The Grow Show: Business Growth Stories from the Frontlines

Sometimes You Have to Replant Your Trees

• Scott Scully, Jeff Winters, Eric Watkins • Season 2 • Episode 47

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Dive into this episode to grasp the concept of 'replanting' within the corporate world, mirroring the careful cultivation of a lush garden. It focuses on the proactive recognition and nurturing of sectors or departments that, although promising, remain stifled under the canopy of larger entities. The discussion highlights the necessity of reallocating resources and attention to these overshadowed 'trees,' thereby enabling them to flourish and contribute significantly to the business's overarching success. 

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Unknown:

Connie is wet and says

Scott Scully:

Nothing can stop me. Welcome back to the growth show your number one resource for growing your business zero to 50 actionable advice, real takeaways, no textbook, no theory. Just trying to help make your job a little bit easier than then it's been over here. But hey, we're hope you learn from our mistakes. And we hope you get to put into action. Some of the things that are working for us. So your journeys easier. Because excited about today, I'm excited.

Eric Watkins:

Are you drinking Coke?

Jeff Winters:

I'm drinking Coke Zero was trying to do it slyly.

Eric Watkins:

Okay,

Scott Scully:

all right, you're calling you're calling them out.

Eric Watkins:

We have a we're gonna dip into this a little bit and to do or not to do so I'm just looking out for him early. So doesn't like, embarrass himself for the section. Thank you.

Scott Scully:

It's wonder if this is part of his diet?

Eric Watkins:

Is that part of your diet? Is Coke Zero? Fine. Of course. There's gotta be something in that that actually kills you.

Jeff Winters:

That's nice. Like soon? Or do I have a minute?

Scott Scully:

If nothing else, our audiences learning about all the new diets? Yeah. Which is a good. Yeah. For some.

Eric Watkins:

What is your? Well, that's why that's why I

Scott Scully:

feel like that's going to come out in the air. Yeah. So as always, we'd love to start with our local sheriff and LinkedIn, I know that he has been very active in the landscape, making sure that people are doing the things that they need to be doing that they're responsible.

Jeff Winters:

You got to be responsible. The platform doesn't set rules. No one regulates it.

Eric Watkins:

Little little delayed on the trigger there.

Jeff Winters:

I was perfect. I

Eric Watkins:

was about to Oh, that was the Okay, Reviver.

Scott Scully:

Hey, are you just so that you? I'm just wondering what your jurisdiction is like, do you go by region? Or is it by state you global? I will find Are you International,

Jeff Winters:

I go by hashtag put hot take,

Eric Watkins:

say, stick.

Jeff Winters:

Yeah, if you say this wouldn't be popular. I gotcha. Um, on that one segues right into one of our first truths. Every week, we go on LinkedIn, we find two truths. We find a lie, we expose the liars, we prop up the truth tellers, and we play a little tiny, tiny fraction of a role in making that community just a little easier for you to sift through. Our first truth comes from Sam Jacobs. Sam says this won't be a popular thing to say on LinkedIn. But the number of hours you work matters in 2024 leaders need to stop being afraid to set clear expectations. I

Eric Watkins:

agree. And I think specifically as a leader, the reason the number of hours matter is because you need to work on your business, and you need to work in your business. And you can't properly be in your business without putting in some hours on your business outside of work.

Scott Scully:

Is this geared towards the leader of the business or anybody in the business?

Jeff Winters:

Here's my take on this. I think this is geared toward all leaders. And I think I think it is it's all leaders, I think, and I think it is the anti? Well, if I can do my job in four hours, isn't it good that I can do my job and four hours doesn't need the matter that I need to work eight, or nine or 10 or whatever.

Scott Scully:

I think you need to lead by example in you know, work ethic and in working smart. Both, right? I think both matter. But we are in a spot where people think nine to five is a long day. So in fact, some of the people that typically require more hours like the big accounting firms or law firms or consulting groups are having a ton of difficulty right now because you know, the usual day when you hit the ground running out after cat colleges, congratulations. You get to work for us expect 80 hours and then the end that doesn't exist that much anymore. There haven't there been a hard time I just think you should lead by example. And then that's going to at least get people to the bell.

Jeff Winters:

I think actual hours matters though. I just I just I really do. I feel passionately about this. I feel passionately that the hours you work, the number of hours you work It really matters. And I think we've gotten into a world where there's like this rationalization of not working as many hours that I'm going to do as much. And that I can't work smart and a lot of hours. And you're fooling yourself into a false sense of security if you think you're going to be uber successful in the business world because you work so smart. You're such a smart worker.

Scott Scully:

The thing that drives me crazy is, it's a lot about what people say it's a lot about balance. Yeah, right. But then they go home, and they're not balanced, right? So like, they'll plug right into bad Netflix, show and eat Cheetos, or

Jeff Winters:

play video games for eight hours.

Eric Watkins:

I actually watched Netflix last night and I had a small bag of Cheetos. So I do I do feel a little after you

Scott Scully:

work after you work 12 hours and went to the gym and then did that correct. So that put in

Jeff Winters:

the hours, there just isn't a shortcut. You can think working smart as a shortcut. It's not working smart is table stakes work smart put in the hours. Next, from bread couture, this may be a hot take, see, I find you this may be a hot take. But I believe we've moved past traditional lead scoring for those of you out there. lead scoring is the idea that you're only going to talk to people who have done a certain number of actions that are quote unquote, hot prospects. Most buyer intent signals happen outside of our internal systems that we can track and assign point values to just past the demo requests in the meetings and the hand raisers to your sales team. Trust me, they'll love you for it.

Eric Watkins:

So you got you lost me with the intense stuff he's saying? Don't worry about all the don't worry about it. Take the meeting. Yeah, right person, right company agrees to meet.

Scott Scully:

And this could be, I'm not gonna go long on it. But you guys have both been talking a lot about how there's four or five people involved in decisions these days. And like, we're just adamant about, it's not a meeting if you're not talking to the KTM. But a lot of times the influencers are a bigger part of the decision. And then the KTM is like, okay, they said they want to do it. But you want to go to that KTM first, and a lot of times the KTM is gonna go back to the influencers. Like I think it's backwards today.

Eric Watkins:

I know, I was just on a cold call. And I was talking to a CEO. And they're like, I can't, I can't do anything with this unless my IT guy signs off on it. Like, we can talk about, like now they make all the decisions in regard to that. So I agree.

Jeff Winters:

I will go into this at some point in the future people better be careful talking about intent data. intent data is can be bullshit. And as soon as its intent, somebody has intent, the entire universe knows about it. Yeah, everybody's using like three tools to be like, Oh, he's got intent. Right? You know what you should do? column, column column yourself. It's your data call. That works. Heartache from Jake, is the lie.

Unknown:

What's Jake's last name? Hi,

Eric Watkins:

we got to stop. We have to start calling people out. Like if you're gonna be the shirt, you think the sheriff doesn't put the name in the paper after they arrest somebody in

Scott Scully:

jail, you get a mug shot or in the paper.

Jeff Winters:

Paper Freedom of Information Act. You're in Okay, heartache, heartache, including next steps in your follow up with dates of when things will happen in sales is overrated. The buyer will never buy on your timeline they will buy on their timeline. As long as you have another meeting booked. Your next steps are taken care of. Okay, so I really want to be clear on this. I think it is. Inc someone really said that. Yeah, I think it is incredibly important. I think it's incredibly important. Not because if if we've not talked about next steps I put in, I put it in an email the next steps and they're gonna go of course, we're gonna, we're gonna do that, because that's none other than a no, that's not the point. Jake. That's not the point. The point is that if someone is going to buy something, you as the seller need to know the timeline in which it's going to occur. You need to mutually agree with the buyer on some of those milestones? And then you need to bring those milestones and memorialize them in an email. Are they going 100% Stick to it? No, they're not. Are they going to do it? 90% No, or 80%. Now, let me tell you when they're never going to stick to it 0% of the time. If you don't memorialize it, memorialize the plan, work the plan, it will increase close rates. The rest of the world is not a bunch of idiots lie

Eric Watkins:

I'm rereading fanatical prospecting and they love this analogy they they use, they said selling without far without next steps is like pushing a rope instead of pulling it, the rope moves, you feel like it's moving forward, but it takes a lot of effort, but you're making zero progress, right? You have filed that you're pulling the rope.

Scott Scully:

So not only what you guys have been saying, but like, how, what are you doing in between now and then sort of the next step? Is a meeting in two weeks? Or you're just really not going to do anything for two weeks until you have that meeting? Or are you going to send him an email and say, Hey, I'm thinking about our meeting that's coming up, I saw this, it reminded me of you, or, Hey, we had a discussion, you said that you had this particular problem. I found this piece of software that actually does this thought you'd like it and send it along. totally irrelevant to what you do. But you heard a problem that they had you went and like gave them something of value. People put the next step in, they don't do anything until the next step, and they're just losing an opportunity. And what happens when potentially somebody else comes to the table in that two week time period, and warms them up more.

Eric Watkins:

How about the deal I just talked about in the last episode. Yeah, paving deal. Guy didn't, wasn't even thinking about his parking lot. Like was he gonna buy on his terms? No, our client went out there presented the service uncovered a problem. moved it up, move that timeline up from next year to 10 days later. Plus, it's

Jeff Winters:

a helpful follow up tool to reference the timeline. Hey, look, I'm just want to honor the timeline that we all agreed to, you know, we're supposed to be meeting with your head of it to spec out whether or not this project can work in the next week. Have you had a chance to do that? As opposed to circling back? FONA? Rome?

Eric Watkins:

That's terrible. Right?

Scott Scully:

What's the last name? Cue the music receipt will not go there. No, I

Jeff Winters:

have to protect my sources.

Scott Scully:

nicer. Sure.

Eric Watkins:

I know. All right, I

Scott Scully:

guess we've got to honor you for finding Yeah, thank you. All right. On to the 5450. I like to call this one. Sometimes you got to replant your trees. Like what is planting trees have to do with business unless you are a landscaper? Let me tell you what it has to do with your business. But I'm going into the landscaping example. First, I have a really good landscaper, I have a lot of trees. And on multiple occasions, as things have grown, there, there have been these beautiful trees. And there's smaller ones and bigger ones. And my very professional land scape guy will come out and say this is a beautiful tree. As you can see. Now that things have grown, it is not getting enough shade. And if I replant that tree over in another part of your yard, and it gets sunlight and gets out from underneath these larger trees, you're going to be super surprised at how it grows and just how beautiful this tree is going to be. So what I'm going to do is I'm going to take that tree that's crammed in between the two others, I'm going to move it over there to the west side of your yard. And then we'll have a conversation and a year from now, you're just not going to believe it. I've watched this happen on multiple occasions. And it's a perfect analogy to things that go on in your business when you are larger. Us as an example. We work across multiple industries, we've got a couple of 1000 clients. But we we have and we have retention rates, customer satisfaction, score goals, things like that, right? So business is going well. If you look at our business from a high level, we may say we just hit our growth. Things are good, we're hitting our retention rate our customer satisfaction levels are where they want to be. But if you look a little bit lower, you'll notice this this gem this this tree, this smaller tree and I'm going to say the smaller tree is a an industry of ours that if you put it over here and you replant it and you give it more sunlight, it will grow by leaps and bounds, and then that will actually impact our overall growth, we were going along with nice growth. But when we took this thing, we put it over here, we gave it more sunlight, or we gave it an owner or a leader. And we said, Take that, take charge of that and grow it. Now that's growing two times faster. And the other things are growing as well. And the overall growth rate is stronger, and the business is stronger. There's departments, there's industries, product lines, service lines. And if you are only looking at, you know, the few metrics that are high level in your business, and you're not looking underneath, and you're not finding those things that need to be separated out, and, and where an owner needs to come in play to really speed up the process, you're doing yourself a disservice, replant some of your trees.

Eric Watkins:

I love this, and we were talking about this a little bit before the episode started. And I think this is something we've done a really good job with. And there's all you know, we're talking about the industry example. It could be with different leaders in your organization spreading goals out, one thing we've done is have different buckets for sales, like we've carved out referrals and upsells. And the other way to look at this is, you know, if you're, if you are looking at your goals, and maybe you're hitting them or you're coming up short, try to shrink them, try to make them a little bit smaller. That's what it does as well. It kind of helps your leaders, when you segment things out, it feels a little bit more possible, and a little bit more easier to accomplish. And I think that can't be understated.

Jeff Winters:

Yeah, here's, here's why you who are listening or watching will struggle with this, and we empathize with you. Because usually, it's not the tree that's dying, and looks like shit. And nobody likes that you want to move and replant into a beautiful area of sunlight. It's usually a really good tree. It's a tree, that some leaders looking at going, Oh, that's gonna be a beautiful tree, it's gonna be my tree. I honestly hope nobody even sees this tree, it's so important to my garden. And then you gotta go in and go, yeah, that beautiful tree, it is going to be important. But we got to take it out of your mix, and we're gonna put it over here. Maybe the leader stays with it, somebody's going to lose this beautiful tree. And it's hard. Because maybe and I think Eric referral sales is the best example. Yeah, think of it this way. Our sales team used to be able to sell their own referrals, all sales teams like that. That's a that's a pretty little tree. But what we did was we said, hey, this is a tough decision, and it stinks. And we made some accommodations, but we're going to move that tree over to a different plot of land, and you all are not going to be involved. increased focus, it increased accountability, it increased the focus on non referral sales, all of those things, it's a hard decision to make. But if you replant that tree in a different area with unlimited sunlight and water than it needs, you will be better off focus

Eric Watkins:

is the sunlight focus sources as the water it,

Scott Scully:

it probably makes sense to say like so I've planting a lot of trees, because my last house was on a busy road, right? So I have this long area where planting trees planted trees. Well, you know, the reason the conversation came up in the first place what was like, looks like we're gonna need a couple more trees. That's me. And he's saying, you know, if we take this tree that isn't getting as much sunlight and is in the shadow of these other trees, and we put it over here, it will flourish and you will not have to buy more trees or you will not have to put more money into something or you will it will be easier to hit your target by taking something that is being overshadowed by other parts of your business putting it over here. Makes it faster and easier to grow when eyes are on it or sunlight is shining on it. You gotta do this. Did we confuse people?

Eric Watkins:

No,

Jeff Winters:

I think it was a beautiful analogy.

Eric Watkins:

I think they're gonna go looking for their trees. replant your trees. Go look for a couple of trees to replant.

Scott Scully:

All right, let's head over to mining for growth. Go

Eric Watkins:

to the x. Oh, nice and lab. Eisen lab this time. Thanks, Ryan. Thank you. Okay. So when you're mining for gross gold, typically, the people mining for the gross gold or STRS or BDR, sales development reps, business development reps, they're out there doing the work. You Using the pickaxe finding the gold. And it's not easy work. It's not physically draining. But mentally, it's one of the tougher jobs out there. And a lot of people, it's not for everybody. But one way, is our one reason why a lot of people choose to do it is it's worthwhile, there's a ton of growth, there's a ton of opportunity that can come from that. And what I'm going to talk about today is you need two types of vision for your STRS. The obvious one is vision into a different position. So that is a vision into sales. That could be account management, that could be leadership, that could be an operations. And I think some companies probably don't even have that they just hire somebody to be on the phones, and there's no desirable future. And whenever you don't have that vision, you're just not going to work as hard. We've talked about that. On a lot of episodes, the one that I don't think a lot of people are doing is vision within the role. And that's really based on mastery. So we have what we call progressions in the SDR role, where if you hurt hit certain milestones of both tenure and performance, you move up and you increase your pay in the position. And I think this is important for a couple of reasons. One, it takes about a year to get really good at the SDR role. And, you know, doing that for a year for some people, you know, may not be for everybody. But if they know that they have these many milestones that they can hit where they can make more money, earn different responsibility, you know, that is a huge, huge opportunity within the role. And I would just say for anybody out there who currently has STRS, if you don't have a vision for different positions that they can grow into or be vision for how they can grow within their role from both income and responsibility, you're missing a huge opportunity to keep your team motivated.

Scott Scully:

You are better business, the longer people are playing certain roles. There's certain people we've talked about before where you want to move them around the organization wearing different hats, so they can learn things become better leaders. But then you need way more individual contributors to stay in really important positions. The SDR position as an example, typically turns over like the national average is less than a year, right. And a lot of the reason for that is lack of vision, you can't continue to progress and the way that we've set it up as if you fall in love with this role, we want you to do it forever. And so we will, you know, keep taking you north to a point or give you more responsibility within that position so that you keep doing it so that our clients are in a good spot and our business flourish. So it's like this is important.

Jeff Winters:

Yeah, and, you know, for a long, long time, there's been an antigen business up or out, up or out, we got it up or out and most of the time up 99%, the time up is management. And that's toxic for a business, you have to be able to go up without managing. And I don't care if it's SDR. SDR is representative and a very important piece of this. But you should be able to do that in sales, you should be able to do that in accounts and finance, whatever it is, if you want to be the best individual contributor at your business, your business should embrace that should welcome it, it should set systems up including compensation documents and structures to encourage that you as a business, STR or other but STR amazing example, need to set up system structures and pay so that people don't have to move up by going into management, they can move up by being great, or Hall of Fame or world class at their current job.

Scott Scully:

You know that? I think that titles go with this as well. Right. Like we had some we had some salespeople that some of them maybe even considering going into into a different role so that they could become a director. And and it's like, whoa, wait a minute. You are selling so much and have so much impact on the organization. You like doing it? Like, is there a level that you would sell where we would give you a director title, you're here for a certain time and you've sold X? You're a director? Do they have to manage an entire department to be a director? I don't think so. Like how do you keep people that want to be in a certain role in it for a long time. We'll give them vision within the role. It's good,

Eric Watkins:

good stuff.

Scott Scully:

Thank you. Yeah. Let's head over to sales from sales. Jeff. What do you got? Waiting for my son. There we go.

Eric Watkins:

I think we need a new sound effect for you all like

Jeff Winters:

that one. Yeah, but I don't need to sound effects that seems greedy. I got the LinkedIn one.

Unknown:

That's two segments.

Jeff Winters:

That's like when they, that's the best. That's like when they play like Don't Don't you know, it's Netflix. That's what that is. So that's how I recognize. Dun

Eric Watkins:

dun dun so that I didn't recognize it.

Jeff Winters:

Okay, who's that one that I just did that data, that data.

Eric Watkins:

I'm loving it.

Jeff Winters:

No shit, but who's the company?

Eric Watkins:

McDonald's, of course. Don't kiss me right around,

Jeff Winters:

I am going to share with you this is a very, I think this is nerdy. And I love it. I love nerdy sales tips. So every single salesperson. Funny, every single salesperson struggles with different buyer personalities, salespeople struggle based on who they are with different personality types of different buyers. So I've searched the world over to identify the buyer personality type that the most salespeople struggle with. And that I actually think is my favorite and the easiest for me to get to trust me and sell. And that buyer personality type is the extremely aggressive, extremely confident, extremely abrupt, smart and short personality type. This is the personality type that gets on the phone for your sales call. And you start and they go, I'm gonna start asking questions. Eric, tell me about they're not mean, tell me about this. Tell me about this. Tell me about this. And then what happens and what it is? They're not being mean? They're not being rude. By the way. I'm kind of like this. Sometimes. Maybe other people at this table can become minus. Yes. So but but salespeople What are salespeople do when they get this personality type? What are they? Oh, and they what they just start answering the answer. Answer, you run the show answer because that and that person is used to that. That is how people behave around that person, the answer, and they fall over the answer. And they fall over the answer. And they fall over and you get to the end of the colony. Oh, great. Thanks. Appreciate it. And they hang up. Here's what you do with this person. And I love it. You have to disagree with them on something. Really disagree with them. Because these people are not used to being disagreed with. And so I was on a call with someone just like this a super high up incredibly smart. Boom, boom, boom. And I recognize and I'm going I'm waiting for my opportunity. Seven, eight minutes into the call. I go I gotta tell you something. I totally disagree. Nothing. Really. Yeah, I do think you're wrong. Is that right? Tell me more. And I explained it. And from there whole tone changed. Whole call changes. Well, wait a minute, pop up, up. Well, now you're then then I start getting asked questions like, I'm the expert. And this is me telling you all as salespeople in a sales leaders embrace this personality type. As soon as you disagree. Most people don't, they will come right to you. And you will be in a position to win more deals, the aggressive, short, fast pace, abrupt question asker seems aggressive, I get nervous. Find your moment. Don't do it immediately and disagree and shut up.

Eric Watkins:

I love that. I think that this goes on with like the this goes along with the Enneagram. And like I'm similar personality type. And one of the things that talks about with where I'm at on it is that when I have conflict, actually feel closer to people after it. Yes. Like that's in where other people they have conflict. And they are like, Oh, we're worlds apart now. But you actually get closer through conflict. So it's interesting. Like arguing with me is like my love language.

Jeff Winters:

Me too. Yeah. Definitely you 100%. Yeah, that

Scott Scully:

I would disagree. That's

Jeff Winters:

why you keep us around. You love that.

Scott Scully:

I agree. And then I'm just what I think the reason I was pausing as How can you set the stage in the beginning of the meeting, that you're an expert in this area, and you probably are going to disagree? Like I wonder if I wonder if you're in the in the meeting, getting boom, boom, boom, boom, because you just didn't do it from the onset. Right? Like, all right, I appreciate you letting me in. Here's why I'm here. I've been doing this for 30 years. It's the only thing that I do period. I do it and your particular industry, and blah, blah, blah, right? I'm just I'm wonder I love that. And I wonder if you can also kind of disengage right on the onset, because this person is willing to listen, because you set the stage like, literally up front.

Jeff Winters:

Take control, if you can, yeah, unfortunately, we probably have some people out there who don't actually have credibility, or to yours and you're right and if If you're not ready to disagree, here's the phrase you use. If you're not ready to just bluntly disagree, I don't know where I go. Hey, Eric, permission to speak freely? Yeah, of course. You're a You're a moron. Tell me more. Try it. Try it.

Eric Watkins:

It's better than just getting steamrolled what you're doing.

Jeff Winters:

Everybody's getting steamrolled. Try and disagree your winner their love language.

Scott Scully:

Yeah, let me let me tell you what I've seen. It's probably going to surprise you. Yeah. Like, when I tell people this, like, I get why you would feel that way. When I tell people this, it actually surprises them. But based on watching 100 of the largest mechanical contractors around the country in this particular part of the business, here's actually what I've seen.

Jeff Winters:

They'd love that. They'd love that. Talk

Eric Watkins:

about somebody you should use the takeaway close for as well. Like this person isn't used to not getting what they want. Take it away. Take it away. Yeah, honestly. I'm not sure this would be the best fit for you based on what you share with them. What do you what do you mean?

Scott Scully:

Hey, hey, look, maybe not Yeah.

Jeff Winters:

I love this person. I want this personality type is way easier than others.

Scott Scully:

You are done, though. If you don't have the bad enough experience. It's over. You're cooked. It's like if you if you disagree and don't have the chops, it's you're you're out the door.

Jeff Winters:

That's the worst, but just get steamrolled. But like give it a go. Just agree with your wish to speak. You're really still

Scott Scully:

you would steamroll people, you would steam roll people and I would, but you are willing to shut up if someone like is giving you good? Like, Oh, yeah. Okay. Of course, this person knows what they're talking about. Right? Like, nice. I like it. So are there Ken, we're here to do it or not to do it. That is that is the question. I think you have.

Eric Watkins:

Yeah. You know, on on this show, we often talk like we have all the answers, right. But we do have our own struggles. And some of our struggles, especially some of us more than others have difficulty with self control around a certain four letter word. That would be food and wine, a wine. And we're getting into the Super Bowl season. We're gonna have some Super Bowl parties, you're gonna have playoff games, there's gonna be a lot of food around Valentine's Day. Yeah. And there's, there's two types of people. There's the people that stop eating when they get that first thought of, hey, I'm a little fool. And there's people that stop eating when there's no more food in front of them. And what we're going to talk about today is is which of those people should you be and and why we'll start with you.

Jeff Winters:

I know which type of person I am and I know which type of person I'd like to be I don't know who said it. Some comedian said this. I don't want to eat till I'm full. I want to eat to the point of regret. That's who I am. I have no I am I have two speeds. I am full blast, Max. Err, or I am off. And so I will go through periods where I will eat not until I'm full but until like the calorie counter or the food scale tells me I have to stop. Or you're gonna have to tell me it's over by the food being gone, or the party ending.

Eric Watkins:

So it takes away your food bowl.

Scott Scully:

I feel the same way. Like I could be stuffed but when I'm out for dinner desserts part of the whole experience. And I I could be to the point of like, maybe undoing a button, but I gotta have like the chocolate.

Jeff Winters:

What percent of the time when you go out to dinner? Do you have dessert?

Scott Scully:

100% be kidding me. 100% dinners 99.9 Like occasionally you'll get somewhere where you're like Yeah, are you kidding me? You have one dessert and it's that like it's part of it's part of the experience and you don't have better desserts. Outsource at least and have people bring desserts. So

Jeff Winters:

will you get like well you ought to do it at home by the way when I'm out that's part of but like on a casual like are you to the point where you'll get dessert and people are like he's getting dessert at this point.

Scott Scully:

No they all anybody that I go to dinner with knows I'm going to get dessert so they'll order another drink or something or I will say guys that I go up stakes with they start ordered like they started you started trying they started ordering dessert.

Jeff Winters:

I did not know that. That's right.

Eric Watkins:

Yeah. I I'm more of a leave the restaurant and then go get dessert somewhere else good. Like it Dairy Queen. Like if I got a Dairy Queen within range after dinner, silver you go get Dilly bar. I get a Reese's Peanut Butter blizzard. Okay, no

Jeff Winters:

free shout outs but but their drive thru is fast. They're

Eric Watkins:

fast they're clean because no one's no oil is good. Eric And because it's just you know this place is like this the place to be well you're Friday night in O'Fallon it's in

Scott Scully:

a smaller town. Yeah, like Dairy Queens packed in a small town. Yeah. When there's,

Eric Watkins:

I mean, it's like we gather up ones that nobody's gonna drive through snowflake. 1000 people there. I'm

Scott Scully:

not going to Waterloo, Iowa. You're going to Dairy Queen. Before Andes. It's not happening. Dairy

Eric Watkins:

Queen is world class ice cream. I can't even like I don't even want to get started. I get to

Unknown:

the patch. There's vanilla.

Eric Watkins:

Yeah, but the blizzards it's all about the blizzards. So there's chunky Reese's Peanut Butter Cups in my blizzard. It's not just a little bit of this and a little bit of that

Scott Scully:

they got a mask the flavor of their soft serve the flavor.

Eric Watkins:

The flavor is good. It's just

Jeff Winters:

the marketing of the blizzard and the concrete is really great. It's not impressive. It's the marketing is incredible. But the thing is just hard cold. You can flip it upside down. That's what I'm saying. That's like the stupidity of it. You just hold it upside down. You know how easy every by the way, go home. Get a pint of ice cream, put in your freezer, hold it upside down and ain't going anywhere.

Eric Watkins:

Oh my god. Well, that's because it's frozen. Exactly. So

Jeff Winters:

it's cold. I got this physics issue.

Eric Watkins:

No, it's crammed with stuff.

Jeff Winters:

That's insanity. You know that right? As you're saying it you know it sounds dumb. Go put it I'll do it at home. I'll do an experiment. I sent out a video. Ice cream is cold.

Eric Watkins:

I actually would like to I'd like you to scoop ice cream into a cup. And I want you to hold it up. But yeah, I don't think it will. It's crammed in there. There's a lot ice cream in there

Jeff Winters:

after the last episode where I was wrong about the accident rate that driving slow I'm very cautious to say with any level of

Eric Watkins:

deserted dinner don't stop eating. Don't Yeah, don't stop

Scott Scully:

worrying. That's playoffs parties and stuff like the wings are gone and but the chili is just coming out. Oh yeah. And then like the seven someone just showed

Jeff Winters:

up you're like chili. You can't eat chili in somebody else's house. That's and

Scott Scully:

then someone shows up with the seven layer dip.

Eric Watkins:

That's no don't even let the loose meat sandwiches

Scott Scully:

oh the cheese has been out for a while you feel bad and you know it's gonna go bad if you don't have crackers and

Eric Watkins:

cheese if I have food on my plate I gotta eat it that's my issue. I'm out to dinner like I gotta finish wetty

Jeff Winters:

salami that's what I like. Like it's been six hours it's out give me some sweaty so

Scott Scully:

I I blame my grandpa he used to there used to be a huge burger. It was the jack of diamonds burger. It was in clear like I wouldn't he would give me 50 cents if I could finish it. used to like pay me to finish my food. I blame I blame him for a lot of things. All right, awesome stuff. We love being with you. Give us your feedback. Continue to do that so we can make this a better resource for you. Good luck in your journey. Let's grow. Let's

Eric Watkins:

grow let's grow. More of the Groeschel will soon be here. No need to fear more of the

People on this episode

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Eric Watkins

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Jeff Winters

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Scott Scully

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