Episode Transcript
WEBVTT
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Call. Reluctance can really hurt strs. So when you're if you are over
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stairs for the first ninety days,
one of your major goals needs to be
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making sure that scrs do not get
the habit of being reluctant with the phone's
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you were listening to be to be
revenue acceleration, a podcast dedicated to helping
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software executive stay on the cutting edge
of sales and marketing in their industry.
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Let's get into the show. Hi, welcome to be to be a revenue
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acceleration. My name is audion.
With you and an ear today with son
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Nelson as Dr Le Dot outreach.
How are you doing some today? Doing
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Great. Thank you for having me
on. Yeah, I thought it was
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a pleasure. It was a pleasure. I was saying to you in the
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in the presentation, you're a bit
of a celebrity. I think it must
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be the hair color that I always
remember your kind of is kind of coming
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from the first time I saw your
linkedin pictures that the true things. I
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did, something that he's been photo
shipping and I realized the true things that
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I like. It's really brave.
I love it. I think. Well,
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thank you. Yes, I mean
I did a long time ago,
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like just like as an incentive,
and then everyone recognized you from blue hair
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now and stuck with the blue air
for the rest of my life. It's
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been several years. Are you joking? Whisky sent you. So someone in
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your team doing something or you doing
something, and I was kind of a
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bad that you watst all. Well
would so it was like yeah, so
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we had this new group of strs
come and I said, Hey, if
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you beat the record for most opportunities
set in a month, all I'll die
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my hair blue. And then they
ended getting it and so that may have
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blood. So today some will be
talking about ramping as Das you know.
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It's interesting topic and I'd like to
know if you think it is the same.
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Everybody's like how we covid still a
we PUSS COVID is it? Does
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that infect right bobbies more difficult,
etc. But before we get into the
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conversation, for the only few people
that don't know who you are or don't
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know who treach is as a company, would you mind just giving a quick
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introw to yourself and the company you
represent? Outreach? Yeah, so my
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name is Sam Nelson and I've been
at that reach for quite a while I
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was in kind of one of the
first groups of STR's, really early on.
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I was a CR for a year. I did well. As I
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see our stop strs stur manager and
the managers are managers for a while and
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now I spend most of many time
doing things like this and think I've worked
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with hundreds of different companies on their
boundst our strategy. So spend a lot
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of time in the kind of outbounds
the air world. Yeah, you know
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a little bit about the topic,
which is wonderful. So some what we're
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getting from the market at the moment
of what we hearing from from customizer,
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and we see it ourselves as well. It seemed like it's odd and able
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to find talented as D are You
know, you've got to pay a lot
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of money. It's probably the the
profession for which the scenaria are increasing at
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the base of light at the moment. And even if you find someone,
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we've kind of a good truck recalled
and you pay them a lot of money,
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you're not even sure that they would
be successful in Ya. And he's
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alition. So I think obviously the
young boarding is really important. Who could
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you please share his all audience?
How the young boarding process of ones a
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look like at outreach. Okay,
so so the our on boarding process is
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actually canny unique and it's change with
covid. So I'll talk about kind of
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the path that we've taken and how
we're dusting it now for covid. But
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when I was a nest our manager, we actually did something kind of unique
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where we put all of the new
stairs on one specific team and we called
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it the Egoji and we saw the
idea from Sparta. So as Farta has
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like the egogi, where before people
become official warriors, like all the New
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People are in one group, the
trained by people who are specialized in training
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new Sparta warriors and we're all together
and then they graduate onto kind the EGOJI
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military. So we would do something
similar on our team. So I was
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over what we call the EGOJI.
So all the new strs were on my
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team and so everyone was ramped the
same way and we got we got a
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few. There are few interesting benefits
to this. Number one was at this
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time in the world very few people
understood our reach well and and I understood
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everyche weeks. I was one of
the first stars that reach it, and
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so everyone could be try miss on. You kind of knew that firsthand.
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Also, we could train, I
could specialize in new SCR issues. So
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my whole world was, okay,
how do I get stairs tramp as quickly
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as possible? Most stair managers have
a few new stairs, a few kind
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of stairs have been there a while
and a few they're about to graduate and
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they all have completely different needs and
there's just no way you can give new
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SDRs enough attention, well kind of
giving everyone else kind of attention that they
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need to. So by having all
of the SCR new s airs on might,
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whom I could focus on new SDR
issues and just handle that all at
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once. The other managers could handle
kind of the more tenuedest our issues.
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So I could have the biggest team
in the company. But it's still just
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like dealing with new stre. It's
just helping them get wrapped up. So
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and then it forced to get really
get at ramp because I can focus purely
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on that. A great processes around
it and it's stuck that. We still
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we have three agog teams now.
We have one in London and the couple
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and one in the US. We
have we have three Agogi bandagers and just
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worked really well. So one thing, though, is that with the egoji
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is really nice to kind of have
everyone in person and then I could fill
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in the gaps as manager when I'm
there. With covid the egoji leaves have
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a little bit more of a challenge, right, because people are remote and
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you can't fill in the gaps or
kind of proactively see things is easily.
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So it's changed a little bit,
but we still have that same structure where
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the news chairs report to people who
specialize in those first three months. Okay,
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what's the difference between an e good
g Mana Joe and a Molt in
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your reps manager? Are you looking
at two defferends car set, or is
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it in the same people, but
just someone who's more, you know right,
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always new styleteles. What was the
difference between them? Yeah, so
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for a go g managers, ideally
you want someone that's promoted from within,
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kind of knows how things work already
and they are top performer. So performed
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in the top ten percent. Ideally. Yeah, so you want someone who
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come in respects for the fact that
they've done the job and they've done any
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propriety and they know eat inside out. But also, of the capacity of
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teaching those which is tough, because
sometimes the top performer can be a lone
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wolf that doesn't care about in the
other people and themselves. But yeah,
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that can't that can be the case. But the great thing about top performers
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is that, especially like in this
context, is they've gone through knowing nothing
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to learning everything relatively recently, so
they understand kind of the issues of new
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scrs pretty well. It's very recent
for them and so they can know what's
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going to happen, what they're going
to be worried about, and we've we
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haven't had that big of a problem
of like the stereotypical top performers going to
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be a lone wolf who doesn't care
about people. Typically they are top performers
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that want to be managers, that
are that actually really takes a coaching really
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well. I think there are definitely
top performers who can't see that, but
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I'm not sure that top performers are
any less likely than other people to be
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able to learn the coach and if
they can, they can be insanely really
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a top perform that ends up being
a good coach. They can make a
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huge difference. Yeah, that's massive, but we found a few. I
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think this is great for, you
know, organization like our treacher, even
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organization like us at Operatics, because
we've got a critical mass office dyeah.
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We've got a lot of them.
I think he's maybe a little bit more
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tricky when you have like three,
four, five, you know as the
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indifferent region. But one of the
things you mentioned at I love is promotion
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from within. We've been like so
big on that. They're literally apart from
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our finance team, one manager in
our US operation and that's about it.
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and recruiting. But the but pretty
much recruitment is coming from within as well.
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The rest of Management Team, in
marketing, in cells, in every
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every aspect of the business has come
from within and I think he's he's this
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creature creates a great cuchure because people
can move on and you have a lot
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of people at can be a very
good as Davidea, but the life span
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is nine months, ten months,
because they just they've been good at it
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and it's like, you know what, that's the same. I'm star will,
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I just I'm just getting bought.
Now I want to do something different
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and I want to get up the
right it's so it's fantastic, but to
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get to fell that sort of promotion
from him. Yeah, yeah, promotions
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from within or awesome. And Yeah, I mean it's not just the str
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side, like in nine months,
they they did well as SCR like.
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We have a pretty good idea that
they're likely going to be a successfully,
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like every SCR that's transition to a
has been successful, and so the a's
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are happy for them to come over
as well the a manager. So it
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comes from both sides. Yeah,
yeah, and so I'll only take fune
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I got G to become a spot. And what's kind of the the resorts
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so fast. So what do you
know? What are the resorts that you
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expect and what's the timeline? Alongst
like this, resorts Oul do you quantity
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fight and do all. I go
g becomes puffing at the same time.
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It's only a few that make the
spot and Tim you know, not like
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to one doo some kind of the
motion that you've got behind that. Yeah,
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it's so. We set expectations at
like a year, like we expect
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you to be an stir for a
year. But the needs of the company,
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you know, whether or not we
promote someone has more to do with
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what we need at the company at
the time then, like whether in stre
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has been there for a year or
not. So like there's time during covid
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when there's a lot of uncertainty.
We're talk performing SDRs have been there for
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a year and just like we weren't
sure how the s andb market was going
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to shake out, right, and
so, just like things are on hold
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for a little bit. And so
maybe it was a little longer at that
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time, or maybe we raise a
ton of money and we need to have
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tons of ease and we're going to
lose like a, you know, like
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a fourth of our st our team
before you. So it can vary,
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but we set expectation. We say
typically it's about a year, the subject
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to change depending on the needs the
company. Okay, so it's a bout
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to your four. So when you
say becoming a spot, and does that
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mean becoming an a or does that
mean becoming like a celtified, I'll reach
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as dl just from Ko. Okay. So, so in the Agogi team,
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that's where scrs go on the first
three months. Okay, suddenly,
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wonce, they graduate from the EGOGI. They will go into one of the
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segments. They might go into enterprise
or corporate right, or they might go
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into smb, okay, and will
actually take enterprise from the EGOGI. Okay.
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And so we used to do it
where it's like, okay, you're
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a goog then your smb, then
you go corporate, then you go to
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enterprise. For the problem is by
the time they get to enterprise they've already
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been an str for like nine months. They want to be an AE and
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we need people in the enterprise to
be there for a longer period of time.
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So we kind of for ordained people
to enterprise right out of the EGOGI
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and that's worked well for us.
Okay, next perfect sense. So I
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would you structure is to see.
So if it's three months on that down
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boarding, do you have a structure
set, sixty ninety days plan? What
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do you expect them to date?
Eva, what's up? Just smasure off
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success and and and what do you
do if you've got someone who's really struggling
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as well, you know it is, because it's that's that's what was important
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to one the song you've good todays, will just doing what and they can
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move on as great. But it
was a structural maybe the first questions was
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a structural to so t sixteen ninety
days. What would you expect from them?
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Okay, so the first well,
Thir Thousand and sixteen ninety days,
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we've got what? Okay, one
really important part of us. Thre thoty
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sixteen ninety days, is like the
first week of boot camp. Yeah,
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and actually I would say like on
your St our team there, if you
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want to make changes, maybe the
highest return investment place is probably going to
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be in those first ninety days,
first three months. Otherwise, if you
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don't get that part of the process
figured out, scur managers can spend their
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entire time fixing mess up doll swings
and not having time to even make sure
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if you want to have bad doll
swings in the first place. Happens a
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lot is and it can be very
ugly. Within the thirty sixteen ninety days,
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if we want to say go eight
twenty. On that too, I
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would say that first couple of weeks
is particularly important. So they will come
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in and that's first couple of weeks
and we will have a boot camp where
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we will give them. Will do
a day on cold calling, will do
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a day on how sequences work and
emails and things like that. We kind
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of give them a lot of information
and then, yeah, and then we
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will let them go and we take
a very careful note of what the questions
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are. Right, we'll give them
a lot of information. Not all of
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it will stick because they're brand new. Will take very be careful note of
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kind of issues that they run into, our questions that they have and see
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if we can refine are on boarding
in the future based on what those questions
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are. So we'll do a bootcamp
wake and then we'll have they'll have trainings
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throughout this first three months. They
get them on board and ready to go.
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Okay, and in some of the
de actual objective. So it's that's
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interesting because you mentioned the old bound
cutting. So do you have a big
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proportion? I would have expected yet
outreach. Also get a lot of marketing
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qualified needs, like people raising Guians
or eating your website or coming through a
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chat or whatever it is. But
what's the proportion in bound out bound?
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Are you saying that those guys just
as the oppure the outbound people? Yeah,
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well, so we haven't divided into
inbounded out them. Sorr. Actually,
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I'm not going to be a guy
on the inbound side. I don't
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work too much on that side of
the House. But we do have like
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an inbound team specifically focused on invalids. So on the other hand side,
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Huh, you are outbounds. That's
your foot yeah, and I mean since
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I got to outreach, this whole
time I've been out bound focused and so,
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I mean I have some thoughts on
it down but I'm more of a
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e more my expertise system outbound.
So on the outbound side, yeah,
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we have strs have they've got a
few camps and they prospect those. They
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will occasionally get an inbound lead and
they'll work that that way. But but
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you have an inbound team that the
focus is on this. Okay, and
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fallienst that up. Not Talking about
the outreach in particular, but you know,
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you say you've been elping a lots
of lots of people. What should
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be do? The quantifiable measure of
success that you think people who are just
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ramping up a brand new team should
expect reate be number of meeting book,
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number of meeting set, number of
meetings turning into an opportunity. You know,
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obviously all those things are important.
Number of courts is important, number
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of activities important, people turning on
time in ther face and just not letting
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off to all is important as well. But what are the quantity thats if
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stuff and the Qualitas, I.
Stuff that you would recommend for Adience to
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look for when that building that plan
and trying to put some numbers, because
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everybody wants to put numbers. Everything
is to be measurable. So yeah,
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okay. So we'll start with so
we work backward from how well are they
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tracking toward quota or like you know, we measure them on sales, accepted
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leads, kind of qualified opportunities held, they get accepted a pipeline. And
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so the first month typically there's not
a huge correlation between, at least an
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average, between how well people do
and their very first month, like the
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month that they arrive, and how
they're going to be a long term.
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There is much starter correlation between how
they perform and their second month and how
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they're going to do long term.
So the first month we take it too
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seriously. The second month it becomes
more important. Now what causes people to
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do well or not well when they
start out, and that the a couple
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of things. Number one is call
reluctance. Can really hurt strs. So
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when you're if you are over stairs
for the first ninety days. One of
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your major goals needs to be making
sure that scrs do not get the habit
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of being reluctant with the phones.
So we'll get them going on the funds
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right away and not afraid of the
funds right away, and that's one of
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th things you should have in the
bud. Another thing is one trade of
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top performers tends to be how many
questions they ask other people in their manager.
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Just like their willingness to ask questions, even it makes them look stupid.
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Is Relate's pretty tightly with how successfully
has successful there, which was a
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little bit surprising to me, but
has been pretty consistent. Yeah, but
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in time of the number of so, let's say audience, probably most of
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the people who would listen to a
conversation all be to be software type of
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organization. Okay, these the sound
really the people that we've got knowledge has
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how many sellers, excepted Leete?
How many meetings would you say? Someone
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should the they should try to incentivize
that team to get in mounts one,
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two and street in that front.
But the remember that we've got your autoparatics.
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What we expect from all your bus
is probably five meeting set in mounts
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Wan, eight meeting. And when
we say months, why is post what
255
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you got? The boot camp is
puss like. You know, you've been
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trained. We did the theory and
stuff. Is You actually when you go
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like was the clients? Okay,
so there is a little bit of training
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before they got out with the clients. Of course there is probably a tow
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too strow expired before before they got
out with the clients. But we expect
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five, five, essay, and
in months one, probably around the eight,
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seven to eighteen months to and and
let's say ten to twelve from months
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fly on one. That's kind of
the productive stuff. So that the the
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deal. I'll bound. Do you
have semilar type of expectation from your team?
264
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Do you expect more? You expect
let's? Do you think it's a
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stupid way? The Way we do
it? Is Not. He's not.
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He's not riven. Well, what's
your opinion on that? Now, yeah,
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and I was fretty similar. Right, I would say I think that's
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a good way to do it and
that kind of the numbers forever is going
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to be a little bit different depending
on on how you'll measure that. But
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yet typically it's some kind of proportion
like that and once they get to their
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fully ramped month, they need to
be ramped at that point. If they
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miss quota when we have kind of
like some quote relief at the very beginning,
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that can that can be kind of
a red flag, like hey,
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it's this or is there something that
we're missing here? Is this not a
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good fit for this person? We
got to get to the bottom of what's
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going on if they're missing during most
quote relief months. But yeah, typically
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it's pretty easy to identify early on. It's like there's color reluctance. Another
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actually a really common one during the
first ninety days is just not reaching out
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to the right type of people.
It sounds very basic, but that's maybe
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like the number one killer of stars, and a lot of managers just don't
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know that's the reason. And so
it's important to look at like who they're
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sequencing, who they're putting their energy
into, and if someone's not doing well,
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there's a very good chance that they're
simply putting their energy into the round
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people. Yeah, make sense to
go on calls if they're making efforts and
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they're just not being successful, and
all that often comes down to that.
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Yeah, how do you measure core
reluctance? That's something that I'd like to
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know. So because obviously I remember
being col reluctant and I think I was
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cor reluctant when I first started because, yeah, it was pretty covid and
289
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many moons ago and I picked up
the food for the first time. And
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it's funny because I was actually prospecting
in French. We in an IT's full
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of English people. So, quite
frankly, they could not get a word
292
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of what I was saying. But
I remember feeling so self conscious of people
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listening to me and being able to
wander somed what I was saying and I
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felt more comfortable to go in the
board room. But you know, when
295
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you've got when you're on bout twenties. The other they got up a boat
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from each to do a call,
right, but I imagine I put myself
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in the shoes and, as I
will grew up, I put myself in
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the shoes of the UK guy,
right, the guys was sitting next to
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me. Is got like fifteen people
behind me. They all speak the same
300
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language and trust me, the environment
was Letho, people were the bent or
301
00:20:18.150 --> 00:20:22.059
was big and people would just bounce
from each other. You know, do
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00:20:22.180 --> 00:20:26.259
some sort of a that's what makes
the life of Anasy are quate exciting and
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00:20:26.339 --> 00:20:29.140
I think it's quite daunting because people
listen to you and you need to have
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a sudden level of confidence. So
how do you measure that core reluctance?
305
00:20:33.779 --> 00:20:37.289
Not when people are working from whom
you stuff like cours going or you've you
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00:20:37.369 --> 00:20:40.930
know, what's the I don't know. So what you are saying, I
307
00:20:41.130 --> 00:20:44.490
know that it's a big gap,
but how do you actually get to measure
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it's yeah, so well, we've
tried to solve the problem in a few
309
00:20:48.210 --> 00:20:53.000
different ways. Probably what we will
do is we just out law fully automated
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sequences, especially the very beginning.
Okay, because will happen at a lot
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of Companese is you can you can
actually like get a few opportunities just from
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complete automation, especially in that first
month or in those first couple of months
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when you have some quota relief.
So you can just totally automate and you're
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going to get lucky. You're going
to get a few meetings just from that.
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00:21:18.940 --> 00:21:22.779
What can happen is a sjrs will
say, okay, I've fully automated,
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we've gotten. You know, I've
hit my quota doing this. I
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think I've found the solution to doing
stir work without cold calling. And then
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what they find is, when they
get to be fully ramped, that they
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really have they have a really low
ceiling on their potential. And so what
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00:21:37.289 --> 00:21:41.170
we've done is we've just kind of
outlawed fully automated sequences for new SDRs and
321
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it creates a forcing function for doing
calls, because if all they can use
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as a sequence that has calls included, then they have to make calls.
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They can't avoid it, and so
that ended up being our solution that we
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saw. We saw problems in the
past with people trying to rely purely on
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automation, but I say when I
go and talk to their companies, typically
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the problem is a serious just trying
to relive purely an animation. Yeah,
327
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I agree with you. I think
we've got any of all sorts of people
328
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seeing what the funny is not working
anymore, and I'd like to get your
329
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opinion on that, because I've got
my opinion. But do you think the
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00:22:18.500 --> 00:22:22.940
funny is not working anymore? The
phone? Yeah, people are. The
331
00:22:22.019 --> 00:22:25.579
medium funny is that? That's why
I need to do emails, emails,
332
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emails, emails, and it's called
reluctance personally. But what's your opinion?
333
00:22:30.009 --> 00:22:33.410
I mean, you know it hasn't
really went because like because of Covid or
334
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just because the Times of change.
We added pre or prior to covid.
335
00:22:38.049 --> 00:22:44.049
I think you know. I think
it's a mix of things with people think
336
00:22:44.089 --> 00:22:48.799
that they don't get a lot of
response from cold and and now I agree
337
00:22:48.839 --> 00:22:51.200
with one of the thingags you say. You said, well, if you
338
00:22:51.279 --> 00:22:53.000
back at the wrong three people won't
respond to you. Right, you're looking
339
00:22:53.000 --> 00:22:56.720
at the wrong door. People know
you are they look at your company.
340
00:22:56.720 --> 00:22:59.829
You just introduce yourself five times through
a voice, not that you send them
341
00:22:59.869 --> 00:23:03.750
on Linkedin. They got your ten
emails. Yeah, you don't responded to
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00:23:03.789 --> 00:23:06.630
you by now they probably don't want
to engage with your company. Don't take
343
00:23:06.670 --> 00:23:10.150
it personally. Move on to the
next one. But I think we've had
344
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a little bit more reluctance. And
I hate to use the term millionaire because
345
00:23:14.859 --> 00:23:17.259
I think it's just over use and
stuff like that. But you know,
346
00:23:17.819 --> 00:23:21.460
even right now with my team,
people send me text to ask me like
347
00:23:21.579 --> 00:23:26.500
very complex question that I would soon
necessary to the conversation could me. You
348
00:23:26.619 --> 00:23:29.690
want something, called me. You
know I'm only I've got to move bile
349
00:23:29.690 --> 00:23:30.930
in front of you. Would you
know? Everybody can see it. Give
350
00:23:30.970 --> 00:23:33.730
you a bus? I don't know, but I get what's up and sometimes
351
00:23:33.769 --> 00:23:37.849
peoples some new skype and then this
in your what's up, and then send
352
00:23:37.849 --> 00:23:40.730
me an email exactly the same content, but they want a response. They
353
00:23:40.769 --> 00:23:44.720
could cut me. So I think, well, I guess what I'm saying
354
00:23:44.720 --> 00:23:48.680
in my opinion on it is that
people are more comfortable in sending message and
355
00:23:48.799 --> 00:23:52.400
even sometimes with friends it's easier to
send a message. They how are you
356
00:23:52.519 --> 00:23:56.269
those we speaking of different size is
being away? We've not spoken. Are
357
00:23:56.269 --> 00:24:00.029
you doing? Let'stoke. You know, but I'd like to get your opinion.
358
00:24:00.109 --> 00:24:06.190
Do you think the food as a
medium is becoming less successful? Is
359
00:24:06.230 --> 00:24:07.430
it the same, you think?
Is it? We need to use it
360
00:24:07.470 --> 00:24:11.940
in a different way. What's your
opinion of the food as a medium to
361
00:24:11.099 --> 00:24:18.099
get proactive leads out, rich leads
from from new prospect yeah, it's interesting.
362
00:24:18.099 --> 00:24:22.980
I wondered how covid would affect this
right because so much change there.
363
00:24:23.019 --> 00:24:26.049
Whether it, like our phone calls, seldom work, you know, work
364
00:24:26.089 --> 00:24:30.890
better or not, and I've been
surprised and kind of how consistent stay,
365
00:24:30.410 --> 00:24:33.730
it's said, consistently successful, and
I think part of the reason for that
366
00:24:34.009 --> 00:24:37.210
is, like, if we were
getting meetings over the phone, it was
367
00:24:37.960 --> 00:24:42.200
probably usually when it was with somebody's
cell phone, like we have a lot
368
00:24:42.240 --> 00:24:45.720
of numbers, and it was if
we're going to get meeting or some cell
369
00:24:45.720 --> 00:24:48.240
phone anyway, and so we still
have that date, and so instended to
370
00:24:48.279 --> 00:24:52.390
keep working the way that they were. I do think that a lot of
371
00:24:52.470 --> 00:24:56.789
the stairs would like to believe that
the cell the phone does not work anymore,
372
00:24:57.349 --> 00:25:02.190
as it's not necessarily people's favorite part
of the job. Yeah, but
373
00:25:02.269 --> 00:25:07.299
it tends to and there's also sometimes
a misunderstanding and like what success looks like
374
00:25:07.779 --> 00:25:11.460
in getting thirty people, because if
you say, Oh, ninety percent of
375
00:25:11.500 --> 00:25:15.180
the time and not getting through to
anyone at all, that's actually a very
376
00:25:15.380 --> 00:25:21.380
successful I mean if you can get
a pick up ten percent of the time,
377
00:25:21.849 --> 00:25:23.930
yeah, a huge return investment,
even the most of the time you're
378
00:25:23.930 --> 00:25:26.890
not getting through to anyone at all. So understanding that, just like a
379
00:25:27.009 --> 00:25:32.609
few connect a day, can make
a massive difference. Yeah, it's really
380
00:25:32.650 --> 00:25:36.720
important. Now I agree with you. You know my opinion on that is
381
00:25:36.839 --> 00:25:40.279
really first of all, coming back
to me when I was a youngest.
382
00:25:40.319 --> 00:25:44.359
Yeah, coming in and being a
little bit ashamed of myself because it's my
383
00:25:44.480 --> 00:25:48.039
first few goals. And back then
I don't have a sequence, sequence.
384
00:25:48.119 --> 00:25:51.230
Nobody gave me a sequence where in
two thousand and four I literally had a
385
00:25:51.829 --> 00:25:55.349
linked in the starting so I think
I even have uro pages under on the
386
00:25:55.470 --> 00:25:57.710
desk and the foot and an exceled
spreadsheet. That was about it. We
387
00:25:59.029 --> 00:26:02.230
see what as a crm and we
actually put you get to put the CD
388
00:26:02.349 --> 00:26:04.779
ROM in the Tower of the computer
to get it going on the computer.
389
00:26:04.980 --> 00:26:08.980
To give you an s the cloud
was as even there. But I think
390
00:26:10.059 --> 00:26:14.180
covie as alters in a way because
we people walking from home and particularly for
391
00:26:14.339 --> 00:26:18.130
new starts. We've seen you starts
becoming much more productive and I think it's
392
00:26:18.170 --> 00:26:25.049
because they don't have that anxiety of
being listened to by the couligue when they're
393
00:26:25.049 --> 00:26:27.210
doing a call. And also,
you know, one of the strongest power
394
00:26:27.890 --> 00:26:30.769
of doing the code is that you
can be with all you want to be
395
00:26:30.890 --> 00:26:33.519
behind that cal you know you can
change. You know you don't need to
396
00:26:33.599 --> 00:26:37.440
be the person you always your friends. You can change the intonation of your
397
00:26:37.480 --> 00:26:40.599
voice is and I was listening to
some of the stuff that you've done with
398
00:26:40.720 --> 00:26:42.839
the seves impact a getting me,
and you speak about that. You can
399
00:26:44.000 --> 00:26:45.680
do whoever you want, you can
put the mask you want, and I
400
00:26:45.759 --> 00:26:49.589
think this is the thing that people
mean. Not Be comfortable doing an office
401
00:26:49.630 --> 00:26:53.150
full of his Daus, you know, in the bullpen, but they may
402
00:26:53.190 --> 00:26:56.190
bee. I've been happy to do
it when the at home in the comfort
403
00:26:56.230 --> 00:26:59.430
of their own house, because nobody's
listening to them, right. So you
404
00:26:59.509 --> 00:27:02.259
don't have that Oh, are you
looking at me? Looking at what I'm
405
00:27:02.299 --> 00:27:07.539
doing? So I think get that
helped us and that tells peoples to be
406
00:27:07.579 --> 00:27:10.779
a bit more creative with the way
they are going and, you know,
407
00:27:10.819 --> 00:27:14.660
kind of create that mask, identity, you know, whatever it is that
408
00:27:14.819 --> 00:27:18.930
that works for them. Yeah,
yeah, it's true, though, and
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00:27:18.450 --> 00:27:22.970
you know, and sometimes this works. Actually want one thing on that is
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00:27:23.170 --> 00:27:27.410
that one cool thing that I reach
is when you put somebody into sequence,
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00:27:29.250 --> 00:27:32.480
if they respond and they have their
cell phone number in the Fudd it will
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00:27:32.519 --> 00:27:37.920
put in the outreache for you and
it is important to call when that happens
413
00:27:37.160 --> 00:27:41.519
because often that's day of the databases
don't have and the conversion in others a
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00:27:41.559 --> 00:27:45.670
super high. Absolutely ever reminded me
that. Yeah, well, you've got
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00:27:45.710 --> 00:27:48.910
to. You've got to also the
good old techniques, which is sending emails.
416
00:27:49.150 --> 00:27:52.750
was during sense giving or Christmas,
sending a few emails like you put
417
00:27:52.789 --> 00:27:56.589
my emails. You get towards you
out out of a visit to replay with
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00:27:56.670 --> 00:27:59.220
the other other people, and the
mobile numb doesn't ever think. But that's
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00:27:59.859 --> 00:28:03.819
that's a chail. Pretty we sell
the sales leaders like the secrets during dream
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00:28:03.900 --> 00:28:07.099
force. Yeah, the day when
everyone was a dream for us and out
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00:28:07.140 --> 00:28:11.579
of the office. How correctly,
when you know you know a friend.
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00:28:11.700 --> 00:28:14.250
You did that. Yeah, it's
a fund of mine as well. I
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00:28:14.329 --> 00:28:17.049
told me that never would, never
would that sort of stuff. But it
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looks like we getting to the end
of the session. Today was a pleasure.
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00:28:19.569 --> 00:28:22.970
I mean you great conversation. I
want to thank you so much for
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00:28:22.049 --> 00:28:26.240
your insight today. was great to
have you with us. If anyone wants
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00:28:26.279 --> 00:28:29.680
to get in touch with you,
I mean, yeah, if they can't
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00:28:29.680 --> 00:28:32.000
find you, I would find that
very, very, very surprising. But
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00:28:32.519 --> 00:28:34.960
what's the best way to reach out? To use it linkedin emails. Well,
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00:28:36.039 --> 00:28:37.720
I'll do you want people to reach
out to youtubease or discuss with you
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00:28:37.839 --> 00:28:41.910
or ought to discuss about outreach.
And now could they use outreach to better
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00:28:41.990 --> 00:28:45.869
that business? Yeah, I mean
I'm on Linkedin same now. So linkedin
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00:28:47.349 --> 00:28:51.789
by Sam Nelson Contentcom website is where
I post a lot of my post,
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00:28:51.829 --> 00:28:55.740
a lout of my content. And
Yeah, then if anyone's interested in in
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00:28:55.819 --> 00:28:59.140
that reach are curious about can how
that it is or heard it, feel
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00:28:59.140 --> 00:29:02.460
free to reach out to me.
More than happy to talk about it.
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00:29:02.539 --> 00:29:06.059
So good women. He sanks once
again. Some it was an absolute pressure
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00:29:06.099 --> 00:29:10.250
to have youngert for today. Great. Thank you so much. You've been
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00:29:10.289 --> 00:29:12.730
listening. To be to be read
the new acceleration. To ensure that you
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00:29:12.890 --> 00:29:17.529
never miss an episode, subscribe to
the show in your favorite podcast player.
441
00:29:18.130 --> 00:29:19.410
Thank you so much for listening.
Until next time.
