The Grow Show: Business Growth Stories from the Frontlines
The Grow Show: Business Growth Stories from the Frontlines
Prioritizing Revenue Over Profit: The Key to Long-Term Business Success
In this episode, the hosts dive deep into sales strategies for navigating challenging economic conditions. They emphasize the importance of investing in sales, even if it means temporarily impacting profit margins, in order to drive much-needed revenue growth. The discussion covers tactics for re-engaging past prospects, handling skeptical buyers, and leveraging tools like newsletters to nurture leads. The hosts share real-world examples and personal experiences to illustrate how a focus on sales can pay dividends, even when the broader business environment is uncertain.
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Nothing could stop me. What's up? Grown nation, welcome back to the number one podcast on the planet discussing growth. It is our goal to make it just a little bit easier in your path from startup to 50 million and beyond. I am here with my partners in growth, Eric Watkins and Jeff winters, Hello, gentlemen,
Eric Watkins:hello, hello. Would you say planet that takes us beyond global? Yeah, like we're intergalactic. Now, you didn't know you think we have listeners on Mars? Yes,
Jeff Winters:I think when he says planet, I think that means we are precisely global.
Eric Watkins:Well, Planet gives it more of the perception that it's a part of the planetary system. So we are one planet in a system. I don't know if you knew that. Does that learn that in school?
Jeff Winters:Tell me more.
Eric Watkins:So interesting. So if you have to define it that way, that would mean you're a part of something bigger, if you just say global, it's just this world.
Jeff Winters:Ah, interesting. Yeah, I think what he meant was, I think it means on this planet, we are the best. Were truth. I did, right? Lactic, no, I
Scott Scully:like the thought that there's some, you know, little guys and other planets with things sticking out of their head, listening to listening.
Unknown:Yeah, I
Scott Scully:wonder.
Eric Watkins:Here we go, Yodas out there, listening somewhere, baby Yoda. Maybe even
Scott Scully:we are gonna get into the episode, because it is action packed. The time is now to discuss sales, sales, q4, q4, little bit of an awkward year. Election coming up. People are unsure. A little bit of a problem with the economy. It is go time in building more revenue to ensure that you hit your goals by the end of the year. And we're gonna we got a lot to talk about, so let's get into it with our resident sheriff of LinkedIn. What is I feel like LinkedIn is getting a little gross, like there are some people out there that are lying more than they ever have before
Jeff Winters:they are, and today, the lie's personal. They're coming at us. Oh, they're taking a shot. Oh, and we are going to expose them. But before we do, there's always people out there sharing goodness, helping the great community of LinkedIn. One such person, former guest of the show, Joey Gilkey, says, Hey, AE, salesperson, it's not your SDR, meeting setters. So hey, salesperson, it's not your meeting setters job to qualify the buyer for you. You want them to come to your desk and massage your shoulders while they're at it, maybe grab you lunch on their way over to just admit it, you suck at selling. You want to be an order taker, not a sales pro. Back in the day, I would have killed to have someone going to market on my behalf and finding the smallest of threads for me to pull on, just give me something to follow up on, anything, and I would have worked that contact until they bought or sent me a demand letter.
Scott Scully:Um, I don't have to comment because I already commented on the post. I told them that. I don't know how I put it. I said, I like this post. Yeah,
Jeff Winters:did you?
Unknown:I did? Oh, I didn't
Jeff Winters:even see that. To see those that's yeah. How about that? That's
Eric Watkins:great. Yeah, I I like it. The one caveat, I would say, is the company needs to be qualified from a size perspective, which I don't think is a huge barrier and much different from this. But yes, it we are not qualifying in the sense of, do they have budget, or do we know that they make the absolute final decisions. Do they have a need? Is the timing right? Like that is sales, and it changes based on how good you are at sales. So
Scott Scully:my I would our clients want us to do that? Yeah, so it's hard to disagree with the fact that we do that a lot. My contradiction to that would be my largest client came from a guy that I drove two hours north from from Denver to see in the evening, and he was small and had a tiny budget. And most would have said. That was a waste of time. It was at the beginning of my career, but when I got there, the guy happened to have come from a much larger organization in Arizona, and they hired him to build this dealership, and he gave me very little money up front, but then he ended up spending north of$100,000 a month in direct mail in a pretty short period of time. So even the ones that I took a poke at somebody on LinkedIn just for fun, because it was that kind of over qualifying thing, and I said, Man, no, calls a waste of time. You're learning things about the market. You never know who that person is and what their network is. Get referred to somebody they know, practice your pitch like it or not. Some sales people need six or eight of the wrong opportunities, like I'd put a wrong opportunity every morning lined up so you can kind of get the juices going, so that the next one the better opportunity you're ready for battle. I bet people just don't think about that stuff anymore. It's all about the shrink, shrink, shrink. I'm just old school in my thought, but I'm with joy on that comment. I
Jeff Winters:am too. I think it also goes back so easy to go this generation doesn't, and most of the time that's a bunch of crap. But I think on this one, it's true, this generation has no idea what it was like. I mean, those people in this generation who have people setting meetings for them have no clue what it was like for that not to at all be a glimmer in anyone's eye.
Scott Scully:The one of the processes that we had in the past was, when you get to the hotel room in that new city, grab the phone book, grab
Jeff Winters:the phone book and bring it back. Yeah,
Scott Scully:and we do appointment setting out of the freaking Yellow Pages. That's how it needs to be
Jeff Winters:an interesting lead gen tactic. I heard this firsthand, and then I saw it on LinkedIn. Friend Jesse Pucci, fellow St Louis. I ignored newsletters for years. I thought it was a fad. Big mistake. Started a newsletter, and now it makes $40,000 a month drive millions in revenue for my companies with no acquisition costs, takes only three hours a week. I feel like the newsletter thing has people don't talk about it anymore. I heard him tell he told me this and walked me through the math on it, how he's done it.
Eric Watkins:It is not a fad. Is it in person, like, does he mail it out to everybody, or is it it's digital email, digital newsletter.
Jeff Winters:He's got 25,000 people on this newsletter. You can
Eric Watkins:argue with opinions. Can't argue with numbers. Sounds like a truth.
Scott Scully:I Yeah, and it's if it's what's the perfect way to nurture, especially if you're providing value in the newsletter. You know, we talked about that in our cloud division, because we get a lot of business from the Salesforce AES and their clients, and we talked about sending a newsletter to them, just highlighting some of the different kinds of projects that we've done, because they don't always know that we work in the financial sector, or that we built that kind of report, or that we built payment processing into, you know, this particular company, and it's something that they're thinking about. I think it would work. I like it, truth, truth, truth.
Jeff Winters:And now we come to a gentleman by the name of John, who's coming for us boys.
Scott Scully:I love it
Eric Watkins:by name, by industry, by industry. Okay, here's
Jeff Winters:what John says. And I'm not going to read the first part because it's long and the second part is important so know that there is additional context here. Lead Generation and appointment setting are utterly and completely useless services. They are delivered by companies that know nothing about outbound sales. They prey on businesses that are desperate for some kind of results. They expect to turn customers every three to six months. They're fine with that, because they make four to 10,000 off you in the meantime, meetings are irrelevant. Appointments are meaningless. You need revenue.
Eric Watkins:What's his strategy?
Jeff Winters:Doesn't get into? Does
Eric Watkins:it get into the strategy? Okay, yeah, yeah, lie. I called a client last week for our sales team called. Called, got a no interest at Prospect from before, set up a meeting by three o'clock that day, and they closed three days later. So I think it still works. I think it works really, really well. Actually, you just got to be good at it. I get it's not easy. And I think that's the this is like saying all workout programs don't work, like all personal trainers don't work. No, they will work. If you do the right things, they it will absolutely work. And if you do it for a long enough period
Scott Scully:of time, I I just hate comments like this. Here's what I think someone should be doing. I think that they should be building a tribe. They should be building a network, and so many it takes meetings with the right companies, the wrong companies. You should be willing in a local marketplace. You should be willing to go on almost any meeting. And a lot of these companies can. They're really good at setting those up. And you go out, and as long as you're asked questions and you're thoughtful and you foul up. Maybe it's a sale later, but it is absolutely more knowledge. Again, like I said before, more knowledge about the marketplace. They'll introduce you to their network. It's a networking opportunity. People go to networking events, not because everyone at the networking event is someone that they can do business with, but they meet someone that knows others that could eventually get them business. It's networking. You need an outbound process, and most people are unwilling to do that. And these companies, even the ones we're in competition with, all offer a very relevant service. They offer different types of services, but like, in my opinion, it's gas in the car, and you're screwed without it.
Jeff Winters:Let me defend the industry briefly. All industries are hard. Everybody who works in their industry says that it's hard, and I'm sure it is. This industry is no different. We are. We are lead generation companies, appointment setting companies, whatever you want to call it, marketing companies, more broadly, are generally picking up a ball that you've taken halfway down the field and trying to make the best of it by taking a message, crafting it in a great way, sending it to an awesome list, and it requires a level of patience for it to work number one and number two. In no industry can you broad brush say everybody sucks. Doesn't work like that. It does not work like that, and it doesn't work like that. In this industry, sure, there are people that can't do it and are unsuccessful, there's no doubt about it. But like any other industry, there's those that can and those that have, and those are the companies that win. And that's why, in our industry, just like most, the bigger companies, generally speaking, not always, but generally speaking, are the ones you should trust, but you can't broad brush, say, appointments. This guy,
Eric Watkins:he's just click bait, getting likes, clickbait, getting like, we love those on here. But
Jeff Winters:I was tagged. I was tagged in this post.
Eric Watkins:Oh, were you? I was Wow. It
Scott Scully:was a call out. It was a call out. What
Eric Watkins:does that person do?
Scott Scully:Right? If we didn't have an outbound process, we wouldn't grow, right? Yeah.
Eric Watkins:63% of our growth comes from outbound.
Scott Scully:Yeah. And when you consider, obviously, we're going to have some level of client loss, it's probably 100% responsible for our growth, right? Some of the other things that we're doing maybe keep us even and, yep, well, that gets us into the topic that's next 5050, we said we're going to talk about sales. So we're in an interesting time period. We got two different people in the election process, least one different person than we thought. People are a little uneasy. The economy is a little unstable. It's just it's just been a difficult year for a lot of people and us included, right? Are we growing at the rate that we wanted to this year? Nope. Just got our last financials. Are they exactly where. We want them to be? Nope. And so you find, and I'm sure a lot of you that are listening find yourself in the exact same spot. I'm not where I want to be. I got a quarter left, but I have a budget. And so what do I do? Because I'm I have not budgeted more investment in particular areas. So if I do, I'm going to blow my budget. And so I'm here to tell you, as somebody that has operated businesses for over 30 years, revenue solves everything, and without the revenue, you got a hell of a lot more problems. So a lot of you may be buckling down, eliminating certain expenses and making sure that you at least hit your margins by the end of the year, because your revenue is not where it needs to be. And there's only so long that you can do that, and then you eventually have some client loss, and you're backwards. We have a very strong belief, even if it happens to damage, the buck the budget for a little bit, that you have to invest in sales when times are tough. You know, when the going gets tough, you got to go at it a little bit harder to add the revenue. So if close rates are down, if, if you need more meetings, if it just takes more spend, you've got to be willing to put more money into sales when things are difficult, because then the revenue will be there. Eventually the sales expense falls off, and you can figure out how to have the right margins over time, but if you don't have the revenue, you've got way bigger problems. This is a like most people, because I've watched it for years and years. Tuck in. Say, I got to make X amount of profit. I'm just going to make sure that I keep my margin at the smaller amount of revenue and Miss sales goals. It's going to take some balls to say I'm going to just screw up 20 or 30% of the profit that I thought I was going to have this year to reinvest in sales so that I don't go to the end of the year at this much smaller revenue target, like people don't get or don't. Think about the impact of being a million dollars backwards this year, and the fact that now you're going to try, you know now next year, you're budgeting on top of a million less, right? Like, what missing a million this year? What kind of impact that does that have over three to five years? It's awful. You can figure out margins. You can figure out profitability. You've got to invest in sales. If you don't know how to do it. I'm not saying go spend another couple$100,000 in the last part of the year figuring out how to drive revenue. If you don't know how to do it, you need to get help. But if you're somebody that has a process, you understand your process. And if it's more money in, you know more sales out. And the only thing that it's going to do is tag your profit for a minute, but you're confident that the revenue will be there. Spend, spend it start now. That's that's the topic. What do you guys think?
Eric Watkins:I think it's spot on. And I look at a company like Salesforce, who has been a industry leader for a long time, super successful company, you know, somebody who all business owners should look at to try to model what they're doing always kind of at the front end of things too. It seems like they recently announced that they're doubling down on their sales enablement budget. So they're missing sales goals. It's gotten harder. And instead of, you know, not only are they investing in sales but they also said, instead of just adding doubling our reps, and because we have lower win rates, we're going to double down on getting more opportunities for our team. And you know, they make a ton of money, they have a ton of profit. They could continue to have acquisitions and different things. They didn't have to do that. They're doing it because it's the smart business decision. It's smart business decision to, yes, we're missing our sales goals are coming up a little shorter, not at the growth that we want to be. We don't want to continue to be in this spot. And we feel like the best thing that we can do is double down on our sales enablement infrastructure, which I think is, you know, I think that's spot on. And I think it would be very easy for companies to say, Oh, well, you know, let's tighten down the back door, or let's really optimize for profit, or get so caught in the middle where you're trying to do both at the same time that you're not truly focusing on it. But it is, I'm not gonna say easy, but it is a lot easier to find profit in a lot of revenue. Revenue than it is to find a lot of revenue if you if you didn't optimize that way,
Jeff Winters:this is one of those things in life where it's the hard thing to do because it goes against human nature a little bit. You get that itchy feeling in your gut. I'll give you two other examples in life when you get this feeling, but yet you you, if you would have gone against your own nature, you would have been in a better spot versus stock market. When the stock market goes down, you want to sell your stock. It's going down. What if it keeps going down? But you have to fight that and buy. When the stock market's going up, people want to buy because it's going to continue to go up. You fight the urge, which is hard to do. The second is parenting. When your kids out of control, they're yelling at you, they're screaming. They're throwing a tantrum because they want something. What's the easy thing to do? Just get it fine. Have the candy, eat the cheeseburger, yell at your father. Don't do it. You gotta go against human nature on what is easy and do what is hard in the moment, so that long term, you are victorious. I can't say I'm good at either of those examples that I shared, but I know that I should be. Yeah, I am good at this one. Yeah, I am good, Scott, you are as well. I see it. I've been around I've seen around this corner a few times. Invest. Take the risk. If that is your business scenario, you will not regret
Scott Scully:it. If you're of a certain size too, you might be thinking, Well, I'm gonna make less. And, yeah, you are. You know, take the last quarter off, don't pay yourself, invest it into sales, and then next year you're gonna make more than you're making now. Like it's just, it's a decision that you need to make. All right, Eric,
Eric Watkins:what have we got today? Low mining for growth goal today. So I'm gonna share something. This is for sales development. But on the theme, I think it applies just as well to sales as well we have, I've talked on this show, that of the appointments that we set for our partners, about 52% of them come from clients that were or prospects that were either not interested or the timing wasn't right right now. And then we eventually continue to call nurture and set those appointments. So step one is just call them. A lot of people, they hear somebody's not interested, the timing's not right, it's out of my mind, out of sight, and I'm on to the next one. So having a rhythm to call them is what we've talked about. The second thing is doing these conversations well. So the trap that I hear a lot of people fall into is they'll reach out and they'll say, Hey, Jeff, we talked last quarter. You had a HVAC service provider there. You were super happy with and everything was going well. Just calling to see if anything changed, just calling to follow up, just calling to circle back around three things, give them something valuable, giving some give them something relevant, or give them something new. So valuable would be, Hey, Jeff, I know you had a manager or HVAC service provider that you were really happy with one trend that we've been seeing in this industry is blank, and people have been really worried about how this is going to impact their systems going forward. And then I would go straight into the appointment and close for the appointment. And then, obviously not everybody is going to say yes, but you have a reason. Like you need a reason for why you're calling these people back. Something relevant could be to their specific situation. So they may have shared a little bit about their infrastructure, and that they had two chillers and a boiler and, you know, some sort of system that's a little bit unique, having something specific to, Hey, I saw that they're coming out with this new type of chiller, or whatever it may be, what were your thoughts on that? And like, getting into the having a reason of why you're calling them back is the gist of this. And, you know, and something new and something that you guys do. So this is a way you can work in value of your company. So if you uncovered a problem from that prospect last time you can share, hey, I know when we talked last time, you were really happy with your systems, but you were looking at ways to continue to improve your energy efficiency. The reason why I'm calling is we actually just acquired this software that analyzes your energy efficiency, and we've seen people decrease their cost by 20, 25% so. Moral of the story, do the follow up calls in these nurture appointments. But if you really want to be good at it, have a reason for why you're calling them back. Nobody wants to be circled back to. Nobody wants to be followed up with. And I am a believer in these calls. When you've had a substantial conversation, go for the appointment right off the bat and find out where you stand, and then you can have the conversation from there. I would not encourage that in an introduction call, but I'll never forget, you know, back when I managed a team, which is now, I don't what's that 1010? Years ago, nine years ago, our team was scared to death of these calls. They were called no interest calls because, you know, it's the people that were rude or didn't want to talk to you or didn't want to hang up. And I gave them this script, and I go, guys, here's the script. This is the magic script. This will work every single time when you call back say this, and I want you to insert something relevant about what's going on in the industry before you ask for the appointment. And it's like, oh my god, it works every time. These people love it. But it's just like the mindset these can actually be your most impactful calls. Instead of feeling like a waste of time,
Scott Scully:it's like they shouldn't. I saw a good post the other day where someone was saying just a word to eliminate follow up, right? Just, just following up. And it's like, it should just be called something different, yeah,
Eric Watkins:just checking in, just following up, just circling back, like, don't, don't do that.
Scott Scully:It's like you're trying to collect more data, provide value and build a relationship, right? It's like the it's like the relationship building call. I agree. It's little tiny things are the difference between a successful call and an unsuccessful call, right? You're good at putting the those things together and causing a totally different effect. It's awesome.
Jeff Winters:It's a little it's the elimination of laziness. I mean, those are great tactics, but challenge your team never say the words checking and circling back. We all know that that's it's the absence of finding something interesting that takes effort, interesting, relevant, new, whatever you call it, challenge the team to find something new, and then you will galvanize them with the excitement of that little nugget, and they will perform better purely because their mindset is better and they are Excited whether or not the nugget is actually interesting,
Eric Watkins:almost doesn't matter. No, it's that's, that's step three, make the nugget interesting, but if you first call them, people aren't even calling these records. And step two, have a reason you're right. Like, eliminate the laziness. Like no one wants to talk to somebody who's calling them just with no intent. Have some intent. I've
Scott Scully:been thinking about you lately, and I thought I'd pick up the phone, reach out and share XYZ. Yep, thought you would find value in that based on the conversation we had last time. Then take it from there.
Eric Watkins:And the thing we did mention is, you know, there's a lot of these calls happening. No one's doing this. No one's referencing a call that you had before and then bringing back something relevant or valuable to them. It clearly separates you from all the other cold calls.
Scott Scully:I like it smart. Well, we're sitting on a pile of leads, bunch of new sales calls. What? What can you share from the world of sales? Jeff,
Jeff Winters:I'm gonna describe, I always forget that there's an extra $140 and nickels coming in that it was five weeks last week. Now it's more. I'm going to describe a very specific sales situation that if you've sold for longer than 48 hours, you've run into and it's a challenging one, and I'm going to give some thoughts on how to address it. And what I call it is neutralizing the naysayer, neutralizing the naysayer, and I'll paint you a picture. You're on a sales call. Maybe it's your initial sales call with that prospect, but more than likely it's a second or third call, and it's you and maybe somebody else from your team, and the buyer has three or four people on maybe it's a zoom call. Maybe it's in person, and usually there's somebody in that three or four person buying group that looks like maybe they're not so excited with what you're selling. Maybe they're not into it. They're not having it, and they are a detractor. From your cause, we've all been on those sales calls, and you could spot those people pretty quick. Let me tell you what they look like. They're playing on the phone. They're giving you no smile. They're giving you no interaction. You go around, you do intros. Hey, this Jeff. I run marketing. That person. You must neutralize that person, because that person in the room after the call is the person that kills your deal. So I want to give you a couple of thoughts on what to do with this naysayer. First, you need to identify them. You need to be on guard at all times. It should take five minutes to see the person with their arms folded playing on their phone. Now you've got your mark next. You need to gently call them out for their naysaying, because you got to figure out, are they somebody you can win over, or are they not? Because you treat those two types differently. So you might say something like, Hey, Eric, I'm sort of sensing that maybe you're not that keen on this presentation or this idea. Am I? Am I misreading the room? And at that moment, you're going to find out, is this somebody I can win over, or is it not because you got to be honest with yourself, there's sometimes there's a naysayer in that room that you cannot win. Maybe the incumbent vendor is their husband or wife or cousin. Maybe they don't like you for some other reason. Maybe they don't like your product. Maybe it's their job that they think is being threatened, and you are never going to win them over. So if you figure out, you can win them over. Usually they just want to be heard. And you can, no, no, no. I just, you know, I just, here's my opinion on this, and you kind of build them up and hear them out and listen and agree. You know what, directionally, I really like what you're saying. And if that's the case, that's a little easier engage, let them be heard, build them up, compliment or two, provided it's genuine. The other's tough. The other's tough if you get somebody where you figure out the naysayer can't be won over, because then what you have to do is you almost have to change the goalpost and perhaps discredit a little bit their opinion, decrease the value of their opinion in the room that you're not in and sort of tear it down by sort of making it feel a little petty, because they will come right at you. They will come right at you and go ask me, like you're into this. No, I'm not. Or, yeah, I don't think this is a good idea. It'll be a little more aggressive. And what I do in those situations is, at either middle or end of the call, I'll say something like, look, I could tell it's highly likely, unlikely I'm gonna be if Scott, I'm gonna be able to get you in support of what we're doing on my team. But all I'm asking is, at the end of this call, I hope you're able to turn to me and say, Hey, I don't like it, but you made a good case. Hey, I don't like it, but you made a good case. And and to me, it's like it livens it up a little bit, and hopefully I can figure out some reason they don't want it because it's a little petty, you know, a little petty so that when I'm not there and they're talking about it, somebody will go, Hey, he did make a good case. He made a good, objective case, and their reasons a little petty and subjective. So that is my word salad on what to do with the naysayer. And I just had this happen, and it's so fresh.
Eric Watkins:This is great. This is like more more advanced sales skilling, right? Like a lot of fundamentals before you get to this point. But two or one thing I really like about this is it also, what do people hate more than anything? They don't want to be predictable or put in a box. So when you say, yeah, it's unlikely, Jeff, that you're really gonna like this thing. But hopefully I just made a good case. That person's like, well, he can't tell me what I like and what I don't like. Maybe I do now I like it like i and then when they're in that room and they're going through it, and they're like, Well, Jeff, what do you think? Yeah, I don't really like it. Well, you know, Jeff kind of said you weren't gonna like it, so it's almost like you're, I love that you're kind of discrediting your you're taking down their their sway in the room, either in their head or what they're saying outwardly to their team.
Scott Scully:That's good. I love it. Word salad. Word salad. He always got those nuggets. Well, I
Jeff Winters:can get you to say, I can't get you to say, yes, I want to buy it, but I can get you to I say, Hey, I know you're not, I know you don't want to buy it, but did I make a case? Yeah, they're gonna go, yeah. At least I got you that's yeah, that's as close as I'm gonna get you in. I still got you in a positive frame of mind, yeah?
Eric Watkins:Or you could say, you know, I know, I know Scott isn't gonna like this, but Jeff and Brian, you guys would buy this, right?
Unknown:More playful, yeah, Scott didn't,
Eric Watkins:didn't tear it down, you'd buy this, right? It's a little
Jeff Winters:more playful. It's a hard situation. Happens all the time. Yeah, that's good.
Scott Scully:Try it. Try it. Next time you run into difficult prospect in the room. Oh. Okay, we are at the time everybody loves we're here to do or not to do. That is the question. What do
Eric Watkins:we have today? Well, this is really fitting, because we have Yoda introducing me, and we are now intergalactic. And I don't know much. I know there's probably a couple other planets out there that, uh, that maybe have some type of life on them. And if they do, I'm sure they've invented and figured out golf like it. It's got to be on every planet possible, like everybody is playing golf. I'm I'm kidding. I know sometimes we we lean into golf, but this one's relevant. We have a good old charity scramble tomorrow, which is a great cause. Excited to be a part of it. But there's a there's something interesting that happens in scrambles. And I'm not good at golf, and typically in my scramble groups, I'm probably the worst one. But what you don't want to do when you are in a scramble is you don't want to play a scramble, and they never play one of your shots. So, and there's this, like, there's this, there's this pushy thing of, you know, people are like, I don't know my ball, my ball looks pretty good. I kind of like this angle into the green, or, I don't know we should take this one. It's a little bit closer, it's a little bit further, but it's got a good view. You can, you can see the flag. And, like, I'm a believer. And if we're playing the whole round and we haven't used one of my shots and it's close, give me one of my shots, you know, like, it's good for team camaraderie. So I'm a believer. What I'm saying is, do you be pushy about you got to play the exact best ball, or do you do it for the team camaraderie and do what do? What's best for the team to have a good time? Scott.
Scott Scully:Scott, since you're the worst golfer at the table, well, I have been in the situation where the opposite occurs, where people are clearly saying, let's play Scott when it's not the best ball. And honestly, that doesn't make me feel better. It doesn't make feel okay. So I guess it depends on the person. If you think that you could, if it's pretty close and it would rev the person up and maybe get them playing. Yeah, better do it. But, like, if it's obvious, yeah, you
Eric Watkins:don't want to, you don't want a pity party. Yeah, no, I don't mind the pity party. Like, give me the pity party. Let me, let's play a couple of my shots.
Jeff Winters:I want to go back to how you introduced this segment, because I thought it was really funny, you said, I don't know much, but I know. And usually when somebody says that, like, but I know, and they give, like, a little small slice of something that is completely, inarguably true. I don't know much, but I know that that's the best pasta I've ever had. You said, I don't know much, but I know there are aliens on other planets. Now. No, no, no, you can't. I don't know much, but I know this. It is unproven. Terrestrial life
Eric Watkins:exists, statistical, undeniable fact that
Jeff Winters:is hysterical. I don't, but I know the most unknowable. It is more likely
Eric Watkins:that this exact same thing is happening in another you
Jeff Winters:don't believe them, not or you don't believe it. I just don't think you can introduce that. You know that aliens exist on other planets with I've heard
Eric Watkins:it much breaking news. You heard it here first, the aliens are here
Scott Scully:golf on Mars, on Mars. I
Jeff Winters:don't know much, but happening, right? Yeah, on another planet. Okay, it's that. And I don't know much that I know much, yeah, so I get, I get very itchy in the scrambles when we haven't used my shot yet. I get real anxious, and it gets worse. So if you want me to play better, get me off the Schneid early. Get me off to zero early. Everyone wants to contribute. Get my confidence going. It's just like an appointment setting. Get me an appointment. Or Scott, you set it. Do kind of a bad sales call to kind of get warmed up and then get the Yeah, like, use one of mine early, and I'll give you a good performance. But if we're a few holes in and we haven't used any of my shots, I'm giving you, giving you absolute high pressure, squeezing the club as hard as I can, anxiety ridden shots for the next three hours. Let
Eric Watkins:me put it. Let me putt the tap in, you know? But yeah, no, I agree with you, Jeff, on the same way, it's a balance. It's about the team. You need the best score, but honestly, sometimes that's what gets you the best score. Everybody being in the right frame of
Scott Scully:mind, tomorrow, you're going to be the best player. How's that feel? Yeah, feels great. Feels not so good for our score. Not
Eric Watkins:great for our score. I
Jeff Winters:don't know much.
Scott Scully:I know today, AI Eric is a solid bogey golfer. It's
Jeff Winters:going to take over the human race. Shortly, but I don't know much. Yeah, good lord.
Scott Scully:All right, fun as always. Invest in sales. Get yourself out there. Put a little bit more money into driving your revenue. Things have been a little bit tough this year, but at the end of the year, it doesn't have to look as bad as it looks now for some of you, let us know how that goes, call us, contact us if there's anything that we can help you out with in your revenue growth and thanks for listening. We always love being with you. Like, share, engage. Good luck on your path to growth. Let's grow.
Eric Watkins:Let's grow. Let's
Unknown:grow. The grow show is sponsored by inbound SDR, digital search that works you.
