The Grow Show: Business Growth Stories from the Frontlines

How to Leverage Acqui-Hires and Joint Ventures

• Scott Scully, Jeff Winters, Eric Watkins • Season 2 • Episode 59

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This episode delivers powerful non-organic growth tactics to enhance your business. We’ll show you how to use acqui-hires to integrate talented teams from smaller companies, driving growth instantly. You'll also discover how to leverage joint ventures and strategic partnerships as a 'try before you buy' method, ensuring trust and synergy before a full acquisition. Gain the knowledge to execute these strategies for impactful business expansion.

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Thanks for listening!

Unknown:

All these years, but I'm still here.

Eric Watkins:

Welcome back to the bro show. I'm here live in St Louis. It's nice to see you face to face. You're still ugly, but to be across from you instead of across the screen is a little better. Thank you. You're welcome.

Jeff Winters:

For those who don't listen chronologically or missed last week, first of all, shame on you. It's a gem. Go back. Eric was in Kansas City opening our new office, determining whether or not he was going to move his family there. I think it's a TBD. TBD, yeah. But now we're back in studio, and better than ever, Kansas

Eric Watkins:

City is like if St Louis took a shower, that was the quote of the week. I didn't like it. You didn't even laugh at last week. I

Jeff Winters:

don't like it. Now you don't like it. I

Eric Watkins:

think that's funny. I don't think it's true, but it's funny. No, why? What does that hurt your feelings so much? It

Jeff Winters:

doesn't hurt my feelings.

Eric Watkins:

I just St Louis, not a pride. We don't take showers. That's grittier. That's

Jeff Winters:

not what that meant that, man, I take a lot of pride in our hometown of St Louis, Missouri, and the surrounding area,

Eric Watkins:

and the surrounding areas, and specifically the Metro East,

Jeff Winters:

everywhere. Yeah, you got the radius.

Eric Watkins:

You do make fun of O'Fallon a lot.

Jeff Winters:

I do not. It's outrageous. It's erroneous,

Eric Watkins:

erroneous, false on all accounts, I

Jeff Winters:

love everybody in the St Louis metro. I love everybody every I'm a but everybody loves everybody, yeah, way to take a stand specifically St Louis, St

Eric Watkins:

Louis metro. Shout

Jeff Winters:

out to all okay, local listeners.

Eric Watkins:

All right. Well, I'm here with my partner in growth, Jeff winners. You know what he does. He's the sheriff on LinkedIn. He's combing the pastures. He's making sure we keep it above board. What do we got today? Hit us with something good. Make sure people do something different than what you normally do. Hit us with something good, keeping

Jeff Winters:

it above board,

Eric Watkins:

separating truth from life. Make it different than usual. Make it

Jeff Winters:

good from fiction. I've now gotten to the point where I can interpret people's tone on LinkedIn pure, purely by the writing in the context, like they're reading aloud to you. And I'm going to demonstrate that in our first truth, which I suspect to be very sarcastic. That's why it's true. Elizabeth Rosenberg says, sarcastically, I love how often people text to tell me they saw my post on LinkedIn and want to talk about it, but don't comment or like it. This is the worst. That

Eric Watkins:

is the worst. Why? What's the root of that? They don't want people to know that they like it.

Jeff Winters:

Don't you get this? I mean, not like, we're LinkedIn celebrities, but yeah, if I have a LinkedIn post which I crane over and it gets eight likes, oh my gosh. I really thought that was good, and then I have 12 people like, oh regent, LinkedIn post thought it was good. It's like, like

Eric Watkins:

it, like it. Comment, get some action going. Tell the world. Tell the world. That's vanity on your part, though, man, it's about the impact of the and it had impact. Why are you worried about the likes? Well, I'll

Jeff Winters:

tell you why. Because if you don't get the likes, you don't get the impact. Like the algorithm loves love, loves love. Everybody

Eric Watkins:

loves everybody. Everybody loves, specifically in the St Louis metro, specifically

Jeff Winters:

in the St Louis metro, and also specifically on LinkedIn, where love begets love. You get 1000 likes. You get in the algorithm, which I get, and then people, more people get to see it. So, so, so rule like, don't text me if you like it and not like it online. Show your face,

Eric Watkins:

show your face. Show your face. Truth, semi truth, hot

Jeff Winters:

take. This is from Eli bash. Don't use a picture taken at your sister's wedding that has a flower arrangement in the background for your LinkedIn profile pic. You don't have to show your entire family and your profile picture. Write something about being a family person in your headline. I'll believe you don't use a picture of you and your friends hanging out with you cropped out, but your friend's hair still in the picture.

Eric Watkins:

I personally don't care of what your picture is. Oh, come on, yeah, I could see you should probably have a professional, somewhat picture. I really don't care, though. I'm trying to, I'm trying to care. I don't care. I care you care. I can just have a picture. How about all the people that don't have a picture? Why don't we fix that first?

Jeff Winters:

It's fine. But what was

Eric Watkins:

the website? Was it? Was it MySpace, where you had an egg? You were an egg, or was that Twitter? No, it was Twitter. Maybe it was Twitter. You're an egg. Before you have a picture. They should do that on LinkedIn, you should be an egg. If you don't have a photo there,

Jeff Winters:

you need to have a photo. And I'm not saying the photo needs to be professional. I. But if I can't, like, don't give me pota with four people in it. What's a pota? A Podo with four it's a silent age. Don't give me a photo with five people in it. It's your LinkedIn. You and like, people send me connection requests and there's a little icon. There's eight people in the picture. I don't know which one of you even why does it matter? Why doesn't matter what they look like, but they did have fun at Gretchen's wedding, yeah, I don't care. Save that for somebody else.

Eric Watkins:

Lie is a lie,

Jeff Winters:

and now for the real lie.

Eric Watkins:

Did you, by the way, did you fit that post in about mancala and see how many likes it got? Once

Jeff Winters:

again, Eric reflecting on past podcasts we talked about the game man Kala, which I thought was fictionalized, but

Eric Watkins:

1000s, 1000s of likes. There was a post on

Jeff Winters:

LinkedIn about this game randomly. Eric tags me. I go to it. I'm thinking it's gonna be some obscure post liked by no one. And there's every person in the history of humanity, His most

Eric Watkins:

popular post I've ever seen. I know it's crazy. People love it. Game. People love it. Not

Jeff Winters:

going to play it, but all right now to the lie, and it comes from Brian. He says the state of the economy is poor. Parentheses at best. If you're currently an employee, there are a few things you should know and some actions you should take. One of those says, offer to reduce your salary while business is slow,

Eric Watkins:

what's Brian's role?

Jeff Winters:

He is a co founder. You should, this is a lie. You should not offer to reduce your salary. No,

Eric Watkins:

no, you should not come on, and you shouldn't ask people to as the co founder of whatever.

Jeff Winters:

It's a lie, and it's a bad it's a bad look like, Hey, I own a company. And when things are bad, there are a few things I recommend. First, reduce your salary.

Eric Watkins:

Yeah, you reduce your salary. You reduce your salary, right? I will say, if you're like, covid, unprecedented time so you lose X percentage of business if there's like a, Hey, I'm not taking a any money for X amount of time for us to keep this thing going. We could either lay 20 people off, or everybody could take a 5% cut that is different. I think that's like, but just because the economy isn't great, reducing your salary, that's terrible advice. I'm

Jeff Winters:

gonna go redea. You know what? You know what I think, boss, I would love to just take a little less get out of here. Bad luck. Bad luck. Bad line. Bad it

Eric Watkins:

also doesn't even if you looked at it selfishly as a business, do you think the people who are reducing their salary are going to work harder and perform better and be more productive? No, it's bad all. It's bad for everybody.

Jeff Winters:

It's bad all the way around. Yeah, that's what I think. Yeah, woof,

Eric Watkins:

yes. That's terrible.

Jeff Winters:

I went one for three for you this, yeah,

Eric Watkins:

one for three, two for three, yeah, not surprised, but we'll keep working at it. We'll keep working you're keeping it safe. So 50 for 50 this week, it's yours, and this one's near and dear to your heart.

Jeff Winters:

It's me, right, right in my heart.

Eric Watkins:

Yeah, let's hear it. So

Jeff Winters:

in this section, 50 for 50, we're given 50 tips to get to 50 million in revenue. And most of the time we're talking about tactics, strategies, ideas, concepts to help you grow your business organically, whether it be in the HR area or sales or account management, you name it, we're helping you grow organically. But there's another way. There are many other ways. And this week's 50 for 50 is to constantly be on the lookout, even when you don't think you need to be constantly be on the lookout for ways to grow your business that are not organic. What I mean by that. So the obvious is acquisitions. But there might be listeners out there going, we're not, we're not going on some acquisition free and buying companies. So this section isn't for me and to you. I argue Hang on. Hang on, because there are lots of creative ways that you can add business, non organically, that aren't necessarily an out and out. We're going to pay you millions of dollars for your business, and I'm going to share a few of those first Acqui hire. So Aqua hire is a phrase popularized in recent decades whereby you if you're maybe a little bit smaller or even probably larger, if you really like what a company's doing, and they are not necessarily big enough or profitable enough, or whatever it is, to command an enormous amount of money, but like the. Built a nice little business, and you want them to be a part of your team. Basically, what you do is, is you just hire that group like you'd say, hey, you know, why don't you? Why don't we fold you guys in? And there's a lot of benefits there for you as a business, and there's a lot of we've done that, yeah there, and there's a lot of benefits for the person who started that business. Yeah, yeah. Maybe things aren't going as well as well as they would like, financially as an entrepreneur, and even though the business is performing okay, they are not financially doing as well as they'd like, Sure. So there's an there's a an appetite amongst more entrepreneurs than you might think to sort of let that entrepreneur, quote, unquote, save face, because it's an Acqui hire. So it's like, oh, we were acquired. And you hire those people, and maybe you pay a little more in salary, particularly to the entrepreneur, and feels like an acquisition, but you're not outlaying a ton of cash, and you could be grabbing a pretty significant amount of revenue. Yeah, that's one second. Joint ventures. Joint Ventures, what are you doing with other companies? Whether it be, whether it be the output, be Channel Sales, whether the outbeat put be some sort of strategic partnership to increase sales. What are you doing? And I particularly like the joint venture idea from a really strategic partner who you know in the space, who you call it a joint venture, and then it ultimately becomes an acquisition. It's sort of a try before you buy. Let's structure a partnership or a joint venture or a revenue share, work together and then ultimately potentially move to an acquisition. And the reason that this works so well is because so often in an acquisition, I don't care how you legislated it or litigated, it comes down to trust. There's a trust component, the customers are going to stay, or the customer account is going to grow, and you're going to have to see that over time, acquirer, because that's what you're paying for. Joint Venture strategic partnership. You get to see it. You get to really see it, feel it. What are the synergies going to be from a cost perspective? So those are just a couple of thoughts outside of pure play acquisition, which I think you should always be on the lookout for, meeting with, talking with people in the space of how you can grow your business beyond organic growth.

Eric Watkins:

Yeah, I love this. And obviously we had the acquisition here, and that was just a huge, huge stepping stone in our business, and just the maturity of taking things to the next level, I think there's, you know, for the for the person, the smaller entrepreneur who's or the entrepreneur who's running the smaller business, the Aqua hire strategy, you know what? What could be attracted a they may be in a spot where they're not even making enough money to pay themselves much, so just having a salary, and then also having a smaller piece of a bigger pie, right? And the the potential of where that could grow in that and then I think there's, there's, like, two things that that stand out to me of why you should start looking for this. The first one is, if you're, if you're having problems as a business, and you're constantly sitting in the room and no one has any good ideas, like, no new good ideas where you hear it and you're like, I think that's going to work. You kind of get stale. This keeps you from getting stale. Great opportunity of like, ding, ding, ding. We need to go look and see what's on the outside. And then my second thing would be, if in this is more of the strategic partnership, having good relationships with your clients and knowing where their money is going, specifically in adjacent services to your own. So if, for example, us doing sales development, one of the things that we saw was a lot of companies early on started pivoting marketing dollars to their website. And so we ended up doing that internally, because we had some expertise, but that would have been a great opportunity for us to have a strategic partner with someone who builds websites and does SEO, and then there's a reciprocal like, where could there be reciprocal relationships? And you're just expanding your sales with, you know, very little cost of sale or time, energy or effort. Don't

Jeff Winters:

think you have to be a huge company. You don't have to be Microsoft to make acquisitions. You don't. And you know, there were two, if you looked at the 15 year history of this business, an Acqui hire very early on and an acquisition later on, were two really important events in the timeline of this company getting to where it is. And we weren't big in the beginning. It was tiny, yep, and we were south of 50 million when we made the acquisition of or abstract made the acquisition of my company. Don't, don't assume that it's out of reach for you financially, because it may not be Yeah, it may not be good, 50

Eric Watkins:

for 50. Jeff, yeah, you redeemed yourself. You redeemed yourself. Thank

Jeff Winters:

you. Thank you. No, I appreciate it now as we flip the microphone back to where he likes it. Eric Watkins. Mining for growth.

Eric Watkins:

Oh, the new sound. He really upped his game. I gave him a lot. I got to shout it out if you're not listening to previous episode episodes, Brian got some trouble. He's been having a new sound, but it's been behind the scenes. You can't hear it in the headphones. That really gets me jacked up, though. Give it to me one more time, right? Let me hear that. Yeah.

Jeff Winters:

I mean, when I hear that, I think getting more

Eric Watkins:

sales, get more sales leads, nothing. I re up. I reload. I'm, you know, you constantly have to fill the pipeline. I think that's what he was talking about in that song. I'm not positive though. Let's,

Jeff Winters:

let's fact check that.

Eric Watkins:

Yeah, let's fact check. Note that. So for today, mining for growth gold, the whole concept of why we call this mining for growth gold, is it's my job as over the fulfillment of our business to go mine, to go see what we're doing as a business that's working to drive leads, and then share those tools, tips, tricks with our listeners every single week. But I'm not just mining in our mind. I'm in all the minds. I'm in the mines and the mines. And there was this one really interesting, unique strategy that worked on me. It is not something PSA that we're doing currently as a business, however, it is something we have been discussing and are in the the works of putting something together like this. But this, you know, it's not a new concept to get gifts right or to give gifts. You send a direct mail piece, or you drop a box of donuts off, or whatever. But this individual was prospecting to me and sent me a box of crumble cookies. And if you've never had crumble you've had crumble cookies. Is crumble cookies a national thing? I think so it is. Yeah, I think so? Yeah, there's a couple like it, but it's a really good cookie. It's really good. It's like 1000 calories of cookie, and it tastes like a cake was put onto a cookie. So, yeah, I ate all of them. No, I had dish them out, but I got this box, and then the sticker to open the box said, Hey, Eric, hope you enjoyed these cookies, hoping that it would be worth 15 minutes of your time to hear about our services. So open the package. I'm like, yeah, yeah. I don't, I don't really want to hear about the services. Open the package, handed out some cookies, you know. And you tell a couple people, it's like, yeah, this person just dropped off cookies randomly. And also, when cookies get delivered and they have my name on it, nobody's not going to give me that box, like that box is coming to me. Long story short, I set up a meeting because I got an email right after and said, Hey, hope you, hope you enjoyed those cookies. Was still hoping that you'd give me 15 minutes to hear about our services. And so I think it's unique in in this day and age. And I know people are trying this from time to time, but getting like, like, what it what is sales development at the end of the day, it's getting a message in front of the right person to pique their interest to hear more about it. And I think with email becoming tougher and tougher and more and more competition every single day, calling LinkedIn, etc. You have to find ways to break through the clutter, and I think you have to start getting creative. And I think direct mail, or messages, direct to the person where you know they're they're the decision maker in the company's fit is a really interesting strategy that we're going to start exploring further. I

Jeff Winters:

like direct mail. It's interesting, this company was founded by entrepreneurs whose first venture was almost entirely direct mail, right? So it's from whence we came. As you know, tactics are like styles. They go in, they go out, and I think we are headed back to a period. And there are plenty of companies who would say, Jeff, you're Nadia. We've been here for idiot, who've been here for three years. I don't think so. Whereby you are sending direct mail? People go. People aren't in the office. Yeah, well, they're getting mail somehow. Yeah, somebody's getting mail. It's either getting scanned to them, but it's happening. They're receiving mail in some way. It's not like the entire United States Postal Service. Stop sending me, stop delivering corporate email. It's great. And then the principal reciprocity applies with the cookies, especially for you that definitely knew their they knew their man. And then it's not about, I sent you some crumble cookies and I sat by the phone and waited. Yeah, it's about. I have a system. I have a process. There's a mechanism to follow up, because I gotta tell you I'm taking a meeting. Yeah, and I feel guilty, and you know, I'll give you another parallel to this is paying people to take meetings. I will pay you money if you take a meeting. We've tried this. I'm not saying we did an effective test, but I'm saying we did a week. Long, two week long test where we were gonna pay people $250 to meet with us. And I would say it was D in terms of an A to F scale. And so I think that's a psychological thing, where, instead of an if, then, if you do this, I will pay you 250 bucks a lot. Yeah, we couldn't get, couldn't get many bites. Do something in advance, send someone something, and let the principle of reciprocity, or as I like to call it, guilt.

Eric Watkins:

Yeah, guilt. And then people might say, well, the people are just showing up then because they feel guilty, yes. So have a plan in your strategy for how to address that at the beginning of your call, and have an effective call looking forward to it, calls coming up, calls coming up at 11 today. Stay tuned. Stay tuned. But yeah, we are. We have all the infrastructure and the know how to be able to do this. I can't wait to integrate a piece like this into our process, because especially you know when you talk about the fear in doing something like this is really expensive, and it's expensive to do a one off without knowing potentially the return. Yeah? So if you know the decision maker, like, when we go through our process, and we know the KDM, and we know the company size, I think this might be a little touch that pushes people over the edge.

Jeff Winters:

I do a lot of things because I feel guilty, yeah, but, and they don't all bend the way they start, you know, yeah. Like, think about certain family obligations, you know, I go because I feel guilty not going, but I still might have fun, right?

Eric Watkins:

It's not impossible, yeah, it's not impossible. I made it out to them to decide if I have fun or not, right? I'm

Jeff Winters:

capable of having fun. Did you create an environment where fun is there for me? No, but, like, you could start a conversation because you feel guilty and still buy some shit. I mean, that's possible.

Eric Watkins:

Create an environment, yeah, where I could have fun. That's right, that's a great way to look internally, take ownership, Extreme Ownership, okay, all right, so we have all these new sales leads, and we have a bunch of cookies going out the door. What are we gonna do with these leads? We're gonna is that coins or glass breaking? Dave and

Jeff Winters:

Busters, Dave and Busters, that's where we're at. Um, we're going to sell the Merrick and I'm going tactical here.

Eric Watkins:

Ryan's phones ringing right now, yeah, Bruce, Ryan, why are you setting an alarm? Boy, oh, boy,

Jeff Winters:

that sounds important. Um, hey, Ryan, you mind if I get back to it or Okay, all right, you let me know

Eric Watkins:

he comes in with the sound effects, but then the alarm goes off.

Jeff Winters:

Today, we're going to talk about the power of storytelling, the power of storytelling in your sales process. And my tip for everyone out there is you as a sales rep, need to have at least three to five positive customer stories memorized. Three to five positive customer stories memorized, bonus if they come with a question at the end that's thought provoking, and I'm going to share an example and unpack this a little more so. First of all, the why stories? Why does it matter? And I think it matters in three important ways. First is people learn differently, and I love stories. Stories resonate with me. I could give you any I can give you reams of data on why stories are more memorable than statements. But suffice it to say, depending on who you're talking to, stories gonna resonate more or less, and irrespective of that, like it breaks up the monotony of your sales call. Like telling a story, especially when someone is and this is the one reason why you do it bored. When someone is bored on a sales call, I could see it, and boom, I jump right into a story, and it re centers people. Second thing a story is great for is it gives you a way to brag. It's so hard to brag on a sales call without sounding salesy, like, if you say, Oh, this Chevy gets zero to 60 in 2.2 seconds versus, you know, gosh, I was, I was talking to a customer who bought this car, and it was awesome. They're big into, like, racing, like, off track racing, and they're just their speed person. That's who they are. And he called me the other day and said, Wow, this car gets up to 60, super fast. Like, those two things are completely different, but saying the same thing, it's a great way to brag, and then last it's an awesome way to stall telling a story is a great way to stall, or also maybe not quell the objection. You were actually asked if you substitute it with a story. So I'm gonna give you a story that we love our sales reps to use, because I think it speaks to our process, and I think it's got this question at the end, makes it a little gamey. So look for those first time listeners. What we do? We do a number of different things here, full service, growth company, but the one I'm going to the service will be referencing now is appointment setting. We do. We set sales appointments. Build sales pipelines for companies that are B to B. And so one of the stories we tell is. Yeah, and our process is elongated, right? We're gonna it's not a flash in the pan. We're gonna make some calls, we're gonna send some emails, and then, over time, it really works, because it builds on itself. That's the key. People aren't cold calling them and they're going, oh my gosh, I'm dying for a meeting. Like, you have to call them a time or two or three to see the value. And I think that this story really drives that home. So on our sales calls, we'll say something like, look, Eric, you know, I want to share a quick story so that illuminates the value of this part of our process. And we have a client Seattle, and we scheduled 303 appointments for them in five years, if we stopped after four calls, right? So if all we did was call prospects during those five years four times, how many of those 303 appointments do you think we would have set and then you wait and they go, I don't know, 105 100? And the answer is, 47 Since 47 and that's the importance of our process and following up. So, so that's that's great. That's the story. One of the stories we have our reps memorize. I recommend memorize three to five. Use them where you need them. That's my tip.

Eric Watkins:

I like it. If you think about it, we've been telling stories for 1000s of years. You know, it is built in I feel like it's built into our brains. I feel like we understand, like there's a reason that we've continued to tell stories, all religious books. What are they? Collections of stories? It's like it is built into us psychologically to understand concepts better when they are told through stories. Yes, so I, I 100% agree stories sell that's been around for a while, but having your stories memorized, I feel like is the key here. You need to know them so well, and you don't need 100 stories like you don't need 200 different stories. You need five stories that you know really well, that relate to the common concerns or problems that your customers are dealing with. I love it. Stories

Jeff Winters:

are memorable. I mean, data suggests stories are 22 times more memorable than facts. That's insane.

Eric Watkins:

22 times. 22 times. Yep, 22 times. Think about that. Why is that?

Jeff Winters:

I think the brain. I don't know. Science. Scientist, science,

Eric Watkins:

you experience it like, are you putting you're like, visualizing and putting yourself in the

Jeff Winters:

I mean, I know this. I remember a lot of the stories you tell. I don't remember much of the other shit. You say,

Eric Watkins:

look at him cracking the whip on me. Back to you, Eric, back to me. All right. Well, finally, we have made it, yes, we have, and we really outdid ourselves. So if you did not listen to last week's episode, you have to go back. You have to go back. It's the it's a historical to do or not to do. It

Jeff Winters:

was best. I was it was told to me that it was the best we've ever done by multiple people. They loved it. And I'll give you a hint. It involves dog feces.

Eric Watkins:

Yes, yes, it does dog you can say dog poop. Okay? You don't like that word.

Jeff Winters:

I don't know. I just thought in that moment, felt like I dressed it up. You're professional. Okay, there

Eric Watkins:

you go. Cue the sound. I thought we switched this one up too. That's fun. Cue the trumpets. It's fun to do or not to do. So this one's a little bit personal to Jeff, so I don't want him to get defensive, but Jeff has this thing where he you know, it's summer, it's hot, it's polo season, polos. You're wearing polos. Jeff always tucks his shirt in, which is fine. We're going to talk about it. But he, he oftentimes hikes his pants up close to his belly button, not necessarily the waistline. Why? I don't know. Maybe he thinks it looks better. I don't. I don't know what it is, but there's really to do or not to do's here. The first one is, do you need to tuck in your shirt at work? I'm not talking a wedding or a fancy dinner or whatever at work. Do you need to tuck in your polo shirt? And then number two, how? How high should you pull your pants up? I

Jeff Winters:

want to. I want to. I want to do a disclaimer here. I am not a stylish person. No one has ever accused me of having any style. But I will say this not relating to the where the pants fall. I I need help. I'm always tucked in. I'm 100% tucked in. You said at work, I'm tucked in. Out of work, I do not leave the house with a polo untucked. And I get that there are companies and there are movements afoot where people think that it looks cool to untuck your polo, and to me, it does not. Look cool. It looks sloppy. It looks sloppy. And so I think you should always tuck in the Polo. If you're wearing the Polo, your husband's wearing a polo, your partner's wearing the Polo, don't untuck it looks sloppy. I don't care what they do. It looks sloppy. Tuck in your polo.

Eric Watkins:

It's 2024, they purposely build shirts now that are short enough where you don't need to tuck them in. For that reason, don't tuck your shirt in. You look like a fool. You look like a fool. You're going to a fancy dinner. You're going to a country club, tuck your shirt in. That's the rule. Tuck your Sheridan, when you're going around the office, buy it. Maybe buy a shirt that doesn't go down to your knees, that looks like a nightgown, so you have to tuck it in, like, maybe get a normal sized shirt. What do you think? Jeff, I

Jeff Winters:

think it's marketing. I think you've been fooled, but, oh, we made the shirt shorter. That is not some revolutionary idea. Making a shorter shirt, I get they made a gazillion dollars. I get that. There's a group of people that think it's different. They've been making shorter shirts since. The invention is shirts. It's a shorter shirt. That's all it is. It's not they didn't discover fire. It's a shorter shirt. And then when I see people, and I don't need to go into the golf thing, but like people on golf courses with untucked get get out of here. Come on. Like, let us have some thing that is sacred in this world.

Eric Watkins:

Can't we just be ourselves? Can't we just just be comfortable?

Jeff Winters:

We can be ourselves with tucked in polos the way they were meant to be worn. All right.

Eric Watkins:

So I would like to speak to my un Tuckers here. And I just want to give you a little pro tip. You go somewhere where you have to have a tuck shirt. Just do the front tuck. Oh, just do the front tuck, frat tuck, the front and is that a frat tuck? Call

Jeff Winters:

it the frat tuck.

Eric Watkins:

Do that. Just do a little front tuck and then let the back hang out. Oh, my Lord, the back hang out. You're gonna

Jeff Winters:

get boy. Oh boy. This is I'm telling you, when you talk about bad advice that may be on the mountain top,

Eric Watkins:

just hit them with the front tuck.

Jeff Winters:

I love that. People think shorter shirts is an invention that's so stupid. It's marketing. You know that, right? You've not been hip. You're in marketing. There's

Eric Watkins:

been so short though, when you tuck them in, you can't keep them tucked

Jeff Winters:

it's still just a shorter shirt.

Eric Watkins:

Yeah, I get less material for more money. It makes perfect sense. Oh, my God.

Jeff Winters:

I think there are lots of people like you out there that think they're like, no, no, Jeff, you don't get it. It's a shorter shirt that still fits good. Yeah, I know to shorter shirt. You know? Who invented the shorter shirt? The shitty dryer. I mean, I got plenty of those.

Eric Watkins:

All right. So we're at a stalemate here. One thing we can't agree on, your short should not go over your waistline. I think everybody can unanimously agree. We'll see.

Jeff Winters:

We'll get a bunch of comments from people that don't like a bunch of text.

Eric Watkins:

I'm here with my gross guest, Steve Urkel, all right, that's it for today. Once again, once again, telling the people what they need to know, telling the people what they need to know. Very important. See you next time, let's grow. Let's grow.

Unknown:

The grow show is sponsored by abstract cloud solutions certified Salesforce consulting services. You.

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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