HOW TO THINK LIKE A CLIENT AND CLOSE THE DEAL NOW

Hey, before we get into the interview, I want to make sure you're aware of the other podcasts I put out there. Sales Questions, Brutally Honest Answers. So, if you're looking for more of a daily Q&A, tips and tricks type of show, that's the show for you. Also, check out our friends over at brevitypitch.com. Brevity Pitch is an AI product that allows salespeople to practice their sales conversations without anybody eavesdropping on you or judging you. It just lets you warm up and then develop your skills. Because we can think it, we can plan it, uh, but until we open our mouth and practice it, it's a different thing. It's like watching somebody play golf. You gotta play golf to become good at golf. That's what brevitypitch.com does for you. Tell them Brian sent you. Here we go.

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

Well, you know, um, I spent 25 years running and operating restaurants, Brian, as a, a restaurant manager and bar manager. And always I felt like a salesperson trapped inside of a hospitality worker's body, if you will. About 15 years ago, my wife moved from education and educational sales and had tremendous success, allowing me about 9 years ago to take a step into a different direction. And I was fortunate enough to be picked up by CCPI and CCP Industries as a sales rep. Did that for a couple of years. And because I think there's so much training involved in restaurants, I navigated toward training other reps. And then about 5 years ago, I was promoted to being a regional sales manager here in the Great Lakes area. So.

Great.

And what was it like managing restaurants? I'm a big customer of restaurants. I can't imagine being on the other side, though.

You know what?

You should.

You should just take a dive in for a month. It is really— there's nothing more. It's kind of like it's exciting. There's always something going on. There's an energy, a vibe. That I just, I think it's hard to replace by anything else. But the, there's also just terror, moments of terror and a lot of nightmares. And I, and to this day, I still have some. So.

Well, I think that the corollaries to selling are very close where you've only got control over a certain amount of things and you're between the customer and the employees and the product. And a lot of things can go wrong, right?

Oh, absolutely. And as much as you prepare for those things, I mean, I learned early on not to go too far in the weeds, and if I do, stop me. But there was something called a line check. And one of my restaurants I worked at, the line check would take almost an hour. And yeah, I gained a lot of weight because you taste everything, you temp everything, you check the dates on everything. And as a managing partner of the restaurant, I'm like, wow, this is a lot of time. But the fruits of that preparation are that there are less customer complaints, less phone calls from the health department going, we got some people sick. And those kind of— you start having those kind of complaints, you go, you know, that hour doing that line check is really not wasted time. It's very valuable. And so, and I do agree, there's so many corollaries between the restaurant world and what I'm doing currently. Right now, I feel like a restaurant manager trapped inside a sales manager body sometimes. Some of these conversations I have with my folks, it's like, oh my gosh, I'm like talking to a server back 20 years ago. You know how we get different things into our mind and different perceptions that just slow us down and they're very similar.

Yeah. And what was that first year like in sales for you?

To a degree, I thought I died and went to heaven.

Really?

Because, you know, as you know, and I'm not, I'm not going I'm not even kidding. I'm a little bit on the older side to be in sales and be 9 years in. But I had been like a mid-50-year-old guy on a Saturday night busing tables because somebody didn't show up or being called in on one of the 2 Saturdays you get off a year because, you know, the dishwasher went down on a Friday or Saturday night. And all of a sudden I'm like, oh my God, I'm watching football on weekends. I get to spend more time with my family. There's a lot of, a lot of those kind of benefits. And then The first year, but the first year in sales, one of the biggest struggles I had was in my own head. It's like, you know, oh my gosh, am I cut out to do this? Oh, they— this prospect doesn't want to see me. I mean, you probably know the litany much better than I do, but it was all there. And, you know, you face those challenges, those dragons, if you will, and, and you learn to overcome them. And they do pop their ugly heads up now and again. But, you know, you've beaten them back once, you can beat them back again. So I love the challenge of that first year and we'll keep trying to do right, keep trying to put more challenge in front of us. So every day is a learning experience.

And I got to imagine you had a lot of that in the restaurant business as well. Angry customers or annoying customers, flaky employees, flaky vendors.

Keep going. You're doing great. Yes, all the above. And probably one of the biggest lessons I learned, you know, you could say there's maybe some regrets I didn't get into sales earlier in life, but I wouldn't trade any of the years I had in restaurants. And one of the things that, one advantage I have, I brought from the restaurant world is like a customer complaint, for example. A lot of folks will try and avoid that. Or push it off hoping it goes away. What I learned early on, because you got hair in the food, I mean, I won't gross you out with a bunch of stuff, but there's a lot of different complaints you handle in the restaurant world. And you learn early on that the sooner you address it, take ownership of it, you apologize for it. And something, thank my wife, taught me years ago, which I'm still practicing, is how to let them vent. Let them get it off their chest.

Yes.

And then you tell them what you're gonna do, what you're gonna do to fix it. You get their buy-in to that fix and then by gosh, you do it and then you follow up. And I'm gonna tell you, Brian, I won more long-term customers in the restaurant world and in the sales world by handling it that way. It's almost like, gosh, I hope a problem does come up so that we can win it, you know, win them over, win them a little bit deeper than if everything just went smooth.

And what surprised you about sales when you got into it?

You know, like I said, that's a really good question. What surprised me about sales? I guess why more people don't do it in one sense. Sales is a lot of fun, you know. But it's, ah, you know what? I can't give you one. I'm sorry. It's more like every day is so different in sales, and if you're open to it, I guess one thing that surprised me would be how much you, how much you can learn and how much there's so many different variables. I mean, you mentioned the different variables in the restaurant. Well, well, sorry, but after 25 years, it became ho-hum. If the If the dish machine goes down or Johnny the butcher smoking marijuana in the cooler, hey, you know, been there, done that. Here's what we're gonna do. So it kind of became routine. I kind of fell asleep for a little bit.

Yeah.

And even though you have all these different things popping at you, it's like, all right. But in the rest, in the sales world, man, there's always something you can do. I mean, you refer a lot of times to you being more strategic and being smarter and not doing the same Doing more dumb things faster. That's always a challenge that doesn't come naturally. That's something you have to kind of have a mindset and do intentionally.

Well, that's it, because I always found the great salespeople, they look at the vast depth and breadth of selling and they get excited by it instead of overwhelmed by it. A lot of people just ignore it and they'll just like show up and do the dumb things as fast as they can and go home.

Well, there you go. Now, and then there's another correlation to the restaurant world. I mean, you can run a mediocre restaurant and you can get business. It'll be fine. You can go ahead and let's take a wait on a Friday, Saturday night. You can let that wait run up to an hour or 2 hours long, turning people away, or you can bust your tail and motivate your team to get those tables turning just a little bit quicker. And you always got to show what's in it for them, just like you do in sales. And it's like, hey, if you can get one more table in or sell one more cocktail or one more appetizer, that translates to your paycheck as well as just a general gratification of doing a job, a job well. So yeah, you can, you can go through life kind of, you know, half asleep if you want to. You can go through sales half asleep. But man, getting out there and digging in, that's where the juice is.

Yeah. And how long did it take before you got your mojo? In sales where it was?

I'm still working on it. No, it, it's actually about a year. You know, if there's a year of like, oh my God, what am I doing? You know, it was so comfortable in the restaurant world. I knew exactly what I was doing about a year. And that year kicked in. I started going, okay, now I'm gonna look at some of these really high performers and start trying to emulate what they're doing.

Smart.

Getting to the idea of there's a better, there's a better way to do it, right? So I started trying to, trying to follow those guys, saw my sales exponentially increase and my, you know, my success. And it was, you know, that was about 12 months. It took about 12 months for me to really get my mojo going.

And what were they doing differently than what you were doing?

Well, they were doing smarter things.

You're kidding. Not just more?

Not just more. And in my world, we didn't talk much about my industry. We're We're an industrial, industrial supplier. We do have industrial supplies, everything from PPE to your common wiping cloth or rag. And so it's a kind of a crowded field that we have to really go in and try and make ourselves not a commodity and stand out very quickly. And we do that at CCP by our, by our expertise. But there's a lot of training we're involved in. A rag is not a rag. A towel is not a towel. It's got many nuances to it. And we have to get that across to our prospects quickly. So at first I'd go out and prospect. Okay, if somebody uses disposable gloves, everybody uses a rag or a towel of some kind. They're my prospect. And then I learned from these other gentlemen and ladies that, you know what, maybe you go after a distributor who can go after the smaller accounts, or perhaps you go after the large food processing company. It takes a little bit longer sales cycle, but It may take a month or a month or two to actually get that one all the way through where you can go to a small mom-and-pop place and open, you know, selling one case of towels, one case of gloves. But now you're selling, you know, 5, 6 pallets. And if you take and compare the time, there's a lot better payoff in selling the pallets versus selling a case. I didn't know if you knew that or not, but I thought I'd share that.

Well, I actually have somebody in one of my courses in this industry and I was trying to help him because You know, he was doing what his manager told him, which was as many stops as possible at restaurants, old age homes, whoever.

Yes.

And some people cared about the quality, some people only cared about the price. And what you just described kind of sums up 5 years of experience in 5 minutes of what to do.

School of hard knocks, right? You learn.

Well, I bet you weren't encouraged to do that either, were you?

No, no. And it's funny, you know, most of my peers now that I'm in sales management, we haven't made that leap yet. And I'm still working on it, on how to work smarter on instead of doing that. Now, I will tell you, the pandemic really helped because instead of, you know, saying, okay, go out in the field, make 20 in-person calls, blah, blah, blah. We can no longer do that for a period of time. And I've got— oh, I hate to— well, I should say this. I've got a gentleman who's been with my company for almost 50 years. He pretended like there was no pandemic. He just kept doing—

Kept going.

But then some of my folks had breakout years because they were forced to do something different and take that step into, you know, doing more LinkedIn, doing more research. Getting people's attention with an email, those type of things instead of just knocking on doors and just getting your bruised knuckles from knocking on doors.

Yeah. And was it that you didn't want to do all the dumb things or you just wanted to maximize your income given your amount of time?

Exactly. I want to maximize your income, maximize your effectiveness. I mean, dumb things can be fun, but you got to know how dumb they are.

Yeah.

I mean, you know, who doesn't like a cold call, you know?

Oh yeah.

So, so sometimes you want to do that just for fun. But, you know, that's entertainment. That's not making yourself an income. So.

And did you have the interpersonal— you must have had the interpersonal skills after 25 years in a restaurant, right?

Oh, yes. You know, I went into restaurants. I got a degree from business in business administration, and I went to a strange city, had this, you know, Desk job, didn't know anybody. So I said, you know, I got my nights free, started waiting tables, right? Oh my gosh, what fun that was. Then started bartending in Dallas back in the '80s. So I'll let your, I'll let your imagination go there. It was a great time. Then I had to grow up, had kids, and went into management. So interpersonal skills. I've been, you know, I enjoy that part of it, you know, building the relationship, you know, as you might say, having the conversations. That's where the, that's where the really the juicy part is. So, yeah.

It wasn't just how many places you could stop at per day.

Oh my gosh. You know, in that first year of sales, for example, I'd be like, all right, I did my 20. It's noon. I guess I'm going now.

What do I do?

I made no sales. I made no lasting contact, but I did my 20. Now, you know, after a couple days of that and you start seeing your paycheck, you go, oh yeah, that's not the idea.

That's not the objective, is it?

No, no. But I got my 20 done.

So. Well, that's it for me. I got frustrated. I hated wasting time, you know, because most of my sales, I had to get on a plane. So you have to get up super early, you have to travel. And it's like, if it turns out to be a waste of time, it's like, It's very painful.

Right. What else could you have been doing? You know, hopefully some—

anything could have been. Sleeping could have been better use of my time.

Exactly. Exactly. Yeah. Waste of time is gone. And you only— we all get the same amount, right?

So, and I think leaders tend to think, oh, that's good practice. And I'm like, well, maybe I know how to get up early. I don't need practice on how to get up early or go meet people who aren't interested in what we do. I need practice on people who are interested in what we do.

Well, and that goes back to practice doesn't make perfect. Perfect practice makes perfect. I'm from Indiana, right? So basketball is huge here. So I practiced shooting, you know, as a kid, practiced shooting all the time. Well, guess what? Then when it got to be game time, I wasn't very good because somebody would guard me and I couldn't hit a shot. So it's perfect practice. Yeah.

So, and what do you say is your strongest sales characteristic?

With all humility, I think my strongest, my only real skill I think is connecting with someone genuinely in my heart and in my mindset, putting aside commissions, putting aside the sale, putting aside anything that might be in it for me, but putting myself If I were that individual, what would be good for them? And, and there's where my solutions come from. And guess what? There comes your success too.

And where'd you learn that, or how'd you discover that?

I learned that from my dad. Yeah, he was also in sales, and, uh, it was a good experience.

Was he a salesperson, or was he just Naturally good with people.

Both naturally good with people and just and then a good you know good salesperson. He taught me that and the old expression: you don't know what a man's going through until you walk a mile in his moccasins.

Yeah.

So it's like yeah and and we live that, you know, and that's what we try and do to this day.

And how do you do that with a stranger? Let's say it's a first call. How do you demonstrate that that's your your sincere intent?

It's funny to quantify it or put it into terms because it really has to come, not to get fuzzy on you, but it's got to come from inside. You have to, I think you genuinely have to believe it yourself. And I could not be involved in an organization or selling something that I was not 100% behind myself or gung-ho for. That'd be disingenuous. It's got to be from the heart. And you can fake it, but I wouldn't want to try. No. So I don't know if that helps or not, but that's what I would do.

It's the most sincere or the most complete definition of trust is proving to someone else that you have their best interest in mind, even above your own.

And I, I think that becomes evident. I'd like to think it becomes evident to people fairly quickly. At least it's been my experience. If you start with that as your foundation.

So I think because certainly that's not what anyone thinks of as a salesperson.

Right, right. It's counter to the perspective that the prejudice that's out there or what's been traditionally thought of. So that's why I leave my plaid sport coat in the car when I go in on a sale.

Yeah. Because, you know, if you said, what do you, what's the, What comes to mind when I say salesperson? Oh, someone out for themselves. So the opposite is that someone out for you.

Exactly. Exactly. And that's, and that's the, the, the, the what we have to try and get over sometimes because people have that image of us.

We have to do it because of that.

Right, right. So it's, it, I wish I could bottle that and tell you exactly, you know, what works for me that way, but I think just genuinely having a mindset of trying to help others.

And you kind of surprised me that when you first said, oh, that first year getting into sales about how people wouldn't want to talk to you, that you had a little insecurity or—

A lot.

Really?

Yeah, a lot of insecurity. I mean, it's, it's one thing when someone comes into your place of business like a restaurant or a mall.

It's inbound.

They're coming there for a purpose, right?

Yeah.

You walk into their restaurant or bar, it's a little different, or you walk into their home. So it's, it's one thing that you set the, you set the table, if you will, and then you've got to bring the table with you. And you just, you know, over that first year, I really kind of developed this like, hey, wait a minute, if you go in with the idea of taking care of them, You know, just I'm here to help. And if you don't want me to help, I'll dust, you know, I'll kick the dust off my sandals and I'll move elsewhere.

And what do you see the younger salespeople not getting or taking longer than it should take to get?

Well, you know, I almost, and this comes from my restaurant background, I've seen many generations, if you will, go through the workforce, including now the last 9 years. And I think it's more, it's not necessarily just generational, maybe young. I actually, my issue is probably with people who have been doing sales the longest.

Yeah.

Is they're not embracing, they're more embracing, I'm gonna try and squeeze every nickel out of this prospect or customer instead of the bigger picture, if you will, and getting the dollars by taking, by being of service and taking care of them. And I think that's, you know, so as far as the younger ones go or the newer to sales go, I think, I think it's that same hurdle I faced that first year is, is, is getting your footing and finding your own voice.

Yeah.

And that just takes time. And I think people have to allow themselves that time.

And what did you do to kind of accelerate that? Because I got to imagine that first year was uncomfortable, given especially when you, you became really good at something, then you go to something that is brand new to you.

Well, I was fortunate. And again, I would say I'm maybe you'll find a lot of this in the hospitality world. I knew that I was going to make a change. So by gosh, I dedicated myself to that change. I was within a training team of 4 other folks. A little bit younger. So the perception was, oh, they're going to grasp technology like the CRM faster and all that kind of crap, um, and learning the products, and they've already been in sales, so they're going to be more successful because of that. Well, I use that as, as a fuel or as a chip on my shoulder and go, oh, no way. You know what, just because I'm a certain age doesn't mean that I can't grasp that technology. Um, so I, I made that— I worked a little bit harder. Spend a little more time, study a little bit more. I was— I try and always read something to try and develop. There's some great podcasts out there. I don't know if you can recommend any. There's some great— there's a lot of great tools out there to accelerate your success that weren't necessarily on my radar 9 years ago. But my gosh, you are responsible for your own, your own performance and your own development. And it's a shame if you don't take advantage of some of these great, great opportunities that are in front of us today.

So, yeah. And you have a competitive nature to yourself there?

Oh, absolutely. Yeah, absolutely. It's funny, I asked my team one time, I was like, okay, on a continuum over here is, you know, you want to make money or the dollar is important to you. And over here is taking care of the customer. It's not necessarily black and white like that, but let's just say it's a continuum. A couple of my folks were way over here on dollars, right? So you think they're the most competitive. I'm a little bit more over here on the side of taking care of customers. But that doesn't mean I don't want to take care of more customers than this guy. I just want to get myself out there more and become more effective, like you mentioned, a little bit, do it a little bit faster, a little more accelerated and take care of more people. That way I'm more and more of a service to my community, if you will.

And your business, that is a long-term strategy because it pays, it compounds.

Absolutely. I don't know if you know the value of referral customers, but man, that's the way to get them right there instead of I'm gonna make a few dollars extra today and then burn a bridge. It's like, no, no, no, it's, this is recurring orders. So we want to develop a long-term relationship and then get some referrals and go from there.

And because I gotta imagine your, yeah, your client base is birds of a feather. They know each other. They ask each other, you know, what do you use? Who should I call for this?

You know, they change, they change opportunities.

That's true too. Very transient industry.

Right, right. It's a lot of fun. It's a lot of fun.

What sales characteristic, if you developed more of, would really take your game to the next level?

Um, I, I think what I need to develop be even better and stronger at is doing, doing the smart things, learning even more so how to prospect on a broader scale, on a larger scale, a larger customer base. Those are the challenges I have before me right now that I'm looking forward to tackling.

Yeah. And do you have that creative— sounds like you do—

creative gene where you're like looking to think outside the box and I may not be as creative as I appear or like to be, but I am pretty good at stealing things.

Taking someone else's creativity.

Borrowing, borrowing things.

Yeah. Well, why not, right?

That's right. My most frustrating times when I try to reinvent the wheel, whether it be in a different restaurant world or in the sales world, reinventing the wheel, well, that takes a long time. So.

And I got to imagine you also knew what your customers wanted from a salesperson. You were, you were Probably were the buyer at one time of these types of things or dealt with the salespeople.

Exactly. And that's one of the driving forces that attracted me to CCP Industries was the, you know, I dealt with rental companies, rental uniform companies, you know, different vendors for different things that we use. I'm going like, God, there's got to be a better way, you know, and CCP in many ways is a better way. So, and I'd be happy to talk to you about that, but it's probably not the right forum.

So, well, I can imagine, you know, because I, I hear from both sides, salespeople at those companies and users of those products. It's, you know, the cramming of the KPIs and the pushiness and the, you know, cheesy techniques. That's not what a buyer wants at a restaurant, right?

No. But if you go in there and say, okay, you're using, you know, XYZ, if you tried this product, what do you think about this product? Would this have merit? Because, you know, it does have these features, but what do you think of it? You know, or what does your line cook think of it or your server or whomever it might be? You get them involved and you get a conversation going. And from that conversation, you know, it becomes even more obvious that you're looking out for their benefit. There's no such thing as really a closed technique. It does itself.

So, so you're not much into the demo and the presentation?

Very much, very much into the demo. But it's got to, it's got to be— I like it to be organic. I like to be including all parties. Like, what are you using? Have you ever thought about trying this?

You know, so that conversational approach.

Yeah, I heard that somewhere. That's a really good thing to do.

That's a real good idea. And what do you wish you learned 9 years ago that you know today?

You know, I wish I'd learned 9 years ago that a big sale isn't any harder than a small sale, that walking into the C-suite of a large organization Is you can do that just as quickly as walking into 10 small ones that will get you nowhere. That's, you know, that's one thing I wish I'd put in my pocket years ago.

So, yeah. And what was not there back then? Was it the confidence, the know-how, the— you didn't know that you didn't know, or— All that.

Yeah. Plus, you know, we have, we have, again, from a certain generation, We have a bit— we had a business model that was go out and make all these small calls, do all these dumb things. You're gonna get some dumb results, but you'll have enough that you can make a living. And it's relatively easy. You don't have to challenge yourself. You have a— you can work from a relatively small catalog of products and just keep doing the same thing over and over again. There's, I guess, a comfort to that, but you don't grow.

And being busy is comfortable sometimes. It's distracting.

And it can be confusing from being effective. Very.

It's the opposite.

Exactly.

And I think a lot of busy people feel like they're doing something.

Absolutely.

Absolutely. I don't care.

I don't care. I don't want to sit still. I gotta get something done. Yeah. Cool.

Hey, Chris, I really enjoyed this. Where can people go to connect and follow you?

Of course, I'm on LinkedIn with about 1,000 other Chris Allens. But I'm Chris Allen at CCP Industries. You can also reach out by email if you like at crexallen@gmail.com.

And to become great at sales, the best way is to model somebody who already has become good at sales and to hear other people who have become great at sales and the journey that they're going through, the false beliefs, uh, the, the misnomers, the mindset issues, all of this stuff that gets in our way between where we are and the income that we want. Let's face it, we're in sales because we're money motivated, we're competitive, we want to be better every day than we were yesterday. And how do we do that? Um, just really, you know, read a book, uh, listen to a podcast. That's good, good start, I like it. But then you have to take action, and then you want both tactical and strategic ideas. You want mindset, you want strategy, you want to understand how companies buy, you want really deep content and examples Case studies so that you can learn from other people's mistakes. That's what I'm here for. I'm here for you to learn from my mistakes. And boy, do I got a lot of them. So go to b2brevenue.com, sign up for the courses. There's 2 major ones. Start the Conversation, Get the Meeting fills up your pipeline, gets rid of that problem of, oh, I don't have enough leads. I don't have enough meetings. It gets those conversations started with the people you want to talk to. Now, it's not about a pitch. It's about a conversation. Now, everybody thinks of conversations when you're talking or you're online at the same time or you're on the phone or Zoom at the same time. That's not a conversation. A conversation is when the client is talking about what they care about, what they're interested in, and that is What we call qualification, where we can sense where are they and how do we build up that curiosity into interest, into urgency to get a deal. And these are skills that we need. They're lifelong skills that we need in sales. And then how do we get a deal closed? Yes, anyone can take an order, but what if they don't know how to get it done? You got a new account. Where you're trying to get a big change done internally. What are the issues? If you're not planning that through, odds are it's not going to get done no matter how much your champion wants it. So winning the complex sale solves that problem for you. Why waste all your time on these false positives or these no decisions? Because they don't pay very well. They pay Zero point zero. What you want to do is pay a lot. So sign up today. Invest in yourself. You're the asset in sales. Quit waiting for somebody else to approve it or train you. See if you can get it expensed. That should be your first sales obstacle. Your first sales challenge is how do you get your company to pay for it? Just go down, tell your manager you want to do this. I put a little example email in the show notes right below here. Just swipe up and take a look at that. And if they won't, you got to ask yourself, why won't you? Why won't you? Oh, it takes time. Well, you work all day. You're working wrong all day. Why not improve that? There's the time right there. Oh, the money, Brian. It's money. Well, you make more money if you become better in sales. And Start the Conversation pays for itself the first week because you're going to get at least 2 meetings just learning from the very basics of it. Closing the Complex Sale will pay for itself 100 times over. Students in it tell me it's the best money they ever spent because they now have control over their deals. And it doesn't end. Some give up. Some give up after they win their first deal and they think they've got enough. No, come back, come back, keep going. You can get even bigger deals, more deals, faster deals. That's what it's all about. Sign up today. Put the excuses away.

Yeah.

Excuses feel good, but they're expensive. Excuse— you know what the excuses are costing you? Tens, 50, maybe a couple hundred thousand dollars a year in lost income. Really?

Yeah.

The difference between where you are today— let's say you're making $150,000, decent, decent income, but you know there's other people in your industry making $300,000, $400,000, Or $500K. Well, how are you going to do that? You all think it's just about getting a better job, a better territory, a better manager. They can help. Go do that. Then what happens? It's still you there with those leads trying to close those deals. And do you have the game? Few people do. Everyone thinks they do. Why not prove it? The market tells you what you're worth. Accept it. Now become better. And the way to become better is to improve every day. Really make a daily routine of learning and developing because it's not at the knowledge level. You have to become unconsciously competent. At these skills, which takes time, repetition, and emotion. And I show you how to do it, how I did it, how I've taught hundreds of people to do it. But you have to want to because I can't force you. A lot of people wish I could. So do I, but I can't. So sign up today. We'll see you next time.