optimist play like a pessimist was that it?
Eric Watkins:Don't Don't mess up
Jeff Winters:some sort of alliteration Anywho.
Eric Watkins:Philip, why are you vilifying?
Jeff Winters:This is why you can't teach smart people new words, to turn right around on. Here's my tales from sales today. And I'm speaking to sales reps that are underperforming and maybe can't figure out why and managers who are listening in a lot of calls, newer sales reps, that's my target audience here, calling out the low producers, you are not beneath your prospects, you are not beneath your prospects, you do not need to be overly grateful for their time, you do not need to be apologetic that you reached out. And you are not there to see if they're a fit for you. Or see if you're a fit for them. You're at the same level. And you can hear it in sales people's voices when they don't truly believe that. And you have to immediately get out of that mindset and get your reps out of that mindset. And I'll, I'll give you a hack that's I've seen used a few different times, I'll give it to you in like an extreme way, so you can get a feel for it. At the beginning of the call it's look. And again, I'm giving you the extreme. I'm going to ask you a few questions and see if you're a fit for us. We're interviewing clients, you may or may not qualify, at the end of the call, Hey, does it make sense for us to have a follow up call because I don't want to spend a ton of time doing work if you guys aren't interested? Okay, are you gonna say those words? I have people on our team who say very similar words to that. That's not the point. The point is you're gonna embrace that mindset, are you going to embrace the mindset that you have a solution to a problem that someone has, and they are lucky? If they take advantage of your solution to solve their problems? And it's word choice that makes the difference? You're not below your prospects. I don't care what their title is, what their experience level is, how old you are, what your salary as doesn't matter.
Scott Scully:Yeah. You know, I think we've said this to people here. Like a lot of times, our sales professionals are making more than the people that they're talking to yet they're feeling inferior. You know, there was a, there was a person here in the past, and this is another one of those tickets to the extreme. But it happened to work for him. So he would literally get done with a presentation or an interaction, and then send over an application for somebody to fill out. We'll see if you qualify, if you can get your head there and get your mind right, like I don't even know if I'm going to give it to you. And that's coming off. In my experience. Those people are winning at a at a higher rate when you are when you're in control, when you're the one that that is bringing the expertise to the call, and it's clear, and it makes me want to be with you and buy from you if you have that kind of confidence.
Eric Watkins:And I think the one thing you can do, especially with newer reps is make them experts in your product and service. Because then they will always have that over every prospect that they're talking with. They may not know the IT industry better than them or the HVAC industry. But I know this better than you. And I know how to set up an infrastructure to grow your business or whatever the product and service you represent. I think this is a good point. Good salespeople aren't desperate, they build a big enough pipeline where some buy some won't. So what and that's the approach that have
Jeff Winters:sell like you have seniority. That's alliteration.
Eric Watkins:Let me come up with outcome. Run them by me before the show. I'll come up with them we'll figure something out. To sam so like gaff said yardie last night
Scott Scully:one of my favorite things of this entire show is to watch you guys go at each other. fun for me Niels Neil shaking his head he agrees.
Eric Watkins:banter, a little bit of banter. Well, you
Scott Scully:know where we're at the end of the show we Yep, it's over. Thanks for listening. Oh, yeah, we've got,
Eric Watkins:ah, do to do or not to do
Scott Scully:it, Edgar. It really is and an aggravation for Jeff and I that this is people's may be there. Favorite part we're giving all this good business advice and then we get to, to do or not to do and that's what well?
Eric Watkins:Go ahead. Yeah, it's my section, but go ahead.
Jeff Winters:To do or not, you know, it's like the Encore. But if like the encore song was the song nobody knew. That's how it feels to me. Like at a concert. It's like, yeah, he's coming back. And then he plays like a new song Oregon wall.
Scott Scully:And tonight, he's feeling like he's got the whole stadium rock and write song after song after song walks off the stage. Everybody's going crazy. Because they can't wait for him to come back and play just his worst song of the set and he comes
Eric Watkins:back and you know what he sings last night?
Scott Scully:Or occurs? All right. What do we have today?
Eric Watkins:Well, today, we have as we are recording this episode, little sneak peek Insider Preview. I'm getting married. In a week. Next Friday. Yeah, and none of you mentioned that at all. But thank you. That's okay. So we're gonna do a little wedding edition. Little rapid fire wedding edition to do are you going to skip over more not to do?
Scott Scully:Skip over the worst. I think people should get married. Yeah.
Eric Watkins:Yeah. Stop, Jeff. All right, number one. Should you play the cha cha slide? at your wedding? One hop this time. Do one hop this. Absolutely
Scott Scully:not.
Eric Watkins:Absolutely not. Give me your reasoning.
Scott Scully:Cuz it's just awful. I think you should do the Lambo.
Eric Watkins:You should do the Lambo. Is that a thing? Do people do Lambos at weddings?
Scott Scully:Yeah. And that Yeah, I can't talk on air. Why I think people should do the limbo at the wedding. And and I think that people should definitely do the worm on the dance floor. Or, but the church had shot like I didn't like it ever.
Jeff Winters:I think all group dance is repulsive. Personally, in any setting. So I am anti the group dance of
Scott Scully:No, let's ignore Electric Slide. No,
Eric Watkins:it's a good way to get everybody on the dance floor though. Like that's sort of the what everybody can do the left foot, right foot.
Jeff Winters:I don't want to be gone.
Eric Watkins:Do you know you don't want to be gotten now.
Jeff Winters:I'll be there when I'm ready. You're doing it are you
Eric Watkins:know, we're not playing? We're not playing that is that was a rule. I'm sorry. I'm on the same page. I'm just playing little devil's advocate. All right.
Jeff Winters:I'll be there. When I'm ready. We got another beat. I don't want to be pulled anywhere.
Eric Watkins:We got another question. That's true. We got another question. Should you cap your best man and maid of honor speeches? So they don't go on and on and on? Should you give them a time limit?
Scott Scully:So true story? You know, the book The Giving Tree? It's green. It's like, yeah, you know, it's talking. Yeah. I watched a maid of honor. As part of the speech read the entire book to everybody there. page by page, the entire book, because she thought it kind of tied into what was going on an absolute. Yes. Absolutely. Catherine, I would love for you to get up and say some things in five minutes or less.
Eric Watkins:Five minutes or less.
Jeff Winters:So look, it's the rehearsal dinner speech in the wedding speech is is my moment. Okay. And I love that moment. And if it's good, I'll listen all night. And if it sucks, I want it to be capped at 10 seconds. Like here's a here's a toast to the beautiful bride and groom and get the hell out of there. So I mine is more like but I'm like insulted. So for example, Can I can I share this? Yeah, can I share this? Yeah, would you rather me not? I don't know what you're about to say my potential role in your Oh yeah, I'd say this. i This is breaking news. You don't know this. I don't And it's, I am the backup. What would you call this shit. officiant of the wedding. So if the officiant can't for variety and like not in a joking way, but like if the officiant cannot make it, I'm up, I'm up. And if he came to me, it was like, Hey, I know you put all this work into being what am I getting for this? ordained? What is
Eric Watkins:it called? Yeah, or do A license or something and you kept me on my
Jeff Winters:time. That's disrespectful. It's bullshit.
Scott Scully:First of all, questioning Eric's decision all together. God forbid the first one goes down. I hope this doesn't have first. So it's my brother. I
Eric Watkins:think we're good. But it's a it's a back. It's an honor.
Jeff Winters:It's a huge honor. But it's disrespectful to be like, Hey, we're really excited to have you speak. It's gonna be awesome cabinet. 90 seconds. It's like go to hell
Eric Watkins:died two seconds. So no caps, maybe caps and no caps.
Scott Scully:Maybe the audience should have noisemakers, and you get your first five minutes. Yeah. And then if they want you to continue, they,
Eric Watkins:that is actually a great idea. I love that. They want you to get the thumbs up, thumbs down.
Scott Scully:You hand those out to everybody that comes to wedding you've got you've got two thumbs.
Unknown:That's a lady hit me up.
Scott Scully:If you're giving them five minutes, then they pause. You put your thumb up or thumbs down and whether they can continue. Yeah. Yeah.
Eric Watkins:Love it. All right. We'll cut it at that. That's good. That's it. That's it. That's it. We got we'll save a couple for the next episode.
Scott Scully:Congratulations, by the way. Thank you. Congratulation. A you have a life of bliss. I think you have picked a great partner that supports you. makes you a better person. And we're looking forward to celebrate
Jeff Winters:the honeymoon the day after the wedding. You gotta wait. That's my to do.
Scott Scully:Oh, man. Are you going the day after
Eric Watkins:the second day? Or do we have one day in between? That one day in between? Yeah.
Scott Scully:Can we say one more thing? Yeah, you're probably going to do this too. So many times, there's a full weekend of events. And then you have the wedding. Maybe it's a Saturday. And then on the Sunday, like 50 people are getting together. Like for another get together. Like after
Jeff Winters:the wedding. We're going to redo the brunch.
Scott Scully:That happens I weave.
Jeff Winters:For those listeners. We
Eric Watkins:were gonna have a very loose brunch. Like nothing.
Jeff Winters:For you know how I feel about the brunch.
Eric Watkins:You don't like the brunch? Gotta have the bra. Yeah, you got it? Yeah, you do like after the wedding. It's the book end.
Scott Scully:Oh my god. I love it.
Jeff Winters:I'm so happy for the brunch.
Scott Scully:I am still a put the brunch not as the book in its you have the party. I still wet the wet the the husband and the wife. They aren't go off into the sunset. You know, they're going on a wonderful honeymoon. The party. And so maybe you continue to party, they go somewhere. It's like the fireworks. It's the end of the show. And then all of a sudden you like everybody's at the highest level. And then you got it. You try to get them amped back up. You try to get them out of bed. They're all hung over. Come on over. It would be great. We can you know, have a nice little get together for four hours after your wedding. The wedding
Eric Watkins:should end when the dominoes comes at 2am
Unknown:Yes, I
Jeff Winters:too am. Oh my god,
Scott Scully:I'm going to the diner after his wedding. Are you coming? You better just you
Jeff Winters:just I'll meet you there, too. By the way, I didn't get invited to all the other shit. There's
Eric Watkins:no There's no Oh, yeah.
Scott Scully:And you're a backup officiator I didn't even get an invitation say that. I think he my invitation was lost in the mail. I don't even know if I'm going to the word
Eric Watkins:got an invitation. You're You're a
Scott Scully:backup officiator I mean, come on. You're important. The role I have never heard of that role. And my guess is he wanted to make you feel really good. But you are the backup officiator I do
Jeff Winters:feel good. And I have I will be
Scott Scully:like it didn't you get a golf ball that he shot. You had a really good shot with golf ball gave it to you once. He knows how to make you feel good on the backup
Jeff Winters:officiator until the wedding gets going. And then I'm going to say my piece. So whether I had a right at the beginning or say at the end, it's coming out.
Scott Scully:You're rolling where the hell yeah. Doing all
Jeff Winters:this prep and burying it. That's coming up.
Scott Scully:Oh boy. All right. Well,
Jeff Winters:Dearly Beloved.
Scott Scully:Sorry again for that. But we do wish your wonderful, wonderful life. Here we go. We love you. We love that you're interacting. And if there's anybody out there that that is wanting to build a predictable pipeline and you just can't figure out how to do it on your own. We're always here for you. Abstract M g.com abstract with a que go out there, find us connect with either one of the three of us on LinkedIn. Just let us know that you'd like to talk about how you can not have a predictable pipeline going forward. That is not why we do this show, but sometimes we forget to tell you that we are here for you. If you need some help certainly reach out if you do. Have a great week. Let's grow grow.
Unknown:The grow show is sponsored by abstract talent solutions, recruiting for the modern world.