The Grow Show: Business Growth Stories from the Frontlines

Mindset Matters

• Scott Scully, Jeff Winters, Eric Watkins • Season 2 • Episode 50

Share episode

Send us a text

In a world where economic uncertainties and unprecedented challenges like pandemics test our resolve, this episode dives into the mindset needed to achieve the seemingly impossible. Drawing inspiration from visionaries like Steve Jobs, who transformed the concept of carrying music in our palms into reality, it underscores the importance of unwavering belief in one’s goals, irrespective of skepticism from data or doubters. The narrative highlights the benefits of having a team full of believers, pushing beyond conventional limits to attain ambitious growth goals. 

Thanks for listening!

Unknown:

is

Scott Scully:

nothing to stop me. Welcome gross show ins back to the number one resource on the planet to get yourself to 50 million plus, my name is Scott Sculley. I'm here with my partners in growth. Eric Watkins and Jeff winters. And we are bringing the heat today couldn't be more fired up. And as Eric would say, let's let it rip.

Eric Watkins:

Let's let it rip, baby. Let it rip. Jeff,

Scott Scully:

how's the LinkedIn? Landscape looking?

Eric Watkins:

The pasture. The sound effects are back

Jeff Winters:

so hard last week, they're probably in now I haven't listened to last week yet. I know it just came up. But oh, look at that will overflow like that. But they're put in

Eric Watkins:

afterwards. He didn't get to do them last week. He's making up for lost time. Got a really

Jeff Winters:

nice comment email from a listener. And just like, loves the different segments. That feels good. Yeah. It's a good, it's a good vibe. It's a different vibe. And this segment is specific for our loyal listeners. You know it for our new listeners. I'm going through LinkedIn. We're just looking for stuff that's right and stuff that's not and we're making sure that it's, you know, a little more decipherable for all you out there. All right, first from Ronnie, see, I'm just not saying his love Ronnie's last name. Because the then habit, heartache. negative comments in your ads. And I'm going to add parenthetically in your posts are a good sign. It means you got their attention.

Eric Watkins:

Truth. I would agree with that as well. Right? If everybody agrees with what you're saying, you're just kind of doing the status quo of what the general population is say. You're just regurgitating what you're hearing. People aren't disagreeing. I don't think it's original.

Scott Scully:

I'm slow today. What you're saying if someone has a negative comment on your post on your post,

Jeff Winters:

or you're sorry, well, he said ads on LinkedIn, you know, they have ads, and then you can comment on the ads. Okay. And I think people are looking for like roses and flowers. And this is a great free white paper. But like, sometimes people are like, you suck. Let's this. Yeah. This is a LinkedIn comment on LinkedIn ads.

Scott Scully:

Yeah, I mean, you're gonna always have the competition. That's gonna disagree with you. Yeah, I agree that it got attention to where you're all that's a truth.

Jeff Winters:

This comes from a former employee, Dave Brashears, who's thoughtful and smart on the topic of sales. And this just hit home because we just did this. And it really worked. How you allocate sales territories, to reps and STRS, based on geography, industry, vertical market segment, or product use case and in what quantities may be seriously impeding your pipeline generation efforts. Some people are better at selling certain industries, in certain geographies. The person that can cold call or sell in Nashville might not be as good at selling in New York, this is this is something where you could move the trees around a little bit. Since this is good, this is second level type insights.

Eric Watkins:

Yeah, I agree. And with changes like this, you don't have to get any better work any harder. It just naturally happens. Yeah, like taking advantage of these as much as you can, I think is a huge deal for your business.

Scott Scully:

I've always been a big believer and you know, there's riches in the niches. And when you're living in an arena, whether it be in an industry or in a territory, you're just gonna get better at prospecting or selling it forever. We had to figure out who to send to the middle of New York City. Right because it's just a different prospect and a different buying cycle. And you gotta have the right personality matchup. I love this and that he said, he's, he's smart. He's smart, different sales process perspective,

Eric Watkins:

right? In think about, you know, the people might be in a similar situation to where we were in where we lost a couple of reps, right? And we're, you're sitting there trying to figure it out. Well, how do you make the quota add up? without adding any new reps, we ended up in a spot where we're selling way more repetitions if we were the month before, simply just by doing this? Yep.

Jeff Winters:

Truth. Truth Truth. I'm going to get hate on this one. People are going to hate from us. No, because what I'm about To save most people at work, think is a truth and it is not. And people don't like this, this is people get resistant, you should leave

Eric Watkins:

your car running, you should the whole day,

Jeff Winters:

I did leave my car running yesterday, which is horribly embarrassing. From Anessa spicy Sunday, I think this is a lie. And I think this gets businesses in trouble. I am getting really tired of seeing people who haven't been in the day to day trenches, like doing the job in like five or 10 years, telling others and teaching others how to do the job. If this is you know that most of us in the space that are still like practitioners see through you. It's glaring. So here's why I think this is a lie. And I've seen this a lot in this last year. There is a beauty to detachment, you being detached. And not being in the trenches, gives you a perch to give advice. And I'm sorry, people in the trenches. I'm sorry, frontline leaders. This gets people in trouble because the detachment is beauty. You can just see shit that I'll let Scott go from here. But there is a beauty in the detachment.

Scott Scully:

What does that mean?

Jeff Winters:

I just feel like you've had some really, as you've gotten a little more detached and not been as in the day to day, you see things that I don't see. And that frontline people don't see and can't see.

Scott Scully:

Yeah, look, there's a reason that deer stands exist, right? Get your way up and way out so that you can see your target make it easier to you 100 Get your prey. Oh, yeah. I wouldn't. Not no offense to all you deer hunters. But that's the most boring shit I've ever done in my Have you ever done it? And you've literally sit there for four hours freezing your balls off and tell you and then never see anything? And then you do it like? Yeah. Sorry, stray. Yeah, this one, if the further away I get the easier it is to see a process falling down or a person that shouldn't be in a job or? Yeah. That's why you looked at me, isn't it? Yeah, there's beauty and detachment guilty of being a little more detached and having a little more advice people hate but the person that that is not doing it every day, I feel like has a different window in. That's valuable. I

Eric Watkins:

agree. I would say the the middle ground though, would be the person who's removed that also pops in the trenches for a little bit. To get a view and perspective and to get insights from people because then that's that's where the magic has got to go. See ya go see ya. Go see 100%

Scott Scully:

Yeah, we got a little episode called Get your ass back in your business that kind of dives into that. Yep. Sometimes you got to get back in the weeds and throw elbows and do the work to see if what you were seeing this is accurate. For sure.

Jeff Winters:

Yeah, bonus lie on the deer hunting. Not to digress but like, you go. How was how was your deer hunting day? It was amazing. How many deer just see not

Scott Scully:

how was it going raising because they're wasted. Which is a whole nother problem.

Eric Watkins:

I don't even think some of them are I think so. I'm just love. Would you sit in that stand, read

Jeff Winters:

a book and sat in the cold and foreign ideas? Maybe I don't

Scott Scully:

I think that the deer hunters are listening and said we're gonna lose some viewers saying you guys are idiots like I'm away from everyone in a stand. I don't have to listen to anyone. I see what they're thinking I take it back down with the same reason why the your neighbor's out. mowing his yard three times a week.

Eric Watkins:

Would you rather golf?

Jeff Winters:

I'd rather do any first of all the mowing your yard to be away from your family thing. That's six one. I don't I don't want to mow the yard to be like you're

Scott Scully:

you're picking another Yeah, I

Jeff Winters:

got something else. All right, back to you.

Scott Scully:

Okay. There is there's a there's a state of mind that you need to be in to break down barriers and do things that others thought were once not possible. We've we've gone through different stages of this recent really where there's a certain economic climate that we're all in, or we just went through a horrible pandemic, right, or we're growing our business, and we're striving for bigger growth numbers than we've had higher retention rates, bigger sales numbers. And you all that are listening, know what I'm talking about. If you want to do something that's never been done before, you have probably been surrounded by people that query the data and show you why increasing closed rates by seven and a half percent are completely unreasonable or growing your business by 37%. This year, when you've only done 11 or 12. In your history, it's completely unreasonable, or making your product do something that nobody's ever done. Steve Jobs a perfect example. And in saying that, you know, he wants people to be able to carry music around in the palm of their hands, right? And people are like, you're just frickin crazy. There's something to this, though. Because if you, if you even if you're not saying what's in your head out loud, if you if you have any thought that it won't happen, it won't. Like even if you're not taking that negative energy out of your head and, and telling it to anybody, you still have it in your head. Like if if we're in the middle of a pandemic, and we're thinking that it's unreasonable to hit sales numbers because the world is locked down. Versus this is the time people should buy our service so that they're ready when the pandemic clears, you're in trouble. And that this is hard. Because if you've got a growth number, and there's any part of your brain that thinks that maybe it's unreasonable, or you won't hit it, you absolutely won't. So you've got to do whatever the hell it takes to get it out of your brain. And be in this reality of this is what's going to happen, we can do it. And then more importantly, you got to surround yourself with people that feel that way. And if there's anyone that is on your team, that doesn't think that that sales goal can happen, or your product development piece will come to fruition, then you're screwed. And you're gonna have to get them out of the way. And, and as you become a certain size business, as a leader, this is one of the most important things. Like you're going to ask for unrealistic things where there is literally no data or no history, or proof that you can make that happen. And you're going to have to lead people through that and believe in that, and get the people out of the way that aren't along for the ride. That's, that's my 5050 for that. What do you what do you guys think?

Jeff Winters:

So, you know, you talked about this, and I'll expand on the story. So it's, it's Steve Jobs is famous for what people called his reality distortion field. He just, he felt, and I didn't know him, but Dugan, learning and trying to understand more about someone who's probably one of the greatest leaders in human history, what you find is that he just thought that given work ethic and attitude and belief that way more of life was malleable than others. And the story that we talked about in in pre production was when he was trying to get the mouse to go in multiple, like all four directions or something. And somebody who reported to somebody who reported to him said it couldn't be done. They fired him, like on the spot. And that guy probably was not a dummy. That guy probably didn't get paid zero, like I probably went to a good college and they fired like that. That is how, and then they hired a guy and the guys first words were I can build the mouse. And if if Steve Jobs does it that way, then, you know, what does that mean for you and your business?

Scott Scully:

I feel like we've had time periods where we wanted to do something and there was no data to suggest that we could and sometimes there were people in the way that absolutely beyond a shadow of a doubt did not believe that, that we could hit those numbers are do those things. And it, it took pushing that person or those people to the side to actually have reality there.

Eric Watkins:

I feel like the cheat code here is like to me, I'm a logical person. So this isn't, this isn't always easy for me, I look at it, I like numbers, I look at the numbers. But I think you just take the numbers and you create the story. So okay, we need to be 50% Better than we ever were before. And we're at 16% now. But if we got 34% better in this specific area, that's all we need to do. We're there, or break it down into smaller goals. And I think that can help you get people bought into the message more than just being like, Yep, we got to hit this standard that we haven't hit before. And I know it's difficult, but you guys got it. And I believe it's easy, we can make it happen. I think when you break it down into that it makes it even easier to believe that

Jeff Winters:

this some you said to me, Eric, last year when I wasn't, you know, we talked about when we're not doing so well on the show, like I wouldn't hit my goals last year. And you're like how somebody could do it. Like, you know what? I mean? So he's like, it's not you right now, but somebody could do it. So like, Why? Why have I gotten you, he's like, because somebody could come in here and do this. Like it's not impossible. And I feel like it's different to say it can be done versus somebody could do it. Because I thought about that every day, all yours, like somebody could do it, I'm just missing something. And then we corrected it, but somebody could have done.

Scott Scully:

And we may or may not have had some obstacles in the way where we were hitting one number and now hitting another number in a couple of departments. Right? It's just we're not sitting here talking about these topics all the time, because we are always getting it right. Right, like we're bringing these things up. Because when we do they work and when we don't we get punched in the face. And that's when you have your reminder and you try to not do it again. But you are you're out there listening and there's something going on you you are elevating your service, or you're striving for a growth number, or you're retaining clients at a different level or expecting a different customer satisfaction rate. And maybe the data doesn't, doesn't exist to suggest that you'll do it. So like Eric says, Go run the numbers and put your strategy in place. And then if the numbers don't exist, which also happens sometimes, then it's just they just got to believe with you. And they got to care so much about what it would look like if you were there, that everyone is swinging the elbows as a team to make sure that you get there. It's always possible. Yep. It is always possible. So all right. We are headed to mining for growth school, we got to there.

Eric Watkins:

You gotta let it breathe. Oh, one more. See, I'm not used to it. We cut it out last week. Quick, quick story on the last section. I remember when I was first a partner success manager managing accounts managing people, my first three months in the position, you know, I had all these cancels, and my mind would just go to Well, that was sold with the wrong expectations, or they shouldn't have canceled or that was the account manager before me. Then all of a sudden one day I woke up and I was like, Is any of that making me any better? Or any of those thoughts does serving me in any way? Like there? Can it? Does it change anything? No. Like maybe it helps my ego feel better? Because I can justify it. But that's where I came up with. I was like somebody wouldn't have lost that client. And then it keeps you focused on it's like the North Star. Yeah. To like, continue to beat yourself up and get better and better and better. beat yourself up in a good way. All right. Anyway, mining for growth gold today. So we've we've talked in alluded to this in the past, and in some things I feel like, I skip over because they're so ingrained in our culture. But when I take myself outside of it at other businesses where you're doing prospecting, it may not be so common, it may not be something that you're really looking at, but 35 to 40% of all the appointments we set our people that either told us no or not right now, what we would call our nurture leads 35 to 40%. So if you think about that, if we're closing 500,000 in recurring sales for our sales team, 250 200 to 250 of those told us no or not right now at one point in time. And I think people make two mistakes. You have the first group where people just give up on them altogether. Oh, they have a company that They're working with not a fit, put them to the side, never call them again, never email them again, some clients even go out on their first meeting or have their first presentation or discovery meeting and find that out. And then they never do any sort of follow up. So you're missing out on half your sales right there. Second mistake is I think they push them out too long. I think people underestimate how much change happens in business. And the timeframe we use is 90 days. And even in some periods, depending on what how the no interest how the no interest or not right now call went will even follow up sooner than that. So what I would say is a, you absolutely have to follow up, even if they're not interested, whether that's in the sales process, or in the process of trying to get to an appointment. And then B, you need to set a maximum of 90 days, I don't care if the person told you if unless they said do not ever meet ever call me again. That's probably where you spend that one, because you got to honor that and that call them again. But if they just say no, I'm not interested at all, I have a company, I'm calling that person back in 90 days, because so many things change. And that person may not even be at that company anymore. That's the that's the tip. That's it. Keep that timeframe, 90 days, don't go outside of that stay within it.

Scott Scully:

I mean, I love it. I love nurture. We've talked about this a lot. I feel like our product, when we come into a marketplace isn't looked at enough as a tool where you are building relationships over time with the only companies that matter. And one day when somebody comes into the sales cycle, whether they're, I don't know, using a managed service provider for the first time or they don't like the service of their existing one and want to switch they're going out for you know, proposal review. You'll be the one that's that's there. And the clients that are with us for the long haul. They eventually end up seeing that, you know, that sale where we had 72 contacts over three years of in a variety of ways, calls emails, voicemails, things like that, like how can it not work

Eric Watkins:

becomes too big to fail, like your pipeline actually becomes too big to fail if you continuously follow up until they're ready.

Jeff Winters:

It doesn't work. While most people's nurture suck. You know what most people's nurturers are, it's like an email once a quarter about like your family trip. And I just wanted to or like some white paper once a quarter that's going to 90% Spam. That is lazy. You can do that too. But that is lazy. They go people get off this podcast go they go to their head of marketing. We gotta get that nurture going, Oh, I got the nurture. send out an email once a newsletter. That is not nurturing that is lazy. Call the people. That's what you got to do. You do the other stuff, too. That isn't as great. All right. You got a call, pick up

Eric Watkins:

the phone call the people call people.

Scott Scully:

There's so put off by the no up front. And they should be okay. If someone says no, as long as it's a qualified company like Ericsson then that's part of your net worth going forward. And maybe you never sell them. But then they're out on a Saturday and someone's looking for a new commercial cleaning company. And even though they don't need it, they tell their buddy hey, this person has been calling me they've been great. We don't do business with them. But they've been very pleasant. They've been following up for a couple of years. Give them a try.

Eric Watkins:

Shout out ADP hooked us up with some crumble cookies. God's got to open the FedEx letter got the crumble cookies. They're just we don't need ADP right now. We're probably not buying from them. Maybe we don't ever buy from them. I don't know. But it's got to be like someone's mentioned something about ADP. And he's like, they sent me a box of crumbled cookies. Like I know like that could come out in conversation easily.

Jeff Winters:

Yeah, that's not lazy. That's not lazy cast smart. Cassie

Scott Scully:

almost runs into the room when Eric and I are talking and there's a FedEx envelope and crumble cookies. She's like, I didn't know if this there was a check in here something that looks important. And kudos to her it could have been like, here you go and we open it up. You know ADP, FedEx has me a letter about CNR ad for a payroll position. And since that crumbled cookies at which are really good, thank you. And you're right, if someone was looking for payroll services, even though maybe we like we've just have a decent enough size Counting department we prefer to do that internally. But does that does not mean that they don't have incredible services. And if I run into somebody that's looking for it, I probably do say, You know what? My crumble cookie says you should call ADP.

Jeff Winters:

They're working that hard to get you imagine how hard they'll work to keep? Yeah.

Scott Scully:

Good example. Awesome. So, Jeff, what do we hear from sales? From sales? very

Jeff Winters:

tactical, very specific. But a tactic that is so tried and true and works incredibly well. So Eric, I'm gonna put you on the spot. So I am at the New Balance store. Four days ago. I'm cool. I like New Balance shoe. That's a cool shoe.

Eric Watkins:

Do you wear I've never seen you in a pair of new balances.

Jeff Winters:

Neither here nor there. I wear to work out exercise. Yeah. Right. And I'm doing I'm doing p90x Three. Shout out. Tony Horton. Shout out p90x Three. Shout out to all you all are doing it on your TV. It's awful, but it's great. And I go to the New Balance store. And I'm looking at these shoes, and there's one shoe that's$220. And there's one shoe it's$120. And I go I'm doing p90x Obviously. Because I'm shredded. After four weeks of doing it. Not really, at all. And I go What should I buy? Which one of these shoes? What's motor? Most salespeople say you got $225 shoe and $125 What do most salespeople

Eric Watkins:

say to 25? Buy

Jeff Winters:

the expensive one? Yeah. He said, Man, I gotta be honest with you. I buy that one. What would I not let would I let that guy babysit my kids for the week is the most trustworthy person I've ever met in my life now because down sold me $100 Oh, Scott's got a different opinion. I'm so excited. He's like, dude, buy new belts? I do. Yeah. Oh, no. But like on the sales tactic. I'm so now I trust this guy. Because I know in my head and in my heart. I'm like this guy does and he's not in for himself. He actually is an expert. He's like, it just it's wobbly in the ankle and all this stuff. Don't do it. I'm like, whatever you want a guy. I tried to hire this guy. Shout out. I tried to hire this guy to work here. I will never buy a shoe without consult if I can. And so here's the lesson. Look for an opportunity to do this. In your sales call. We had a call yesterday. The guy goes, Look, we just hired another vendor. Should we run you to side by side in the small city? Easy for me to say yes. I said, Nope. Don't do it. Why not? I said because it's just not good for you. We'll run into each other. We have to coordinate. It's not good. It's a small town. Don't do it. He's like, Okay, what if I chose a big city to run you in? Bang? Bang. This happens all the time. And I never get that question. If I don't say no. And he just said, I love your energy, I look look for the opportunity to do something not in your self interest, it will pay dividends that is the less

Eric Watkins:

like that.

Scott Scully:

I believe in wholeheartedly, I didn't mean to poopoo on your new balanced, I'm just thinking about the $220 new belt shoe that's like your feet are on the clouds. That's

Jeff Winters:

what it is. It's what it is. It's so cushioning,

Scott Scully:

which I'm at but I'm thinking about running. When I did run longer distances, I went with that shoe. And they're, you know, you're just so much pounding and so much distance that shoe was amazing. But I love that. I love that. And so and in combination, almost a takeaway, right? Sec, you're not trying to sell me something or you're not trying to sell me more. And then I trust you and then I'm probably spend more. Right?

Eric Watkins:

I think it goes to it. This trails over to the account management side to have, you know, when we ask clients, you know, on a scale of one to five, how are you feeling about the long term of this partnership? They're like, really, you know, I'm feeling like a four. Honestly, if I were you, I wouldn't be a four right now. There you go. Like I would be a two and here's why. But here's what we're gonna do about it to move it forward. Like it's, it's that like, just being honest, extremely transparent to the process. Like

Scott Scully:

really, if it was going exactly the way that it's going right now we would do business for over one oh, maybe not. So I thought

Jeff Winters:

that's fine people that are generally skeptical and mistrusting by nature, they will tell you people say that I'm very skeptical by nature. I don't trust people easily. And then shock them with telling them to do something that is not in your self interest. And watch how quickly they start asking your opinion. That too in the weeds knows good.

Eric Watkins:

That's good stuff.

Jeff Winters:

Shout Out New Balance Sheet A

Scott Scully:

new, new new sponsor,

Eric Watkins:

new sponsors future sponsor. No free sponsors.

Scott Scully:

It is a great, great shoe for sure. All right, we're going to Eric's favorite section maybe nobody answers by the way and then a nice message from you know, he he said this wasn't his favorite section at the end. It

Eric Watkins:

was Oh no, he liked I thought he liked the banter.

Scott Scully:

He loves the banter, but he was clearing it up that he said to be clear, I did not say that to do or not to do was my favorite section was walking around my neighborhood laughing out loud, but I did not say it was my favorite section.

Eric Watkins:

Oh, yeah, he correct. Okay, he did correct us, but he liked to. I think sometimes, it might be his favorite. Sometimes

Scott Scully:

you gotta knock air Damn, he's like, got this enormous head about computer or not to do like, it's the only part of the podcast that anyone should listen to

Eric Watkins:

this one. I'm gonna need you guys to imagine a little bit on this one. Because I'm not sure if it applies because your house is maybe too big but me and my, in my small house compacted with next to a bunch of different houses. There's this thing that goes on in the morning, right? I'm on the main road. So when I come out of my driveway, when I'm backing out of my driveway, there's a car typically coming around the turn. And it's sort of this feel of like, should I reverse out I know I could get ahead of this person before I do it because the road it's not easy to turn on to so you know, I gotta make the decision. Do I wait, you know, 15 seconds for this guy to come around and let him go just to be polite or like I could probably get out but he may have to put on his brakes a little bit to go. You know, well, you had you didn't have a choice because you were backed up to a man. You'd be in a car accident if you did. Jeb, I think your house is maybe a little too spread out. But is that route like I feel like I'm not that my job is more important than their job, but I just feel like I gotta get there a little quicker than what they're doing today than taking their kids to elementary school or whatever. Is that wrong?

Scott Scully:

I mean, I look they didn't have to slam on their brakes. Yeah, they're not slamming Oh, no. Are you they see you back and out. They have to slow down a little bit. Some people

Eric Watkins:

are so overly polite it makes me sensitive about it like some people will wait for like a day that you're cleared and you already made the turn on the road and then they're backing up

Scott Scully:

I think you're backing out of it

Eric Watkins:

you think I'm fine? Yeah, I'm fine.

Jeff Winters:

This some small city shit right here that's what this is. That's we got it we've come down with the case of small city itis because let me tell you some we're there's a direct correlation with how people feel about this and how big your city is. Because in Miami, they wait and slam on the brakes too much. I want you to touch the bumper in Columbia, Illinois. Wait and O'Fallon whatever

Scott Scully:

you get. In Jeff's neighborhood you can't see a car for like a mile

Eric Watkins:

you get lay into play and in between cars leaving the neighborhood they have

Scott Scully:

to get past the helicopter pad

Jeff Winters:

and the gate and the guards but I'm telling you I don't operate that way.

Eric Watkins:

I don't I'm not offended when someone does it to me.

Jeff Winters:

That's the rule. No double standard.

Scott Scully:

Yeah, when I'm when I'm on 40 or 44. And I'm going to eye speed and someone like pops right in front of me. You know what I you know what I say? I'm not saying fu I'm like nice move right? When I'm driving I'm like I would have done that. I had a little opening nice nice should have left the space Nice. Nice. I gotta give it to you space

Jeff Winters:

there. I feel no road rage ever. I that is not an emotion that I when somebody tail.

Eric Watkins:

We talked up and

Scott Scully:

have road rage when you're going 42 miles. Yeah. In the far right

Eric Watkins:

lane. And we showed you with statistics that that is

Scott Scully:

you have a higher likelihood of dying than we do.

Jeff Winters:

I feel no road rage.

Eric Watkins:

I don't like getting tailgated. That's my thing. We talked about it. Scott, what did you do that?

Scott Scully:

Tailgate Did you tap on the brakes? A

Eric Watkins:

tap on the give them a little scare him down a back road in Iowa?

Jeff Winters:

Can I just say one thing totally off topic and then we can jump? Yes. I've had this dog. Anybody following the show? I got a dog. I swear on my life. I'm a week and we're $450 in the vet bills. One week at this pace. I'm gonna spend 1,000,002 on this doc, this is

Scott Scully:

your fault. For that's a difference. How

Jeff Winters:

is that possible? Yeah. All right.

Scott Scully:

We all knew it was. We all knew it was coming your way. We knew that you would be millions into this dark we knew it. Talk

Eric Watkins:

makes more than

Jeff Winters:

that insurance today.

Eric Watkins:

I just did your

Jeff Winters:

other $50 we can get out of here I just wanted everyone to know No,

Eric Watkins:

no no you have life insurance in case the hawk guard doesn't work

Jeff Winters:

shout out Hawk guard. Shout out to the hawk guard come get my try to come get my puppy.

Scott Scully:

If you're out there and you own a vet hospital we will post Jeff's number he's

Eric Watkins:

future sponsor. Yes, for sure. Thank

Scott Scully:

you for listening. As always keep the comments and suggestions coming. If you need help with your growth, and we can be there for you, we would love to partner otherwise we just love being in the conversation. We hope we're helpful. Let's grow

Eric Watkins:

let's grow let's grow let it rip rip

Unknown:

the Grow show was sponsored by creative sweets big agency flavor bite size price

People on this episode

Head Shot

Eric Watkins

Co-host
Head Shot

Jeff Winters

Co-host
Head Shot

Scott Scully

Co-host