HOW TO BUILD YOUR "WHY" SO THE HOW BECOMES EASY

What we don't talk a lot about is how do we struggle through challenging times in sales? How do we keep it together? How do we keep our focus on what we really are trying to get out of the role? And it's okay if it's just money. It's okay if it's experience. It's okay if it's just a place until you find something else that's better. What we have to do is develop this bigger why. A purpose, a meaning to our life that isn't just what we do every day. Because some of the stuff that we do in sales every day, it's really hard. We get rejected a lot. And we have to come up with a reason why in our brains that we're doing it. We're going to be talking about this today. So if you're struggling or you're not sure if sales is the right thing for you, it's okay if it's temporary. That there's always something else out there for you. We're going to get into a great interview about this topic and how to work around it and develop it, and to really look at some of the stuff that we do, the cold prospecting, as fun, as interesting, as a challenge, as a game, as a puzzle that will help us become better at it. And We had a fantastic Office Hours yesterday. So if you're in Start the Conversation, make sure you check it out. It's definitely a must-listen to because it has a good mix of success and feedback, and people are now sharing what they're doing, success and failures, and getting each other's perspective on it. And we really worked out some great questions to get the other person talking. So make sure you check that out.

Hey, Edward, thanks for joining us today. As a way of getting started, give us a little background on yourself.

Yeah.

For the past 15 years, I've been working inside of what they call the world's largest financial publisher. I've been selling publishing products. investment advisories directly to consumers. And about 10 years ago, I transitioned into being the sales manager for that endeavor, growing them. And then our company hit a massive growth trajectory where I took over the customer service and inside sales departments. And really, the last 15 years has been really just head down focused on growing that. And then I recently, within the last 6 months actually, decided to make a change and go out on my own and leave, leave the safety net, as it were, and start the entrepreneurial journey.

And how's that going?

Slow to start, but, but it's going. Yeah.

Was it scary?

Yeah, it was and still is. But, you know, someone told me I'm sure there's many derivations of the quote, but you're either building someone else's dream or your own. It got to the point where I had done everything I could do. I'm not a huge fan of the status quo. Quite honestly, I think one of my skill sets that I need to develop more is being a better manager. I just enjoy building.

Yeah.

I like the creativity of that. That's That's back where I am. That's exciting. You know, once we've sort of solved all the problems and it's maintenance, I, I'm not, I'm not as excited. So this is where I should be.

And when you work for somebody else and you're building someone else's business, every day you kind of wonder, they could just take that away from me at any point. Yeah. What do I have?

Yeah, yeah, they're 100%. And, you know, in sales, Especially so in that world, we were direct-to-consumer. Everything was done online, right? And I always— the phrase I always used is that we weren't the icing on the cake for the business. We were the sprinkles on the icing.

Oh, okay.

Now, you know, we— my team in the last 5 years that I was running it, we did $100 million over the phone. direct-to-consumer research products, which is a lot of money. Even then, we were never a big enough— when you compare $25, $30 million a year to $300, $350 million in total business, it's nice to have, but you can do without it. So there was that feeling for a long time where it's like, one rep could go rogue and create enough of a firestorm where they say, this just isn't worth it. So yeah, I, you know, I, I, I worked with that in the back of my mind almost every day, and it's not a good feeling. So I like this, this feeling a little better.

Yeah.

And how is it when you have like nothing really behind you? Because as an entrepreneur, it's you.

Mm-hmm. Yeah, it's, it's, I mean, it's terrifying, honestly, right? You know?

Yeah.

Because, um, when you get— when you're part of something that's like Well, you got leads, you got history, you got examples, you got all the infrastructure around you, and you may take that for granted. And then all of a sudden— You do.

You— I, I've— I know now for a fact, and I have always assumed that you do take that for granted. And you see that a lot. You know, it manifests a lot in younger, in younger sales reps, younger employees. There's always the Well, we should just be able to do this. We can do more of this. We could get paid more. It's like, if you knew what it takes to get to this point, you would just be counting your lucky stars that you have a paycheck coming every 2 weeks and you don't have to worry about that.

Yeah.

Yeah. So you do take it for granted. But it's like I said, the building and the creativity is what gives me energy. And that's really what I'm trying to make decisions by, the addition or subtraction of energy in my life. Um, I just got to the point where it just wasn't, uh, it just wasn't personally worth it to continue that way anymore. I needed that next challenge.

Yeah.

And are you still passionate about the phone?

I'm passionate about communication.

Yeah.

You know, and I think that's what it is. I, I, I've read enough, watched enough where— and I think that's like the, you know, the dark secret of sales is that there is no secret, right? If you just, if you keep digging Well, they all say the same thing. Everybody's making the same point. And it's about how to effectively communicate with another human being.

And that's a performance. And that's what people don't— they all look for the words.

Oh, absolutely.

Memorize the words and the opener and the close.

I used to— I would say that all the time, like, we need to have some semblance of a script, whether it's a call flow, an outline, word for word, whatever works for you. But you need to get that to the point where it is like breathing. So that you can deliver a performance. And I would say that all the time because the people that were able to perform were always the best producers, always.

Yeah.

And, and I learned that lesson, um, probably far too late in my career, uh, when I was actually selling. I mean, I personally, I did the math one time, took like 300,000 sales calls because they're tiny, right? They're just, they're tiny 10-minute interactions, and I took a lot of them. And I was performing the wrong way. It was all about me, it was all about the product, like, look how great we are, look at this. And then one day it's like, this isn't working. I forgot about product completely because we had tons of products, right? In a digital environment, they would spin up a product in 10 days, right? I just put down the information and I just got to a one-on-one like, hey, what are you trying to do? Yeah, let me be the doctor and give you the prescription. What are you trying to do? And then it just was a hockey stick, my production and evolution.

Because I always found that if I could get them to talk about themselves—

Sure.

Boom. Because once that wheel starts going—

Yeah, yeah.

Because guess what everyone wants to talk about? Numero uno.

That's why I'm here. That's why I'm here. No, and, and that's— that is the The challenging thing I think about the B2B environment that I've sort of just dabbled in for bits and pieces is, you know, it's harder, I think, to relate those hopes, dreams, fears, desires of the individual you're talking to and how they connect back to the greater corporation. And am I talking to, you know, Sally, who I'm selling HR services to, or is this the company, or is this your boss? Like, it's a, it's a wild world you guys live in that That, um, I don't envy.

The key distinction, I think, is that both people are playing a role.

Sure.

When you— when it's direct-to-consumer, that person cares about that person and maybe their family.

Sure.

Okay. When you— when you're calling into a company, that person has to at least pretend that they're representing the company. So it's guarded, it's professional. And then the salesperson makes the mistake of Sounding like a rep. Yeah. Oh, hi Edward, it's Brian today. How's it going?

Oh, oh, it's so bad, you know. And it, and it's instantaneously, there's this subconscious connection when you hear that tonality. I'm being sold.

Taking.

You're taking from— you're taking my time, my attention, and you want my money.

Right, right.

What a—

oh, what's in it for me? It doesn't even hit the Prefrontal cortex for a while.

No, absolutely not! No! Yeah, the tonalities, you know, obviously, as you know, it's such a game changer in any conversation with your wife, your spouse, boyfriend, girlfriend, kids. Tonality is— I mean, I have a 6 and an 8-year-old, couldn't be more different. The 8-year-old is very conscientious and emotionally aware. The 6-year-old is a bull in a china shop. And I just was talking to him this morning. I'm like, it's not the words, it's how you're saying them.

Yeah.

That's the problem.

Right.

And, and it's— I, I said it 10,000 times to sales reps, like, you're saying the right things, you're just not saying them the right way. You're making people feel guarded. You're making people like get defensive. Like, relax.

Because, okay, it is like delivering a joke. Sure, the words, but we can all, you know, write down Chris Rock's jokes, right?

100%.

None of us can— none of us can really deliver them in a way that's hilarious or engaging.

It's such a good point because I'm just trying to plug in this charger in here. Sorry. Um, one of our best performing reps Was a stand-up comic, an aspiring stand-up comic.

Has the mindset.

They get it.

That is that, okay, I, I do an outline, a script, whatever, an opener, and then I practice it.

Yeah. And that's— and I think it's a great analogy for sales, sales training, sales scripting is, you know, and I never knew this until sort of the, the rise of the, the comedians and podcasts, right, where these guys just go on for hours and hours. I just kind of thought comedians like Chris Rock was just funny. Now he is, but he can suffer more than any other human on the face of the earth because he just goes out, plays the, you know, the crappy small clubs and just tells bad joke after bad joke and goes, okay, well, that's off the list. That kind of worked. And they just do the tour. And then by the time you get to the Netflix special, it's so polished, it's so perfect. Every phrase, tonality, word is so crafted and chosen. And that's the same thing with, with selling and a script and a process, especially when you're new. It's like, look, you're not supposed to be good at this. You just started. Like, earn your stripes, take the time.

And that's it. Because the caller, next to public speaking or death, it's got to be up there, calling a stranger.

Yeah, a lot of times.

Yeah.

I think because if we get a hang-up, and I remember my first hang-up till Today, I remember I got a hang-up. How rude! I was so upset, I had to go run, had to go do 5 miles. I was so— I'm gonna call him back and give him a piece of my mind. I'm gonna call his boss.

Right, right, right.

And because that's how humans react to rejection.

Sure.

So it takes a long time for you to understand that that's not rejection. That's just life.

Right. Yeah, I mean, I would try to get, uh, you know, sales reps to understand all the time, like, look, I don't care how good your product is, I don't care how perfect of a fit it is for this customer, you calling them is an interruption in their day and they don't want it. So we got to just understand that from the get-go, that you are— you're doing a bad thing, but we got to get through that.

But, but it's even worse than an interruption. It's like, because why do we pick up the phone? We want to or have to, right?

Sure.

Okay, so if we want to, when we find out it's a sales rep, we go from, what, a 90 down to a 0? Yeah. And if we have to, we go from a 90 down to a 20, right? Because now we have to endure this commercial.

Well, I would even maybe argue it's, it's 90 to 0 and go, oh, I have to do this. All right, back up to 20.

Let me How do you get it back up to 20?

Right. Yeah, absolutely. And I think that people like, you know, not rocket science, but the people that can just deal with that and have sort of that long-term framework for success, they just do the best. They understand that they're not supposed to be good at this, that they're not supposed to hit the ground running. And they just have to take the time and get better and be committed to getting better. Which, you know, is life really, right?

And have you seen the mindset of the people who play with it and make it a game, make it fun?

Yeah.

See if they can get the person to laugh.

Yeah, absolutely. Like, you know, at the, at the end of the day, B2B, B2C sales, face-to-face, like, it's just another human being. Just relax, right? Just try to have a little bit of fun. Get to know that person a little bit, and if you can ethically and honestly help solve their problem, then I think it's your obligation to try to convey that to them.

Yeah, right.

And if you can't, all right, I learned something new about Brian today, and I'm gonna move on and call 120 other people. Yeah, it's it's it just gets so built up that you know I have to I have to give my presentation, and I have to give my points, and I have to hit. Hit the tonalities. Like, yes, all that's true. But if you just— if you boil it down and distill it to just, hey, we're just 2 people just like you and I right now, talking, having fun, learn something.

Yeah. And what were some of the key lessons that you got building up a team and becoming great at that?

Probably think of all the mistakes I made first, right? And then just go—

Yeah, even the big ones.

Yeah.

You know, I think Okay. So I think at first I thought that we were trying to build a team of killers, right? Team that was totally aligned, that was in it, that wanted to be in it, that wanted to be here, that wanted to produce. I don't think that's necessarily the right way for that environment. I think employee churn is good. I think that you have to be realistic about the time the time horizon of how an effective rep is and be real with that. Like, in our world, there was a huge difference from 0 to 18 months and 18 months plus. And here I am thinking at 6 months, all right, how do I get this guy or girl to stay for 2, 3 years? And I was just solving the wrong problem. Like, and like, I needed to— I needed to— The way that we do it now is You know, we have very small incremental sort of micro promotions along the way, getting them in in 18 months. It's like, okay, where are we going to go? Are we going to help you get a job somewhere else? Are we going to get you into marketing? You know, there's only so many senior roles that can be had in sales. There's only so many managers, right? So you're not gonna go there. So thinking more of it as a as a career development path, on the job training for their next role. Um, that was a— that was what I learned, at least in our sort of B2C environment, was, you know, 18 months is just kind of the end in, in our world. Um, but the churn's okay. Like, you always have to find good people, so why not just be good at that?

And what did you look for when you were interviewing? Because the washout rate must have been pretty high, like in the first 3 months, you know.

It was pretty good. And I'll tell you the best thing I did. The best lesson I learned is that I'm not good at hiring people, to be completely honest.

So you gave it to someone else?

I hired someone that was better than me. What I found is, because we were hiring a lot of sort of our perfect candidate was first, maybe second job out of college, marketing major, tended to be a little bit more creative in the writing space, right? And I'd sit down in these interviews and I remember one specifically, this woman, I was like, so what do you want to do? Like growing up, like I would say this a lot. I was like, look, when I was 5 years old, I was in kindergarten and my teacher said, draw me a picture of what you want to be when you grow up. And I said, no one in the world ever drew themselves with a headset on. Never in the history of time has that ever happened. So I know you have hopes, dreams, desires that are outside of this conversation, and that's okay. So she told me she wanted to be in fashion, and I said, that's pretty cool. What are— why are we talking then? Like, what is— how does this get you to fashion?

Yeah.

Well, you know, it doesn't. Like, okay, go to New York. We're 2 or 3 hours away. Go to New York. Do— I mean, do anything other than this. And then that's when the woman I hired to do our recruiting and hiring in HR, she was like, you know, maybe, maybe I'll just handle these from now on. I'm like, yeah, maybe you should. Maybe you should. Because I would just get so, so frustrated and try to get down to what they really want to achieve. Because yeah, because look, I think that any job is leverage. They're leveraged, the company's leveraging you, and you should be leveraging the company to To further your career.

Only so many of us can be ballers, right?

Yeah, right. Like, if this isn't going to get you to the next phase quicker or better or make you better to get there, why are you doing it? I understand we need a paycheck, but so many of us, especially early in life, mid— early to mid-20s, would be better served by, you know, being a bartender, being a waiter, and working on our true core desires during the day and making ends meet at night and on the weekends.

Yeah.

And people get caught in the, you know, the trap of, I got to get the job and I got to pay the loans. And it's like, I understand it, obviously. I did it. I'm, you know, I stayed in one place 15 years, probably 5 years too long. But I think if— oh yeah, honestly, I, I did. Um, I just think if we had a little bit more honesty with ourselves about what we want to achieve, um, and, and really, I, I think Not many people really know what they want. And that becomes really hard in managing and hiring when it's like, I want to help you, but you don't even know what you want. So how am I supposed to help you?

Yeah.

And what did this person do that was able to find the right people?

Trial and error in the beginning. You know, we did a lot of employee surveys. We did a lot of, how you feeling, Johnnies? How's it going, Suzies? But I think we realized that we weren't looking for a 5-year fit. We were looking for someone who could and should effectively leverage this 12 to 24 month opportunity.

Yeah.

And I think we started presenting it as that. We were part of a much larger company that I think afforded us the ability to preach the— to give them to understand that they can go into other realms of the company. But I think it was just being honest about the leverage and the timeline. Like, look, we're trying to get you 12 to 18 months, then move you on. That's where we see the peak performance. And I think a lot of people that don't That some people— that terrifies some people. You know, some people just want to get a job, do their thing, and don't have to worry about it like we talked about before. Um, but a lot of people hear that and they're like, oh really? Like, yeah, yeah, I don't, I don't know. I'm looking for the long haul.

You must have seen some kind of distinction between like that top 10% and the rest, the middle.

I think the top 10% knew what they wanted to do with their life.

They had— they saw this as an avenue.

Yeah, absolutely. Absolutely. And sometimes it was developing skills. Sometimes it was just a way to earn more money than they could anywhere else and stack some cash. I do, I do believe that the top 10% were people that at least thought they knew, thought they knew what they wanted from life. They had outside goals and desires. Like, nothing would frustrate me more when it's like, what do you want to do? And where do you see yourself in 2 or 3 years? Well, I see myself here really contributing to the bottom line and getting into culture. Like, no, you don't. Don't lie to me.

And if—

And if that's true, get out of here, because that's just ridiculous. So the people that could articulate that, they just saw the leverage. And we were, we were upfront about leveraging the situation, and they had places they want to go. So they, they— like I told you, the stand-up comic, I mean, he just was sincerely and intensely motivated to stack cash to get to New York.

And it's— although it's not comedy, it's pretty close to comedy.

Yeah, he was actually developing some of his own— the skills that, yeah, that it's, you know, And so many, because we had such a cross— I mean, at one time we had 75 people in our team. Over the years, I mean, hundreds and hundreds. And I have sat back for many hours and we have consulting reports about who did the best. And I look at it and I'm like, none of this is getting to the heart of what is really attributing to success. And I just think it's people that have that goal, they have that focus, they want something, and they're gonna go achieve it. And they realize it's okay that this isn't it. It's just for right now. That's it.

Because I see a lot of resumes or LinkedIn profiles where it's 6 months, 6 months, 6 months at different places. And I think they're trying to find something that's their calling or their passion.

Sure.

And sometimes that's not the right way to take it.

No, and I, I don't think so because you're, you're starting over. I mean, you know, you might go from 100 on the experience level back down to 5, and then the next time it's back to 7 or 8, but you're just starting over. And I think just, you know, getting clear on what you want to achieve is what everyone should do and is the easiest and most concrete way to, to develop your path to success, whatever it is. And, and be honest. Another reason why I don't do interviews. I would tell kids, I was like, look, I wish I loved imported pickles. What? I'm like, the point is I wish I had a deep burning desire and passion because it would be clear. I'd write a blog about imported pickles. I'd have a YouTube channel, an Instagram, a TikTok, all about imported pickles. That's all I do. It's what I love. It landed for some. Some did not get it. They were stuck on the pickle analogy. But you've got to figure out what is your imported pickle? What is your standup comedy? Where are you trying to go? And then take steps to get there. And knowing not every step is going to be a direct connection to that. We can leverage, we can borrow some time, but changing jobs, changing roles, changing companies every 6 months, You're only hurting yourself.

Like, right, because most comedians would take the doorman job at the comedy store. Yeah, but how many doormen do they need, right? Right. 2, 3?

I mean, none really, right?

Doors can hold themselves open.

Yeah.

As opposed to, I'm gonna talk to strangers every day, all day.

Yeah.

And like I said, I, I, I've had, you know, give or take, whatever 10,000, 20,000. I've had roughly 300,000 unique conversations in my life. Not many people can say that. And it afforded me a lot of— some skill, tons of experience, and just an understanding of people and communication that, you know, someone in comedy or someone that wants to be a writer or, you know, any— just about anything is going to be able— you're going to be able to leverage that. And just consolidate some life experience, right? I mean, compressing time is the number one skill that you can create, right?

It is a great springboard to so many things in life. And money is a great thing to have when you're young because most don't have it.

Yep.

And, and I've seen people who, if you're able to, you know, really push through that first year, second year of sales. And too many of us, we have to start at the very bottom with the hardest of the hard. And we think that's the way it is. But it does get easier as you get better.

Yeah.

Yeah, I think not enough, not enough people have the humility to sort of to be a fool. Like there's a Jordan Peterson quote about you, every time you start something new, you're going to be a fool, you have to have the courage to be a fool, because Everybody that started was a fool. And you just have to get through that. And you have to have the willingness to kind of sit in the pain and just know it's going to get better. And in any sort of open sales environment, the new guy, like, God, you could see him. He's just like— Talking real low, he's leaning down, he's looking over, hat over his eyes.

Yeah.

He's just like, God, God, don't listen to me. Please don't listen to me. And you just gotta like— it's on the manager too, right? You gotta like— these guys— Billy over there, he was awful. He was the worst, but he got better. Just take your time, relax. There's just so much— there's so much pressure on sort of like that achievement and the time that we put on ourselves that just is really detrimental to what we're trying to achieve so many— so often. Just take your time. Sit, sit in the pain for a little bit. It'll, it'll be all right.

And what has helped you on your entrepreneurial journey? What mindset or viewpoint of it keeps you going? Because I'm sure you— I mean, that the magnet of come back to safety and security of a big company and—

Yeah, well, I think I got clear on what I wanted.

Yeah.

Um, right. And, and I, I, I don't want to have the feeling that it can be just taken away at any point. Yeah, and a lot of times, um, when you're an employee, um, sometimes you can do too well, you know. You can definitely—

you can reach a level where it's like you get fired for doing too well or too bad, right?

Right. You achieved a certain level, right? Right, right, right. So living with that was not something I enjoyed, um, you know. After— in my situation, after I kind of I don't want to say I figured it out because I certainly didn't, but I solved all the problems that I could see. It's like there's no extra creativity. There's no challenge. But the mindset I think that has helped me and going to help me and serve me the best in the entrepreneurial journey is getting clear on what I want. I want to own my own time more than anything. I used to think that I wanted maybe not own a private jet, but ride in private jets. There was these material financial goals. It's like, nah, if that means I have to live this way day to day, I don't want that. I've been very lucky. I'm very grateful for what we've achieved. We have some time. We have a nice life. I want to keep this as it is, but doing it on my own. I know it's going to take time. I know I'm going to be a fool. I know that if I just sit in it, deal with the pain and keep trying, it's going to get better.

Yeah.

It's a lot like that first mile. What— I'm a runner and that first mile is always— it's so hard. But if you get through it, then all of a sudden you get your rhythm, you get momentum and you go—

you feel like—

who's that guy that ran across the country back and forth? In the movie Forrest Gump.

Yeah, it feels that way.

It was like I could just run all day, right?

Now see, I don't get that. Uh, no, I cannot stand running. But, but I, I did— you know what I did purposely is, is, um, when I made the switch, you know, effectively I had nowhere to be, and I did not want to let that lack of schedule or momentum build. So, what I started doing is I get out of bed when I wake up. Now, for 3 days in a row, that was at 2:30 in the morning. Most days, it's about 4:30. I get out of bed and I start moving. The gym, which is a mile from my house, opens at 5:00. I'm there between 5:00 and 5:30. Now, most days I'll do a workout, but if I go there and I just get in the sauna for half an hour, and leave, the process was achieved. Yeah, I'm just building in process. So I get that, like, you have to just get the rhythm. You have to go, you have to keep going. And then momentum— momentum is just so underrated. Doing something even for 30 seconds every day is just so powerful. Cool.

Hey Edward, I really appreciate your time today. Where can people go to connect and follow you?

Edward B. Anderson on LinkedIn, social media. I'm out there. Our website for our new venture is paramountra.co. We are Paramount Revenue Advisors, specifically really helping direct-to-consumer online educators, course creators is sort of the first niche we're attacking. But LinkedIn, I'm on there all the time.

In the direct-to-consumer market, the phone tends to be very effective. And one of the— what else do you have? Do you have email? Really? In direct-to-consumer? You have paper snail mail or door-to-door.

I'd probably take the phone over that.

But if you can make it fun, and this is what I do with Start the Conversation, Get the Meeting, I break it down into these tiny little steps to start a conversation with a complete stranger and then build it into a business conversation. If you're in the course, make sure you listen to the office hours. Uh, we are here— one rep who's made it through the course and fought me pretty much the whole way, but now is having success because the fighting is on your part, not my part. Uh, if you kind of follow the steps And start becoming good at it. Get feedback because you're not alone. There's a community in the course. There's the office hours, an hour meetup every other Friday. There's unlimited one-on-ones, 30-minute Zoom calls with me. They're all recorded, put back in the course. So it's on demand. You listen to it and practice it on your own. Come to office hours, ask questions, see what other people are doing. You follow the examples that other people are having success with. And the course has been out there now for 4 years. And so it's been living. So all the office hours are added every other Friday, the one-on-ones as I do them. So there's always fresh new content, even though the problem that we're solving has been around forever. How do you start a conversation with a stranger, build it into a business discussion? That's it. That's what we need to do. Sounds easy, doesn't it? It is if you know how to do it and you build up some confidence about being able to do it. And you get good at it. Because other than that, what would be great to be at? Closing the complex sale? Yeah, we get these deals started and less than 20% of committed deals close. These are deals that people thought for sure they're going to close, but closing a complex deal is the exception. Getting interest, getting demos, getting proposals, negotiating— all that stuff is nice, but until they issue the order, it's all academic. I teach you how to keep that ball moving, how to keep the deal progressing, Where it's going to get stuck and how to prevent that. Get that 20 and inverse it. Get those 80% of those deals closing instead of 20%. Imagine that, 4 times as much. Could you handle that kind of money? I know it's a lot of burden making all that kind of money, but trust me, it feels good. So check it out at b2brevenue.com. There's a video that describes in detail the courses. in the show notes below, right underneath the Scratchpad link, and there's a sample email in there to see if you can get your manager to pay for it. If they do, make sure you make the one-time payment. You can do it in 12 monthly payments. It's not a subscription though, it's a payment plan, so you can't cancel it or any of that. So make sure you read that. So it, it gives you access for a whole Now, people make the mistake of thinking it's about knowing how to sell. It's about executing your sales process every time before you get into the trap. I get calls all the time. Can you come in and do a workshop for us? And it's like, ah, the reason I don't like doing it is everyone thinks it's all about knowledge. And they'll get 10% out of it and they'll write that down and they might integrate it. So it's not much fun for me. I like to stick with people over a year so that they can understand and implement and get feedback and understand the distinctions. And sometimes it takes— obviously it takes more than a year, but this is a profession. We have to become great at it and you have to start somewhere. So go to b2brevenue.com, sign up for the courses, uh, check out our friends over at Scratchpad. Link is in the show notes. If you're suffering with Salesforce, don't you want a little Chrome plugin that'll allow you to update it like a normal human being instead of a 1999, uh, data entry monkey? Give it a shot. scratchpad.com. We'll see you next time.

I was just going to give a bit of a testimonial, if that's all right, just to kick it off.

Only if it's positive.

No, it is positive. It was a— yeah, just because I started the course, I think, in June of last year, 2021. I got a few more months left of access, which is good, but I feel like it's been a transformative experience in my own personal and professional life. I was able to go from a period of a low sales slump in the middle of last year, in the summer and early fall, and then really was able to then come back and exceed my target by the end of the, by the end of the 4th quarter. And so the only other thing I would say is that it's also really differentiated me amongst people on the sales team in terms of focus and clarity of what's important. And now I feel really good about what I'm doing in terms of the approach of reaching out to customers and having those conversations and being focused, as opposed to just doing a lot of the other busy work on the side, like organizing resources and doing business analytics and all this other stuff. And so it's really been a noticeable difference with our executive team at, at my company. And so I just want to thank you for the content and for the these opportunities. And so I hope that helps if there's anybody new. It's— I'm a work in progress, but it's getting better. Good.

Yeah.

And you're selling pretty hard stuff.