Speaker 1: You have got to show up the first time with
Speaker 1: a process and a mindset and a way of doing things.
Speaker 1: The signals that you are all about the moment that
Speaker 1: you're in. You're not about getting some outcome like getting
Speaker 1: a deal.
Speaker 2: You're listening to the audible Ready podcast. The show that
Speaker 2: helps you and your teams sell more Faster. Will feature
Speaker 2: sales leaders sharing their best insights on how to create
Speaker 2: a sales engine that helps you fuel repeatable revenue growth.
Speaker 2: Presented by the team at Force Management, a leader in
Speaker 2: B to B sales effectiveness. Let's get started.
Speaker 3: Hello and welcome to the Audible Ready Sales Podcast. I'm
Speaker 3: Rachel Klett Miller. Joining me today is our own Brian Walsh.
Speaker 3: Hi Brian, how are you well?
Speaker 1: Rachel? I've been great. I've been up for eight and
Speaker 1: a half hours today because one of my dogs got skunked.
Speaker 1: At three point thirty in the morning, a beautiful fall
Speaker 1: night in Cleveland. One of the dogs had to go out,
Speaker 1: so they both went and one of them got skunked.
Speaker 1: So I'm dealing with skunk smell on me in my house,
Speaker 1: on my dog. It's been a fabulous eight hour shart
Speaker 1: to my week.
Speaker 3: Let's go oh, oh my gosh, well that is a
Speaker 3: start to your week, Brian.
Speaker 1: Right through it, it was like walking through a haze
Speaker 1: of a horror movie. I smelled it and I went
Speaker 1: to grab the dog and literally I felt it coming
Speaker 1: over me.
Speaker 3: It was.
Speaker 1: It was terrific.
Speaker 3: Laugh right, and you don't well, I will see you
Speaker 3: don't sound like or look like you smell like skunk.
Speaker 1: So there's that. We don't do these podcasts in smell
Speaker 1: a vision, right exactly.
Speaker 3: So as we shift to sales topics today, Brian, we're
Speaker 3: going to talk through some best practices for staying tethered
Speaker 3: to accounts no matter what you smell like. Right, We
Speaker 3: know we need to do it, but how do we
Speaker 3: do it? How do we make it part of our
Speaker 3: selling discipline, our habits? So this is what we're going
Speaker 3: to talk about today. And Brian, I know that you've sold,
Speaker 3: you've managed, you've coached, you've helped entire organizations get better
Speaker 3: at this. I want to start with just hearing from
Speaker 3: you about the mindset that we all need to have
Speaker 3: in order to do this.
Speaker 1: Well. Yeah, so I think the mindset has got to
Speaker 1: be about lifetime value. Now, look, I know some organizations
Speaker 1: aren't built around the concept of extracting lifetime value and
Speaker 1: having long term relationships. And if you're not, you should
Speaker 1: probably just hang up from this podcast. But if you are,
Speaker 1: if you're interested in long term relationships right and more
Speaker 1: wallet share, that's the reason this conversation matters because in
Speaker 1: my mind, it's actually the only way to get there
Speaker 1: is to have this mindset that says we're going to
Speaker 1: do all the right things from the moment we enter.
Speaker 1: And I know you're going to ask me some of
Speaker 1: the questions, so I'll just stop right there. But I
Speaker 1: just think the mindset has got to be about long
Speaker 1: term growths, not just retention.
Speaker 3: That makes sense, yes, long term growth, and it's really
Speaker 3: more than just checking in on the accounts. I have
Speaker 3: some vendors that we've worked with that I can feel
Speaker 3: that they're just checking in, like some task popped up
Speaker 3: in Salesforce and they need to just send me an email.
Speaker 3: So how do you prevent the appearance of just checking
Speaker 3: the box when you're checking in with your contact?
Speaker 1: That's a great question. It goes back to what I said,
Speaker 1: It starts the moment you enter, right, So I think
Speaker 1: that's the first thing. The moment you enter a customer organization,
Speaker 1: the way you enter that initial conversation and how you
Speaker 1: set that up, and how you set up how you
Speaker 1: think about the relationship that you're going to have, and
Speaker 1: how you speak to that in terms of value act.
Speaker 1: That's the goalpost that you're kind of creating or setting up.
Speaker 1: So it starts with that both internal and external communication, right,
Speaker 1: so as other people come in and out from both
Speaker 1: our organization or the customers organizations, there's this ability to
Speaker 1: constantly have a why that matters more than anything else.
Speaker 1: Why are we here, What are we trying to solve?
Speaker 1: What does great look like? Then you can get into
Speaker 1: the what what do you do to get there? And
Speaker 1: all of that. But it also I think includes the
Speaker 1: understanding that there are results measures that everybody cares about,
Speaker 1: right getting a deal, getting to an ROI for a customer, etc.
Speaker 1: Those are results measures. I want to focus on what
Speaker 1: I call the process measures from the moment I enter,
Speaker 1: meaning what are the things that we're doing that give
Speaker 1: us the best chance to qualify this opportunity for both
Speaker 1: sides and be honest with each other about what this
Speaker 1: opportunity is or is it, and where this opportunity is
Speaker 1: or isn't where it's going or where it's not, so
Speaker 1: that every step of the way, we're doing the right
Speaker 1: things in the right way at the right time before
Speaker 1: the sale and after the sale, which give us the
Speaker 1: best chance of getting to those outcomes. And it's also
Speaker 1: the kinds of things that we can use You've heard
Speaker 1: me talk about this before to measure where we are
Speaker 1: and getst getting there so we can course correct or
Speaker 1: adjust along the way. And I think less but not
Speaker 1: least if you agree with that kind of take on
Speaker 1: the world, it also means that And I'm right now
Speaker 1: kind of thinking about the frontline individual contributor who's leading
Speaker 1: a customer relationship with other people that's around them. But
Speaker 1: someone's got to take accountability to those behaviors or short
Speaker 1: term process metrics or it's already lost, right, And any
Speaker 1: outcomes that you get are just kind of luck and happenstance.
Speaker 1: So I think that's the first thing. You have got
Speaker 1: to show up the first time with a process and
Speaker 1: a mindset and a way of doing things that signals
Speaker 1: that you are all about the moment that you're in.
Speaker 1: You're not about getting some outcome like getting a deal.
Speaker 3: Yeah, it's about managing the now so you can better
Speaker 3: manage the future.
Speaker 1: Right, Yeah, you set up what the future is all about. Yeah,
Speaker 1: this conversation and where we're trying to go. Yeah, and there's.
Speaker 3: Two parts of this which you've kind of mentioned, Like
Speaker 3: one is staying titled when you're trying to sell that
Speaker 3: initial deal and then then post sales. So I want
Speaker 3: to talk about the two of those. I know that
Speaker 3: even some of our customers right now are kind of shifting,
Speaker 3: like the consumption a consumption model, So what you were
Speaker 3: responsible with in the relationship before might be different now
Speaker 3: and your role may be adjusting. But anyway, so let's
Speaker 3: just talk about staying tethered when you're first selling, when
Speaker 3: you're first building that customer relationship. We talk about validating
Speaker 3: and qualifying the deal, which require byers you stay tethered. Right,
Speaker 3: But what does that mean to you when I say that?
Speaker 3: And how do I make sure I have discipline around
Speaker 3: that as a rep?
Speaker 1: Yeah? Great question, And I think you're right, there's the
Speaker 1: before and the after. The two are connected. But on
Speaker 1: the before side of this, I think it's the thing
Speaker 1: that the best sellers always do. They ensure that every
Speaker 1: conversation starts and finishes with what we've heard, but before
Speaker 1: that even happens. The best people understand that every interaction
Speaker 1: with a customer, and again i'm talking the before here,
Speaker 1: before we even get the first deal and every deal
Speaker 1: subsequently that we work on, but every interaction has a
Speaker 1: defined objective for that moment, and I define that step
Speaker 1: so that before I that interaction even takes place, I
Speaker 1: am ready along with the rest of my team at
Speaker 1: a minimum, and hopefully the customer is even ready because
Speaker 1: I've gotten some people on the customer side prepared for
Speaker 1: this interaction before it takes place. But at a minimum,
Speaker 1: I am showing up knowing, here's my objective for this moment,
Speaker 1: and here's what the appropriate next step is, assuming we
Speaker 1: achieve that objective in the time that we have today,
Speaker 1: so that I'm never trying to have to think in
Speaker 1: the moment about, well, what's the right next thing to do,
Speaker 1: or I'm not surprising people with some inappropriate next step
Speaker 1: because it's all I can think of. So there's that
Speaker 1: there's this idea that I show up with, as I mentioned,
Speaker 1: an ability to quickly draft people in who haven't been
Speaker 1: there from my team or the customer's team with the Hey,
Speaker 1: here's where we already are, Here's what we already know,
Speaker 1: Here's what we're trying to solve for, here's what great
Speaker 1: looks like. This playback of everything that we already know.
Speaker 1: That I actually use at the beginning of a conversation
Speaker 1: every conversation to draft other people in as I mentioned,
Speaker 1: but to kick off more and deeper discovery, right, so
Speaker 1: I can in that moment always make sure that discoveries
Speaker 1: are part of every conversation. I'm expanding and deepening the conversation.
Speaker 1: And then lastly, I'm using that moment to always qualify
Speaker 1: who's in the room. I had. This happened just the
Speaker 1: other day. I was in a conversation with one of
Speaker 1: the sales team members on our team and five or
Speaker 1: six people from a current client, and we're talking about
Speaker 1: another thing, another issue that they're having, and it was
Speaker 1: really interesting as we were doing deeper discovery with them
Speaker 1: to start to figure out and I already know who
Speaker 1: these people are. I've worked with them now for a while,
Speaker 1: but it was interesting in that moment to realize, Oh,
Speaker 1: in this case, this person has a lot more say
Speaker 1: in the conversation that we're having than they had a
Speaker 1: year and a half ago in a different conversation. They
Speaker 1: were in the room for that conversation, but they didn't
Speaker 1: have the kind of say or sway this conversation. So
Speaker 1: I'm constantly using this point of view to do all
Speaker 1: of that qualification of who's who, what's what, all of that.
Speaker 1: And I think the last thing Rachel is this also
Speaker 1: puts me in a position at the end of it
Speaker 1: conversation or in the follow up in it like an
Speaker 1: email kind of thing, to not only recap and help
Speaker 1: people realize that we've just expanded the conversation or gone deeper,
Speaker 1: but even drop in new points of view. Hey, I've
Speaker 1: been thinking about you can do this at the beginning too, Right,
Speaker 1: here's what I've heard the last conversation. Here's a playback
Speaker 1: on what I've heard. But you know, there's something I
Speaker 1: typically hear from other clients that I don't think we've
Speaker 1: talked about yet. So it's really in my mind on
Speaker 1: the pursuit side, all about showing up every step of
Speaker 1: the way with a really solid understanding of you know
Speaker 1: what I'm about to say. The challenges are trying to
Speaker 1: truly help you think through and the outcomes attached to
Speaker 1: solving true those and I think you're going to go
Speaker 1: somewhere deeper solving it there.
Speaker 3: Yeah, and you mentioned a couple of ways that you
Speaker 3: use that information as part of a follow up. I
Speaker 3: think it's always helpful on these podcast when our experts
Speaker 3: share some of their favorite questions that they use in
Speaker 3: the conversation to validate some of the components or maybe
Speaker 3: just kind of your tried and true ways to ensure
Speaker 3: you're getting the information on the table that you need
Speaker 3: to because we all know there's all this stuff going
Speaker 3: on without you, right, so you make sure that you're
Speaker 3: bringing this stuff up that you can validate some of
Speaker 3: the things that you need to.
Speaker 1: Yeah. I think that's a great question. So first of all,
Speaker 1: I would say it is very powerful if you have
Speaker 1: a point of view in terms of who matters and
Speaker 1: why they matter. Because you've heard me say this before.
Speaker 1: A lot of us were talked to ask the question,
Speaker 1: who else is going to be involved in this decision?
Speaker 1: And you know, I've come to believe that ninety percent
Speaker 1: of the people we talk to you don't know. And
Speaker 1: it's not that they don't care, it's just they don't
Speaker 1: Whatever I do for a living. They're not involved in
Speaker 1: that every single day. They're certainly not buying for it
Speaker 1: every single day. So you probably have a much better
Speaker 1: point of view anyhow as to who's going to be
Speaker 1: involved and why they matter for different reasons, right, I
Speaker 1: care about the purchasing and the spend. I care about
Speaker 1: the who we're going to buy from, or I care
Speaker 1: about the how do we implement something successfully? So those
Speaker 1: are typically going to be different people. So having a
Speaker 1: point of view like that in my hip pocket makes
Speaker 1: it a lot easier for me to put that on
Speaker 1: the table and not have to ask, but to say, hey,
Speaker 1: we have expertise, we know who the people in your
Speaker 1: organization are going to be that are typically involved in
Speaker 1: something like this, because now it puts you in a
Speaker 1: position to ask for access for the right reasons. And
Speaker 1: this is something that I think is really important, the
Speaker 1: ability to ask for access in a way that most
Speaker 1: people don't. Most people ask for access by saying, hey,
Speaker 1: who else is going to be involved in this and
Speaker 1: can I meet them? Now? That's one end of the
Speaker 1: spectrum beca you know what I mean, a lot of
Speaker 1: done that. I've done it, you know I did it.
Speaker 1: But on the other end of that spectrum. It's a
Speaker 1: person who can say, look, these are the people that
Speaker 1: we know are going to be a part of this
Speaker 1: conversation for one of the following big reasons, and here's
Speaker 1: why those people should see us. Like I purposefully say us,
Speaker 1: I'm talking to you, and I know that I also
Speaker 1: need to get access to your CEO, your chief operating officer,
Speaker 1: whatever I'll say, Rachel, here's why your chief operating officer
Speaker 1: is going to care about this. From our experience, this
Speaker 1: COO typically thinks about the following three or four things
Speaker 1: when it comes to this conversation. Here's why they're going
Speaker 1: to care, and here's why you should take me there.
Speaker 1: So now I've asked you in a valuable way for
Speaker 1: both you and the other person I want access to.
Speaker 1: And the why is not about me. Why is that
Speaker 1: I need to see them so I can check a
Speaker 1: box and salesforce that I met the COO. I know,
Speaker 1: here's why they care, Here's why you should take me.
Speaker 1: And then I think, no matter who you're in front of,
Speaker 1: one of the things you got to get comfortable with
Speaker 1: and it just comes from doing it and learning that
Speaker 1: it's not all that scary a thing. To do. And
Speaker 1: everyone who's listening to this who does this will agree
Speaker 1: with me. You've got to get comfortable whatever you hear
Speaker 1: and asking two or three more questions whatever they say,
Speaker 1: you got to get comfortable. Well, so what I met
Speaker 1: a guy in a client last earlier this year. I
Speaker 1: just loved it. He's been very successful and he's very
Speaker 1: honest about it. He said, I just keep asking the same question.
Speaker 1: Well then what's just like, oh, and it works for
Speaker 1: this guy, it's great, right, But you know it's like,
Speaker 1: well then what or so what or why does that matter?
Speaker 1: Who else is impacted by this? Because here's what we
Speaker 1: typically see or what will happen if you don't solve
Speaker 1: for this. So your willingness to grab whatever you hear
Speaker 1: and pull on that thread two, three, four different ways,
Speaker 1: you know, even thinking about when you're talking about a
Speaker 1: current situation or an outcome and the impacts, whether they're
Speaker 1: negative consequences or positive business outcomes. Typically there's four or
Speaker 1: five constituencies that you can pull on the company, the team,
Speaker 1: the department, the customer. You am I willing to go
Speaker 1: to that level of depth. That's I think how you
Speaker 1: do this. You've got to be willing to go there.
Speaker 3: Yeah, the depth is where you can really provide the value.
Speaker 3: And I know I set this conversation up to talk
Speaker 3: like the initial sale and then the post sale, and
Speaker 3: the really truth is, Brian, everything you've said is a
Speaker 3: little bant after the sale, right, we still have requirements
Speaker 3: for success, we still have outcomes, we're still trying to
Speaker 3: drive all of that. But maybe just some pointed things
Speaker 3: we can talk about once you've established a relationship. What
Speaker 3: are some common mistakes that you see reps make when
Speaker 3: it comes to staying tethered to the account for the
Speaker 3: long term, right after the initial whatever it is deal
Speaker 3: is done.
Speaker 1: Well, the first mistake they make is they don't do
Speaker 1: a great job on the front end of documenting and
Speaker 1: getting customer agreement on what are the challenges we're trying
Speaker 1: to help you solve and one of the outcomes that
Speaker 1: we're trying to help you drive to. If you don't
Speaker 1: do that on the front end, this is going to
Speaker 1: get really tough because now you're just going to be
Speaker 1: viewed to someone that they're buying from. Right. So that's
Speaker 1: the first thing. But the second mistake they make, when
Speaker 1: they do make a mistake is even if they do
Speaker 1: that well in the front end, they don't create short
Speaker 1: term process measures that give the rest of the team
Speaker 1: the ability to look for the things to tell them
Speaker 1: they're heading in the right direction. All they get is, Hey,
Speaker 1: the customer's got a goal of going live by September
Speaker 1: first of twenty twenty five. Okay, well, what are the
Speaker 1: other things we've agreed upon to put in place between
Speaker 1: now and then to make sure we're on the right track,
Speaker 1: and that two months in, if we're off track, we
Speaker 1: have more than enough time to adjust. So there's that.
Speaker 1: And then the other big mistake they make when they
Speaker 1: make them is they don't communicate those things effectively to
Speaker 1: the people who are coming in after the fact. I
Speaker 1: win the deal, I throw the deal over the fence
Speaker 1: to somebody else. I'm like, good luck, let me know
Speaker 1: if you need anything right versus Hey, here's exactly why
Speaker 1: this customer wont This is what's being put in place.
Speaker 1: These are both the short term metrics so that we
Speaker 1: can adjust as appropriate that give us the best chance
Speaker 1: they get to September one of next year, and or
Speaker 1: these are the outcomes we're trying to truly drive by then.
Speaker 1: And then the other big mistake they make is they
Speaker 1: expect other people to just go do it. Now. I
Speaker 1: know the conversation models and the type of I'm in
Speaker 1: will have an impact on this, but most companies do
Speaker 1: have people who care about the successful outcome. So maybe
Speaker 1: it's not the new business rep. Maybe their job is
Speaker 1: to move on and go through something else. That's fine,
Speaker 1: but there's somebody whose job it is to make this
Speaker 1: thing happen, and whoever sold it has the responsibility to
Speaker 1: communicate it so that this person can then take that
Speaker 1: ball and run with it and lead. And then I
Speaker 1: think the last big mistake they make is they don't
Speaker 1: stay engaged. They wait. I mean, they're happy to re
Speaker 1: engage when they get a phone call that says, hey,
Speaker 1: there's a new opportunity here, but they don't stay engaged.
Speaker 1: So now they're kind of parachuting in and out of
Speaker 1: the account. And if you're in a role where you get, hey,
Speaker 1: pass the first deal, I just think you have a
Speaker 1: responsibility and customers react so much better to that level
Speaker 1: of consistency that you didn't just handle the ball off
Speaker 1: to somebody else and like, call me if you need me.
Speaker 1: So those are my big three or four thoughts on that.
Speaker 3: Yeah, some great points there, Brian. And also this idea too.
Speaker 3: I'm like, even if you're not compensated on what happens
Speaker 3: after the initial sale, right, staying engaged can still drive value.
Speaker 3: Like let's not forget referrals that people can throw you
Speaker 3: when they're happy with the business.
Speaker 1: Right.
Speaker 3: So I'd love to hear from you how you like
Speaker 3: to stay in touch with people? Is it finding reasons
Speaker 3: to reach out? Like how do you do that? How
Speaker 3: do you make sure that you're continually being a resource,
Speaker 3: whether or not you're compensated for it or not? Right?
Speaker 1: I read? Okay, Yeah, that's somewhat for mudginally because I
Speaker 1: think reading is becoming a lost art. And I have
Speaker 1: to force myself too, because I get it. I mean,
Speaker 1: we get hit with so many different venues of communication
Speaker 1: these days, but I try to read the other thing
Speaker 1: I try to do. And it's a little different for
Speaker 1: me because I'm now not an individual seller anymore. But
Speaker 1: as a seller, I would find ways to do networking.
Speaker 1: I'd do like CIO type dinners or lunches where I'd
Speaker 1: get two CIOs I'm doing business with and two CIOs
Speaker 1: and I'm trying to get more time with etc. And
Speaker 1: I get them together, and you know those kinds of things.
Speaker 1: I'm constantly looking for something that I can send you
Speaker 1: a note on that we are either relevant to or
Speaker 1: we've seen other people deal with, so I can maybe
Speaker 1: give you a point of view or send you in
Speaker 1: a direction to say, hey, I saw that your company's
Speaker 1: thinking about this. I don't know if you know, but
Speaker 1: that happened here. Here's I remember them doing X. Does
Speaker 1: not have anything to do with me, but certainly made
Speaker 1: me think of you. And I'd be happy to introduce
Speaker 1: you to that person if I can so as anything
Speaker 1: like that. But I also think when it comes to
Speaker 1: you and who you are to the customer, you have
Speaker 1: a responsibility to make sure that if they're sitting in
Speaker 1: a certain seat by mid low right, you're thinking about
Speaker 1: what does that person care about on a day to
Speaker 1: day basis, and if I'm going to communicate to them
Speaker 1: about us specifically in this project that we're doing or
Speaker 1: we just sold them or whatever, I have to remind
Speaker 1: myself that deck communication has got to meet them where
Speaker 1: they live like. It's the classic examples to why economic
Speaker 1: buyers have a tency to not come to quarterly business reviews.
Speaker 1: It's because the quarterly business review is typically a replay of, Hey,
Speaker 1: here's how many people are using our software or our product,
Speaker 1: and here's what your building looks like, and here's what
Speaker 1: your consumption is like. They don't care about that. They
Speaker 1: care about what's the business problem you're helping me solve.
Speaker 1: How are you doing in helping me solve that? What
Speaker 1: results are we getting as a result of that? Right?
Speaker 1: Because I also think back to the point that you
Speaker 1: made about reference ability and next deals, et cetera. How
Speaker 1: you communicate to them after the sale will have a
Speaker 1: huge impact and whether or not you get considered thoroughly
Speaker 1: for next opportunities.
Speaker 3: Yeah, I think there's been some great points of discussion here, Brian,
Speaker 3: and I think we could probably spend a couple hours
Speaker 3: on this topic, right, And I think that the way
Speaker 3: I've appreciated the way you approach this topic because it's
Speaker 3: it's something that we need to remember with every account, right,
Speaker 3: because we get so much throat at us. That's sometimes
Speaker 3: the things that fall by the wayside unintentionally, but help
Speaker 3: differentiate you as a rep, help your relationships, and when
Speaker 3: you nurture relationships, they're there when you need them right,
Speaker 3: If you haven't been nurturing them, it's really hard to
Speaker 3: fly in out of the blue and say, hey, can
Speaker 3: I get a referral?
Speaker 1: Right?
Speaker 3: What's the one thing you want people to remember about
Speaker 3: this topic? What's the big takeaway for them today?
Speaker 1: I think the big takeaway is if you don't do
Speaker 1: this from the start, it's really hard to go back
Speaker 1: and put these stories together. So I think it's how
Speaker 1: you enter initially that matters, and that it's on you.
Speaker 1: Don't wait for somebody else to do it for you.
Speaker 1: It's on you to set up a relationship that's based
Speaker 1: on business value, just not product or technical value that
Speaker 1: you can then attach to. It's easier to attach to
Speaker 1: what I'm trying to help you solve for and when
Speaker 1: I'm trying to help you accomplish and it is something
Speaker 1: cool that my platform does right. And I think the
Speaker 1: other thing I'll remind people of is if you do
Speaker 1: this really well on the front end, you cannot only
Speaker 1: hold other people on your team accountable and actually hold
Speaker 1: the customer accountable to know what they were trying to
Speaker 1: solve for. But when change happens inside of an account
Speaker 1: and you only have two choices. When one of your
Speaker 1: key contacts moves on or leaves, you only got two choices.
Speaker 1: You can hide from the new person who takes Thatchir,
Speaker 1: or you can go running to them. I prefer to
Speaker 1: be able to go running to someone because I have
Speaker 1: a great story to tell them, Because if I hide,
Speaker 1: there's a good chance they're going to realize I'm hiding
Speaker 1: for a reason. And so that's my other take on this.
Speaker 1: I think what this kind of mindset does for you
Speaker 1: in an account that's going to have change. People change
Speaker 1: jobs and companies change, et cetera, et cetera, it just
Speaker 1: puts you in a much better position to make it
Speaker 1: easy for people to go, oh, that's a great relationship.
Speaker 1: We're good. Let's feel focused on the ones that are Yeah.
Speaker 3: That's it, Brian, great gems today, despite all your struggles
Speaker 3: in the overnight hours with make sure your.
Speaker 1: Dog wear a Clane sweatshirt that doesn't smell like stunk yet,
Speaker 1: So that's good. Maybe we're making progress.
Speaker 3: Well, I appreciate you taking time to talk with me
Speaker 3: on this today as you clean up your dog and
Speaker 3: your house and all of that. You thank you, thank
Speaker 3: you talk so all right, thank you to all of
Speaker 3: you for listening to the Audible Ready Sales podcast.
Speaker 4: At Force Management, we're focused on transforming sales organizations into
Speaker 4: elite teams. Our proven methodologies deliver programs that build company
Speaker 4: alignment and fuel repeatable revenue growth. Give your teams the
Speaker 4: ability to execute the growth strategy at the point of sale.
Speaker 4: Our strength is our experience. The proof is in our results.
Speaker 4: Let's get started. Visit us at forcemanagement dot com.
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