The Grow Show: Business Growth Stories from the Frontlines

Tech Traps: How to Avoid Overspending on Software

• Scott Scully, Jeff Winters, Eric Watkins • Season 2 • Episode 44

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Transform how you invest in software. Learn to identify tools that directly address your business needs and enhance productivity. Gain insights on thoroughly assessing software companies, the critical role of a software 'owner' in your team, and how to negotiate contracts that favor your business goals. Understand the power of conducting software audits to streamline expenses. This episode is your guide to making software investments that are not just cost-effective but also performance-driven.

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Thanks for listening!

Eric Watkins:

Ready? Ready? Just pull off there.

Jeff Winters:

I thought I had a charge at 3% I gotta read these fucking things

Eric Watkins:

I thought you always you're the guy that always has like six chargers sketch

Scott Scully:

the person that

Eric Watkins:

was you wanted to plug it in

Scott Scully:

the person that was one of the truths responded.

Eric Watkins:

I saw that Yeah. What do you say?

Scott Scully:

There was a her and she said, Thank you for the unexpected shout out on unsaid something. This is good stuff for ya.

Jeff Winters:

Got some good ones today. Thank you.

Scott Scully:

All right, ready? Ready Welcome back to the growth show. I'm Scott Scott. I'm here with my partners in growth. Eric Watkins and Jeff winners. Hello,

Eric Watkins:

hello. We

Scott Scully:

are super excited about today. Before we get into Jeff's two truths and a lie, I gotta call out my man at Houston tech, Jaron. Jaron, we had a little, we had a little deal in our last session where we said, we are so confident that we could make a sales deck that we wanted to do one for free work with somebody to do it. And then we'd put them into action for a couple of months, and then invite them on to the growth show and talk about how it went. Well, Jared was the first of many that reached out. So I had the pleasure of responding and saying you're the guy. And he and his wife actually just started this business eight months ago. And it's going really well and they've got some from what I hear pretty substantial goals to accomplish in a short period of time and him and I agreed to get together in the next couple of days and start working on this. So I'm really excited about working with the Houston tech team. And we'll get that deck done and then put it into action for a couple of months. And I just can't wait to hear the stories so I'd say about three months from now. We'll invite them on book them book and book them on the show. Welcome. Love it Katie book book Houston tech three months from now so on a fast to thank you for listening. And we're excited to have that kind of interactive thing coming from the show and I'm sure that we'll have good results together and what a good opportunity since they're in their first year right yeah, like they're just putting sales process in play and and so I think we we got this group but a good time. Thanks for looking forward to it. Well, that said let's get overdue Jeff to true Sinhala. What's going on in LinkedIn? isn't that bad?

Jeff Winters:

I don't have the data to support what I'm about to say. But one might be tempted to think over Thanksgiving getting in the holidays posting would go down. It's not posting is going up. But you feel like you're seeing more and more and more stuff. So somebody flipped on the switch? Yeah. Hey, get out there. Right stuff. And I can so tell me in chat GPT writes your stuff. Oh, if it's like if it edits it, it's hard to tell if it just flat out right so I can tell anywho getting on to the truth for this week. One comes from our friend down the street, Mark Bernstein. Mark Bernstein writes, not the most popular opinion. But I believe this one in my core, the amount of anti company messaging out there right now is truly disheartening. I feel LinkedIn becoming an encyclopedic volume titled 1000 Plus ways your company will screw you and why you don't deserve it every day. I'm reading things like you might get fired tomorrow without cause because your company wants to deal your commission. Companies do layoffs because they're soul sucking profit maximizing entities that don't give a blank about their employees. Unlimited PTO is a scam that companies used to trick you into working more and avoid paying out unused vacation days. I really get it. Trust in business is at an all time low. The business community needs to do a better job of looking at the current employment environment empathizing with how difficult it is and adapting their policies to earn back the trust of the workforce. But this is your company is out to screw you perspective, completely lacks nuance and more importantly, it actually inhibits dialogue and process or progress excuse me, because companies can't speak up like individuals do. And this should have been a speech it goes on and on. It shortens. It's, it goes on from there. So our folks at Balto, that's our, that's our friends at Balto down the street. I really liked I loved by the way,

Scott Scully:

did you see your deputy in that conversation night

Jeff Winters:

and Scott jumped in Scott? Well, he put my name on it. Excellent job.

Eric Watkins:

Excellent job.

Scott Scully:

You know, sometimes deputies bring a lot to the table. I saw that and I thought it was dead on right? Like my company sucks or I don't have these resources or blah, blah, blah. It's like, oh my god, especially those guys, right? Yeah. Man, they, they, they've got some good things going on over there. And those are some good guys. Right? They care.

Eric Watkins:

I'm sure some companies suck. But I would say most companies are understand that they don't exist without their employees. And I think you find what you're looking for you want your company to be bad, you can probably find a bunch of reasons why it's bad. If you want your cover to be good, and you want to focus on the positive, there's probably a ton of reasons why you're working for a great company. I

Jeff Winters:

read the unlimited PTO post that he's referencing there. And it was like companies only do unlimited PTO to have, you know, liabilities on the balance sheet. And I was thinking back shit I did that I had no clue what the balance sheet was or what liabilities were. I promise I was not conniving. Yeah, you can always find reasons but you know. Moving along, our next truth comes from our friend, my friend, Mark Costa glow. My first 18 months of being a sales manager, I thought I was awesome. Really, I was horrible, and needed to a rep to wake me up from my delusion. It really sucked. But here's how it went. I just released another quote, super cool and fun way to handle some mundane part of the job, the reps I was managing were doing. More than likely it was the 18th new thing I had introduced in the last three weeks. And yes, probably 17 of them lasted like two days. Honestly, all 18 of them flamed out, ha, I got an email from one of my reps named Mike in response to my email launching this amazing new initiative. And he basically said, Nope, he said I was keeping him busy, and that he had no time to do his job. This is so important for sales reps. I hope mitt sales managers hear this. Don't forget sales reps job, or to get prospects on the phone and to sell not to fill out all your reports all day not to be Have you should be doing stuff to get stuff out of their way. Not stuff putting put stuff in their way. It's a great take for sales managers.

Eric Watkins:

True. This is more than sales, though. This is everything. Yeah, this is everything. This happens in all areas of the business. And I think the bigger you get as a company, it becomes more important about what you decide you're not going to do then the things that you are going to do. And it gets hard. Everything sounds good. Every idea in some way, shape or form would probably work. But ultimately, it's about picking one and executing. Which is very, very hard to do.

Scott Scully:

Absolutely. Right.

Unknown:

And here comes the lie.

Eric Watkins:

Are you do you have it today? I know you're I know you just got back off your illness.

Jeff Winters:

I had a stomach bug. Which I wouldn't wish on my absolute worst enemy. Which is who? Maybe Maybe this guy. No good. Shahryar Shahryar. So Shahryar

Eric Watkins:

says that all you're gonna butcher your name, he

Jeff Winters:

lied. He said just finished a scheduled 30 minute zoom call with a prospect 12 minutes early. Didn't take the full 1800 seconds. Crazy, right? Hashtag time management. Hashtag no for me. Hashtag no, we should not be celebrating doing demos with prospects that end 18 minutes early. That's bad. And I'm going to tell you why it's not time management. I'm gonna tell you why it's bad. Because if that person buys, and you didn't talk to him for 18 minutes, were there expectations you didn't set? Did you get through your full presentation? Did you explain exactly what the services? Did you get the full pain? Did you understand the needs? There's so much that goes into having a full minimum 30 minute conversation. Sales Reps should not be celebrating their ability to do it in 12 minutes. And so why? You know,

Scott Scully:

it's crazy about that. If it if he really did do a good job in 18 minutes. That means that he could do his part nine because the prospect should be talking half the time. Right. So yeah, that's and that's a good thing to measure, right? Like the prospect should be talking half the time. So what you know, how much time do I need for a demo or a sales call to get my part in and leave time for the prospect to be talking the other 50% That's why I think with ours, like if you see a conversation that's less than 45 minutes like what kind of conversation was

Eric Watkins:

So weird thing to post on LinkedIn. That's a lie in and of itself. Like you don't need to share how quick your sales presentations are on LinkedIn. That's no good. That's not good. I guarantee that person is never going to talk to him again.

Scott Scully:

So you're saying, not only is he a liar, he's just stupid.

Eric Watkins:

Yeah. Oh, you know, I don't I don't know his

Scott Scully:

LinkedIn poster.

Eric Watkins:

He's lying about lying. Wait, yeah, he's actually not. He's wasting his time by posting useless stuff on LinkedIn. He saved the 12 minutes, then he wasted his time on LinkedIn. Hey, but it's

Jeff Winters:

important that people spend their time posting useless stuff on like, yeah, because buffer that, who would I be? Right? Speed right guy spouting sales advice. Right? That's it from here. Back to you, Scott.

Scott Scully:

Good stuff, I still feel like we should have like a most wanted website. Yep. If you get called out, you're in jail, you make this website, you've got to give us good reason to get out of jail. And then we watched that person,

Eric Watkins:

we bring them on the show to get them out of jail. They gotta Yeah,

Scott Scully:

yeah. Or we're watching them, once you've called them out there technically in jail, and they've got and then you say, you know, Bobby's out of jail. Here's a truth from Bob. We'll let him out of jail. I like that. Anyway, we are going to talk 50 to 450. And this is a hot topic for us going on right now. And I think once we get into it, it will resonate with a lot of you. And today, I wanted to talk about software. Okay. There's so much software in the marketplace, especially in sales, right? A lot of places, but in sales in general, especially for us, right? And the industry that we're in, and good tools keep coming out. Maybe you think one's better than the other. And this one's incorporated AI in this way, this one over years doing this. And you know, this isn't rocket science, what I'm about to say, but I would say that most of you probably are not doing this. If I'm going to go buy a piece of software, what problem am I solving or what function in my business is becoming more productive? You know, what is the outcome that I want, like, I want either a result, and I need to define that before I buy it, and figure out how I'm going to measure it, right? Or it truly is going to make up for people hours. And that's how I'm going to pay for it. I think you need to vet it out, provided that there are three or four other people that provide that software, you need to do demos with them have conversations, you need to make sure that it is a safe company, people go buy software, put it in the backbone of their organization, and then find out later that this software company had 20 clients and a good shot of going out of business. And then they're in a world of hurt, if it's how you operate, right. So I think people go buy software very quickly, from somebody that they liked the most, thinking that they're going to get something there's a lot of things they're thinking in the purchase decision, but I think it's more on on gut. And I don't think there's enough of a research process. I don't think they take somebody in their organization and have them own it. If you're spending enough on it, then maybe you should spend on an owner of that, to make sure that you're getting full utilization. I don't think that they're, you know, putting that vendor on a committee and in making that vendor be a part of your business go forward and getting the most of the product. I think you're maybe not thinking enough about implementation and doing implementation and rollout the right way. So I'll use us as an example. We've, we've used several tools, but we've got a couple of new ones, and they're really good. Right. And, you know, I think we have some really good things that are happening because of those tools. But what we've been talking about a lot going forward from here is next time we do something we want to be perfect in the selection of the appropriate vendor. You know what the outcome we're looking for is how we're going to measure it. Have an owner and never or sign a contract longer than a year? You know, you should be fine. If you vet it out if you have an owner if you've got the result, but then, you know, guess what? If it's not getting you that result, you know, or if it's not making up for the work that a person wants did, then why are you spending that money. So that's kind of the the topic, we have been about a c plus. And the reason I'm making it a 50 for 50, is because obviously, technology is in the forefront of how you run your business today. And if I was going to restart a business tomorrow, I, I inevitably would need some tools that I needed to buy from the outside. And man, I would be really good at my selection, process implementation, and ongoing management of using that tool.

Eric Watkins:

I think this is so so important of a topic, especially if you're on your way to $50 million, because you will inevitably go through a phase in your business, where you buy everything that someone brings to, it's coming up, it sounds great, it's new, it's exciting, you buy it, you buy it, you buy it, then you eventually I don't know when but eventually you will end up in a room looking at a spreadsheet, or a report of all of your vendors. And you will be like how the hell did we get to this point. And without having if you can just forget, and then you start cutting and, oh, we don't use that anymore. We don't use this anymore. And just if you can do that in advance. And the second thing is technology is moving so fast, that it's starting to make less and less sense to try to build things yourself. Because there's so many competitors out there, prices are getting cheaper contracts are becoming, there's less locked in contracts and more flexibility. And really, software providers are being held to a higher standard, I think is at the end of the day. So you're gonna have a bunch of these decisions come up. And it gets really tricky. Because you could say, you buy a piece of software and say you wanted it to increase your sales, and then ultimately, it doesn't increase your sales. And then you justify it by saying, Well, I don't know where we would have been without it. Like, can you imagine where we would have been without it? It's working? Well, how is it working? And I think underneath that ultimate result, you need to have either a strategic measure that is specific to that software. And then you also need to track specific success stories. And I think that's the importance of having the owner, if you have somebody that is owning this thing. And they're tracking specific ways this software works well, I think that's a way to justify it. But it's, it's becoming exhausting. Like, for me, I'm to the point where I don't want to defend software's like, I'd rather just go without it. And the software companies are going to have to get really, really good of how you justify your cost. And they need to come alongside and support people and then you as a business, I'd put a little bit of that pressure on them and say, hey, great, I'm gonna use your service, this is exactly what I'm looking for. And if I'm not at that, it's gonna be because of your service. So you're gonna have to help me justify that gap. If it's justifiable. Let's, let's keep

Jeff Winters:

going on that. But But before we do agree, it's like, it feels like the amount of TV services I have. It's like, okay, now I got a little Netflix I got, yeah, is the I got amaz I got 50 These damn thing, one

Eric Watkins:

person to figure this out the bill I got.

Jeff Winters:

I don't personally look at but you know, Katie, and my wife, you know, she's so good at that. I don't want to mess it. But like, it's like, what do we have 50,000. All of a sudden, we have 50 different things, then we have to audit. If you think about that, in your business life, that's what either you have, or you're gonna have, you need to lean on the software vendors more Scott talked a little bit about it. Eric mentioned it, bring him to the table. Tell them what you're trying to get out of the software and use them meet with them. They have customer success departments, customer service departments, like put the onus on them, I think way too often as customers would put the onus on ourself, and then we're up at a renewal. We've had the software for a year and go Yeah, we could have done a better job and we just, it's on us, we didn't know it's not on you. It's not on you. It's on you in the sense that you should have gone to the software vendor and put the onus on them, to help them make the software work in the business to achieve the success outcome you're trying to achieve. They are your partner, they are truly your partner. They are not a vendor. And that is that is a piece of advice, irrespective of what software you're buying.

Scott Scully:

Two things and I don't want to beat it to death, but one, you're talking about defending software. I think we all agree on this, if we have exactly what we want out of it. Very well defined And it's someone's job to get that result and to track that. And if we're there, great, great. All right. Yeah. If we're not, then whoever the owner is, what are you doing about it could be super easy. So the other thing I was just to hammer at home, we have some of your out, they're gonna fall out of your chairs, but we have like$300,000 a month and vendor spend. It's not all software. But half of it is. And this is super important. A lot of them now cross over. And you don't even know it, because you bought one for one reason and the other for another. And if you were vet partners with your vendor, like Jeff's saying, like real partners, yeah. And they were integrated in and having meetings with you and know how you're using the tool, what you want to use it for what some of your other problems are, you're probably we're gonna find out that you don't need both. Right? So anyway, big, big hot topic. Now. Make sure to do this. Don't buy a software package without vetting it out. Making sure it's a good company. Have a goal, have an owner, track and measure it. And, and then get rid of it if it's not doing what you need it to do. That's my 50 for 50. Goodwill. Eric, good one. What have we found today in mining for gross gold mining for gross

Eric Watkins:

gold? Okay, let's hear the pickaxe every go. Alright, so for this episode of make sense, let it breathe, let it breathe a little bit. That's your sound play a Walmart top

Jeff Winters:

team one more. Never gonna have a sound effect. Don't

Eric Watkins:

worry. Now you're talking during play. Play one more time, please. Okay, okay, they get the point. So for today, for this episode to make sense, you're gonna have to listen to the previous one. And don't worry, there's a couple of college football winners on there, too. If you've caught it in time, I'm sure you didn't. However, we're going to talk about show rate. And we're talking specifically about when you should set appointments. So last episode, we looked at just our sales team. Keep in mind, these are all virtual meetings, going after sales and marketing services, those personas that you likely sell to, we looked at 10,000 appointments, huge sample size, very good data. What came out of that is early in the day, late in the day are the best times to schedule appointments, stay away from the middle of the day. And then stay away from Tuesday's is what we said stay away from Tuesdays and Jeff, and all this logic of why Tuesday suck, etc, etc. So I don't want to confuse everybody. But what we went to what we did from there is we went and looked at our fulfillment division, and we looked at 100,000 appointments. So we looked at a larger sample size for this. And it was a little different. Now why why is it different a bigger sample size, more data to look at the variety of hundreds of different industries and services, and then see a lot of in person appointments. So granted, naturally, you're going to have higher show rate on those. But all of it blended together, then I figured I'd share the results. And then what are some commonalities with both the best day to call Tuesdays. Tuesdays figures it did change. Tuesdays are great, Wednesday's were great. And the lower ones were Mondays and Fridays kind of more in line with what you would think, the times of the day. And this

Scott Scully:

to call or to scabs, to

Eric Watkins:

schedule to have a scheduled meeting for yep, yep, nothing to do with setting appointments. This is all about that'll be saying yeah, yep. If you scheduled the meeting, in these time buckets, that first meeting is going to show up this percent of the time. So we're just talking about first meeting show rate. What came out of this was really, really good. And that is for both of them. For both the sales and our fulfillment division. Eight to 10 o'clock is the best time to schedule appointments, looking at two different scenarios, over 110,000 appointments like I don't know who else is going to pull that sample size, eight to 10 is dramatically higher to get scheduled appointments, which I think is great. Now can you set all of your appointments in eight to 10? No two appointments still show up in other in other parts of the day? Absolutely. However, I would fill those buckets first, eight o'clock, nine o'clock, 10 o'clock, or if you're doing 30 minute meetings, eight, eight o'clock, 839 930 etc. Or if

Jeff Winters:

you're the guy from my LinkedIn lie could be eight 819 Up 38 That guy?

Eric Watkins:

Yeah, that guy's probably got a hell of a show right? Now we're talking.

Scott Scully:

There may be something to that time in between from LinkedIn posts. So

Eric Watkins:

overall, that is the that's the biggest takeaway, I think if you want to use the data and increase your show rate, and if you're an SDR, you know, you may not be setting five appointments in a day, you may be set in a couple, fill out eight to 10 first, and then you're going to have a higher show, right?

Scott Scully:

So over across 50 states and multiple industries over 100,000 appointments. If I want. If I had one, two hour meeting that I was going to have next week, you'd have it Tuesday to 10. I

Eric Watkins:

would have it Tuesday, eight to 10. And honestly, it doesn't really matter the day as much. Eight to 10 is just great across the board Tuesday just one out Yeah, but Tuesday one out because most likely because later in the day is a little more likely to show. So Tuesday was just a little bit day of the week. Honestly isn't he is huge of a variance as it was the time of

Scott Scully:

the day. What's the worst no matter what day no matter what day eight to 10? Yep. Okay. The worst

Eric Watkins:

time for this sample size with which contradicts what we did before was four o'clock four o'clock. And do not do afternoons on Fridays. Do not schedule meetings for we will do when to call. Great time to call. Do not schedule meetings for

Scott Scully:

sure. Rate wise show rate wise, it shows this is always makes

Eric Watkins:

plenty of sense. This is all scheduled. This is all schedules not when you should try to set me Yeah, correct. Correct. Very different.

Jeff Winters:

Interesting. As we dig a level deeper into the data last week, the data was different, very much so different in that Tuesdays were not good. Mondays and Fridays. Were good, right? By and large. Interesting to note that last week 100% virtual meetings and that sample size this week. 30%, virtual nearly 70% in person correct. So what you could start to do here, team, which is really important. You could start to draw conclusions like I'm not saying this, but if I'm going to schedule a virtual meeting Monday and Friday make more sense if I'm going to go in person tuesday wednesday make more sense. That's but by the way, that's the level of rigor you got to get to in your business you got to get there you got to get another level deeper. Because that's the kind of data that helps you not only when things are well, but when things aren't going well. So I What interesting interesting numbers let's

Scott Scully:

let's go there next week, right? Yeah, let's let's lay out virtual versus in person and the times and days and across keep it rollin crossed the client base. That'd be that'd be interesting. And then if we happen to do it down the road by industry segment, maybe we could put something out online that people could go grab so they could get the specifics for their industry. Sure, be fun to do

Eric Watkins:

a cute cute the pic x one more time 100 We were we were digging, we were digging there. That's good. There we go. Let's

Scott Scully:

show Well, if your sales reps have a meeting at eight o'clock on Tuesday, or they're going to be better,

Jeff Winters:

here's how Scott they're going to make sure that they or their team or someone at that company has gotten the pricing model, right. They've gotten the pricing model, right. And I've got an interesting tip for anyone who's out there designing pricing. So one thing that we've done here, and we've tried pricing, how many different ways a lot, a lot. Infinity. Yeah, a lot. Which good, you know, to grow is to change to know, to grow is to change to perfect is to change. Often, I've said that before. Here's an interesting thing that we've done on pricing that we'd never take back, I don't think and that I'd recommend to you a built in discount in the form of a gift get a built in discount in the form of a gift get so I'll explain how we use it. And you can translate this to your business. So in our business, we charge you, let's call it just round numbers, we'll charge you$4,500 Just again, easy math$4,500 for a contract, if you want to a flexible term, right if you want to be able to get out in a certain amount, 45 days, but if you lock in for a full year, we charge a $4,000. Okay, that the Think about that. That's a win for the customer in that there is a discount option and we've already got the discount option. So there's not 50 Discount option there's one discount option. So if you've got a number of sale As reps across the team, you don't have to have all of this latitude and flexibility in questions, oh, is this a good discount? Isn't it? No, we have a discount option, which is good for the customer. And if they if the customer commits for 13 months versus a 45, day out agreement, that's better for us. And so we've got this easy give, get easy win win, easy discount, and it's built into our structure. So there's not a lot of questions, a lot of that negotiation internally, like, there isn't a lot of sales teams. And it's very clear to the customer, why the discount exists, it's not random or trivial. Like we're getting something for it, we're open and honest about it, and you're getting something for it too. I recommend when you're building your pricing you at a minimum, consider something like this, because I think it can give you a real leg up and accelerate conversations. And you might get a whole lot of what you want just for incentivizing customers to do it.

Eric Watkins:

I like it. And I, I feel I know, this is where the world has gone. But I feel sleazy when you're offering different prices for different reasons, and I think this is a really good way to justify why we offer different prices. And every one is now because of where the world has gone. Everybody is now trying to ask for a discount, I need a discount, I need that. And so it's just part of every sales process. And I think the easiest way to handle it is we have a built in discount, like doing something like this for your company handles that objection, like I'm giving you my best price, it's this or it's this.

Scott Scully:

Like I do with we've had so many conversations and about sales and discounting and how people, you know, prospects want to deal. And then they have to go to the manager and get permission and all that stuff. So it's just easy. year, six months, 45 day out this size this size, I would go so far, a lot of people don't like to do this. But if I was selling, just say our services, I'd show a grid of eight prices. And which one, which one are you going to pick? Right? And get out of the discounting conversation all together. If you want the very best value, it's up here in the right hand corner. If that if you want a discount, if you will, for what we're doing. If you want to pay the very highest price, buy the smallest package for the shortest period of time. And that's going to be the, I guess, the highest price per meeting if they trash it by permitting. I agree. Good stuff. Thank you. All right. Gotta hate saying every week that we're going to everybody's favorite section. But it seems to be the one that people bring up more often than not. We should really think about that the content that we're providing and why everybody just likes your section. It's

Eric Watkins:

it's not my section. It's the People section section the people wants. That's who I'm here representing. And we have we have a lot of business owners. We have a lot of leaders out there who are wondering they have holiday parties coming up. And how much should I indulge at my holiday party as the owner as the CEO, as the CRO? And that's the question today should I

Scott Scully:

feel like you're staring straight

Eric Watkins:

at a good topic topic like you want to do you want to be the CEO that has a couple drinks, keeps it under control gives them a wave and you're out for the night or are you the CEO that's at courtesy diner at 5am. Getting some scrambled eggs given a slinger I knew

Scott Scully:

he was looking for a person I

Eric Watkins:

figured we could we could we could let the people know what they should do. Scott, let's start with you.

Scott Scully:

I'm glad you did since you're talking directly to our holiday party happens to be tonight. There's one night a year that I like to really celebrate all the hard work that the team has done and it happens to be the holiday party. Now if you are there's a difference I think that you can have fun with everyone be appropriate but be having fun with them. And and then when they're all gone if you're with a smaller group at courtesy diner at 5am Maybe the conversation goes astray courtesy diners no longer open till 5am So if you'd like to join me I'll be at Denny's

Eric Watkins:

Denny's.

Jeff Winters:

Is that where

Scott Scully:

this? Yeah, that's where I'm going to be tonight at like four or five in the morning at Denny's with people you know that would like to go there. aren't gonna care that I'm celebrating really hard for one night, a year.

Jeff Winters:

I'll say what you want your school, I'll say what you want. You got to know yourself out there. You got to know yourself. And if you don't, you got to ask somebody that knows you. I'm getting nods. Can you drink and keep your shit together? Or can you not? And everybody's in one of those two camps. And if you cannot drink around, and there's people like this, and it's fine. It is, I don't know what a genetic or whatever, you can't keep your glue together. And you're gonna say something stupid, that you're not going to that you're going to regret. Don't drink or have one. If you can have a good time, and you are able to toe the line, and you could drink to Fitzy agar, by all means be the life of the party. Because here's the thing. What is that total is that

Eric Watkins:

210? So it sounds like hospital trip.

Jeff Winters:

You know what I'm saying? I don't recommend drinking to excess. But that's an example. I'm using extreme example. I use an extreme point to make the point. Can you keep your you know yourself? You've been doing this a long time leader. You've been you've seen yourself in these situations. If you can handle it, great, because then people it's endearing. You know, you're humanized. You're having a couple of drinks, you're having fun, but it's not endearing enough for you to do some stupid. So know yourself. Do what's best for you. Do not put yourself in a bad spot. That's all I'll say. Okay.

Eric Watkins:

Okay, well, you think I think you should have a little cocktail pre party. And then you should stick to beer and drink as much as you want.

Scott Scully:

If I did that, I'd be wasted. Really? I feel like I could drink vodka. Five times two fists of vodka and more than a six pack of beer. Which is not how it was in college.

Jeff Winters:

What time you go home tonight. Air 1030. Yeah. You

Scott Scully:

1030s He's I feel like positioning himself as the person that is super responsible in home early and like he's putting that out into

Eric Watkins:

the world. 30 am right after Denny's. It's over.

Scott Scully:

Yeah, I know. We'll see. Do you know when Jeff's going to? Do you know when Jeff's going home? When he by the way is at the diner in his phone starts ringing every five minutes about where he's Where is he? Why aren't you home? That's when he's going home. You're a fob and not until then.

Jeff Winters:

You're someone's father.

Eric Watkins:

There's someone's father.

Scott Scully:

All right, God, we could go on this one a long time. We'll keep you posted.

Eric Watkins:

We'll keep you posted. Well, thank you. When Jeff's too drunk at the party. tonight.

Jeff Winters:

We'll let you all know thyself. Know thyself. Thank you.

Scott Scully:

I feel shamed before the Christmas party is even. Sorry, holiday party has even happened.

Jeff Winters:

You make a speech?

Scott Scully:

Yes. Yeah. Oh,

Jeff Winters:

definitely make a speech. I'm like all leaders out there. Yes.

Scott Scully:

Yes. Okay, well, good. Show. Some good stuff. Keep the comments and the interaction. Common. We love it. I know a lot of your help. And Jeff was catching liars on LinkedIn. Keep that common and we look forward to the next time we're with you. Let's grow. Let's grow. Let's grow

People on this episode

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Eric Watkins

Co-host
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Jeff Winters

Co-host
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Scott Scully

Co-host