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Jeremy Pound on Systems, Scorecards, and Frameworks for Your Sales Team

Jeremy Pound on Systems, Scorecards, and Frameworks for Your Sales Team

Today, I’m talking with Jeremy Pound, the CEO of Juicy Results, a consultancy that helps great companies build scalable sales teams by getting the most out of their CRM.

He’s also the author of 7 Habits of Highly Scalable Teams and the host of the New Customer Machine podcast, dedicated to helping entrepreneurs use their CRM and the latest technology to scale revenue.

In our chat today, we’re going to cover Jeremy’s best practices for how scaling teams can best use CRMs to master the sales process to create rapid growth and how you can use this strategy to build a better property management business.

If your sales process isn’t much of an actual process, then this is an episode you need to tune into.

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Topics covered:

  • (01:16) – Background Leading up to Today
      • (01:25) – Jeremy details his journey to creating Juicy Results.
      • (02:17) – What Juicy Results looks like today.
        • (02:36) – Discussing the transition from marketing agency to CRM consulting.
        • (04:07) – Frameworks for lead demand generation.
        • (07:10) – What the qualification process looks like and how is that related to overall client success.
          • (08:22) – Chasing the FAT deals.
            • (08:50) – Fit.
            • (08:57) – Ability.
            • (09:08) – Timing.
  • (13:05) – Seven Habits of Highly Scalable Teams
    • (13:30) – How Jeremy views a functional sales team.
      • (13:54) – The Scalable Sales Team Blueprint.
        • (14:40) – Selling system.
        • (16:48) – Sales management system.
        • (17:17) – Lead generation.
        • (17:52) – How Jeremy sells this system to potential clients.
    • (22:25) – Why CRMs are important to the success of a sales team.
      • (24:23) – Dealing with CRM compliance issues.
      • (25:41) – Jeremy answers how he demonstrates the impact of a CRM.
    • (28:45) – Inbound versus outbound segmentation.
      • (29:59) – Jeremy’s thoughts on response time.
        • (30:48) – The significance of business model, product or service and customer makeup.
        • (32:16) – Additional factors to consider.
    • (34:01) – Lead nurturing and the line between sales and marketing functions.
      • (35:53) – The principle of the Active Pipeline.
      • (36:42) – The Nurture Pipeline.
    • (38:32) – Superstars and rainmakers.  
    • (41:40) – Thoughts on compensation models.

Rapid-fire Questions:

  • (43:32) – Who do you learn from?
  • (45:42) – If you could do it all over again, what one piece of advice would you have given to yourself at the beginning of your career?
  • (46:20) – Are entrepreneurs born or bred?

Resources mentioned:

Where to learn more:

If you want to get in touch with Jeremy, get a copy of his book, or find out more about Juicy Results, head on over to their website.

Transcript:

Jordan: 0:00:07.0 Welcome closers. Today we have another episode of The Profitable Property Management Podcast coming at you. This is Season Two on sales.

I’m your host Jordan Muela, and every week I interview world-class property management entrepreneurs and industry experts who share actionable insights to help you grow your property management empire.

0:00:23.0 Whether you manage 1000, 10,000 or 100 doors, this broadcast is designed to help you see the big picture and give you the tools and tactics that you need to get to the next level.

0:00:34.6 Today, I’m talking with Jeremy Pound, the CEO of Juicy Results, a consultancy that helps great companies build scalable sales teams by getting the most out of their CRM. He’s also the author of Seven Habits of Highly Scalable Teams, and the host of The New Customer Machine Podcast.

0:00:52.6 In our chat today, we’re going to cover Jeremy’s best practices for scaling teams and how sales teams can use a CRM to master the sales process to create rapid growth, and how you can use this strategy to build a better property management business.

0:01:07.2 So if your sales process, currently, isn’t actually much of a process, then this is the episode for you.

Welcome to the show Jeremy.

Jeremy: 0:01:14.4 Great to be here, Jordan. Thanks!

Jordan: 0:01:16.7 Jeremy, give me some background. How did you get into consulting? And specifically, consulting on the sales side of the business?

Jeremy: 0:01:25.0 So I’ve run a professional service company, pretty much my entire adult career. And when I was 21, I started my first company, which was, you know, custom web software. Way back in 2001.

0:01:37.4 2008 I launched Juicy Results to be a marketing agency. And we ran it as a marketing agency for about eight years.

0:01:47.2 And our niche was to generate leads for sales teams, and basically doing that on a regular basis, you can imagine, I was constantly exposed to sales teams of all varieties.

0:02:01.3 And I couldn’t help but notice that there was a pretty wide disparity amongst our clients from the ones that kind of worked really well and the ones that crashed and burned, or always seemed to have problems.

0:02:12.6 And no matter how many leads we sent them, it never seemed like enough.

0:02:17.3 So, out of that I decided – about 18 months ago, we sold off all the marketing services, we repositioned the company entirely and we decided to do 100% CRM consulting to take what we had learned from the clients who were being most successful by using their CRM and by building scalable sales teams.

Jordan: 0:02:36.8 And how have things gone since that refocus?

Jeremy: 0:02:40.1 Well, I’ll tell you what, the best thing you can do for your business, I don’t care who you are, I don’t care what you’re doing, the best thing you can do for your business is simplify.

0:02:49.7 And I went from a creative services business that had six or seven product lines. It was, you know, pretty undifferentiated even though we had that niche of generating leads for sales team, and I have completely focused it down into a single consulting program.

0:03:06.9 You know, we solve one problem for one type of client. And I can’t tell you how much better my life is because of it.

Jordan: 0:03:13.5 Wow, love it. So this is the magnifying glass concept. You take all those beams of light, that energy, that focus, and you focus it on a single point and the results are compounded. 0:03:23.4 I totally get that.

The first thing that you said though, really caught me. As somebody that has worked in the lead generation side of the business, as somebody that has done a lot of consulting around marketing, what we know is that the lead gen just doesn’t matter unless people can close the leads.

0:03:38.8 Sales and marketing must play nice together for folks to get results.

Now that you’re on the sales side of things and focusing on optimizing for a process, which ultimately is going to look like sales people closing leads, how do you deal with the demand gen side of things?

0:03:54.8 Do you just leave that completely up to the client? Do you have partners on side of – on that side of things?

0:04:00.2 Because obviously sales consulting for folks that have insufficient lead flow really isn’t going to go anywhere either. 0:04:05.5 How do you handle that?

Jeremy: 0:04:07.1 That’s a great question. You know, consistent lead gen is a key component of the framework that we teach, but it’s actually the last framework.

0:04:15.1 So, I like the analogy of, you know, if you sell wood chips, Jordan, and you’ve got a great wood chipper, you’re going to look around, everything is going to look like wood to you. Right?

0:04:23.9 You’re going to be looking at antique furniture and like, “I could chip that”. You know? You’re going to be looking at the garbage that people leave out on the side of the road and you’re like, “I could turn that into wood chips.” Right?

0:04:30.8 But if your wood chipper is broken and you’re getting regular deliveries of wood, that’s just going to pile up outside.

0:04:38.9 And so, that’s what I see a lot of companies were doing. 0:04:40.4 That’s what the companies that hired us that didn’t have a sharp sales process, or all the other components of the framework in place – the leads were just piling up on the loading dock and it was pointless.

0:04:53.4 And so, because of that, we focus on making sure they’ve got a wood chipper that’s fine tuned, that’s working. And then we make sure – the third component is to make sure that they actually have consistent lead flow.

0:05:06.5 And by the way, as a side note, one of the biggest problems I hear – objections I hear – when I talk to entrepreneurs, both potential clients when I go to conferences, you know, my friends and different entrepreneur organizations, there is going – they basically tell me the reason they’re not building their sales team is that, you know, they look at it as a cost. Right?

So they’re like, “Ok each sales person I hire is more money I’m going to be paying.” Right? 0:05:31.4 And the heart of that – the only reason that anyone is looking at a sales person as a cost is because they don’t have the lead gen dialed in.

0:05:40.1 Because, when you have so many leads that you can’t get back to them in time, you would never make a statement like, “I can’t afford another sales person.” Or “sales people are expensive” or any of the other things that we probably always here.

Jordan: 0:05:40.1 Love it. Couldn’t agree more. Alright man. You are preaching to the choir here.

So, conceptually, here’s the framework that I tend to promote – because what I hear from my clients is the inversion of what you just 0:06:02.2 [Inaudible]. 0:06:04.5 “I just need more leads. If I had more leads, all my problems, all my growth problems would be be solved.”

0:06:10.5 I also put that at the end. My emphasis tends to be first focusing on customer lifetime value, which is another way of saying that you actually do your job well. The service that you provide is functional.

0:06:21.0 Then, focusing on your customer acquisition cost, which is going to be a byproduct of both the sales and the marketing function.

0:06:31.1 But customer acquisition cost really is holding you accountable to actually closing those leads.

0:06:36.5 Then focusing on cost-per-lead. And cost-per-lead is a byproduct of efficient marketing.

0:06:40.8 And then, finally focusing on lead volume. Because anybody can get lead volume from day one tomorrow. Swipe a credit card, spin up an Adwords campaign, a Facebook campaign, etc.

0:06:52.2 But what I find is that lead volume is the least challenging problem. 0:06:58.6 For whatever reason, it tends to be – have primacy in folks minds, but there’s a lot of preconditions that are really necessary in order for that lead volume to actually produce results. 0:07:08.4 So, I’m with you on that.

0:07:10.6 On the sales process, where do you start? I know you do some qualification of the types of people that you can help.

What is your qualification process look like and how is that related to overall client success?

Jeremy: 0:07:26.6 So qualification for the clients that we take on, or what we teach our clients?

Jordan: 0:07:29.7 Yeah, exactly. There’s a limit to who you and I can help, right?

First the will has to be there, but also there are some basic kind of functioning elements of what it means to actually have a legit sales process. 0:07:40.3 Like what does that look like?

Jeremy: 0:07:42.2 100%. And by the way, I always go back to the patterns I see between the companies that I work with and have worked with that are crushing it versus everybody else. 0:07:52.2 Right?

And those top performers, they know their client so well. Everybody in the organization. 0:07:57.1 Doesn’t matter if they’re ten people or 1000 people, you know, they celebrate and talk about who their client is. And everybody else is very grey. Right?

0:08:07.2 Everyone else is kind of like, “Yeah we can help this person and sometimes it’s that person.”

0:08:11.6 But the companies that really scale, they know who they’re going after. And it’s a little bit of a paradox, right? But I mean, that’s a topic that has been driven into the ground in terms of specialization.

0:08:22.2 So what we teach our clients and we use ourself, is something called, ‘Chasing the FAT Deals’. Right?

0:08:28.3 And I don’t remember if we made this up or if we stole this from someone. I just can’t – we’ve been using it so long and it’s just too good of an idea for me to believe that we actually made it up.

0:08:38.9 But basically, you know, you want to chase the FAT deals. And that’s an acronym for fit, ability and timing.

0:08:44.8 And I think this works for all sales person type driven sales, but especially for B2B.

0:08:50.9 And so, you know, fit, they’re the exact kind of client you’re going after. And you make exactly what they’re looking for.

0:08:57.9 Ability, right? They actually have the ability to hire you. Whether that’s, you know, the authority or the budget or whatever. Even the mindset. Right? That they can understand what you’re going to do for them.

0:09:08.9 And then timing. And timing is the most, you know, underappreciated element because sales people are persistent and they’re optimistic.

0:09:17.6 And we all celebrate those stories of following up with a client for three years and then finally signing on the dotted line.

0:09:24.6 While I think that’s great, I don’t think that’s a very good solution for prioritization.

0:09:31.7 So we really – one of the first things we do with our clients is we define who they’re FAT deal is. And we help them uncover a series of questions where they don’t have to say very off-putting things like, “Are you the decision maker?” Right?

0:09:44.9 Are you, you know, “What’s your budget? Are you willing to spend $25,000 to solve this problem?”

0:09:49.8 We try to come at it in more of a consultative and service approach. So the second I’m on the phone with a new prospect, I say, “Look, you know, we have a very proprietary framework. I don’t think there’s anything in the world like it, but it’s totally built to service phone-based sales teams that are between one and ten million dollars, that have a stated goal of doubling sales in the next one to three years. So if this is not you, you know, the solution may add some benefits, but, you know, if this is you then this thing is a slam dunk and it will totally solve all the problems you’re having.”

0:10:23.6 And it’s a very positive, proactive way to filter who we’re talking to. And, I mean, I literally say that as one of the first things when I get on the call once I understand what they’re calling me for and what they’re trying to do.

0:10:33.7 I teach that to all my sales people and it’s just such a great springboard for a sales conversation and it gets the qualification right out of the way.

Jordan: 0:10:40.8 I love it. So where I was really going with the qualification, was just pointing out the fact that infrastructure dollars, bodies, are a proxy for commitment.

0:10:50.5 So, if somebody comes to you or I and they say, “Man, in our case, in our industry, man I’m really committed to growing by 300 doors. 500 doors. Doubling my business.”

They’re – there’s a pretty brief conversation that you can have to determine whether or not that is a wish or there is actually a will and a plan and a strategy behind that.

0:11:09.1 And ultimately that has to translate down to resources being committed to that endeavour.

0:11:14.0 Because what I find the consistent pattern with small businesses in general, but certainly within property management is that sales and marketing is not operationalized. 0:11:22.2 It is not given equivalency.

It is treated as, kind of an ad-hoc sort of thing. “Like what we do is…make widgets, cobble shoes, manage properties. But by the way, on the side, you know, we have this sales and marketing thing and we kind of do it on an as needed basis to serve the business.”

As opposed to considering it as having – as being just another part of operations. Any other aspect in the business.

0:11:48.4 And I think that mindset and that shift is really the difference between actually getting results and making that commitment versus just looking at growth as being more of an aspirational sort of thing.

Jeremy: 0:11:57.0 Couldn’t agree more. You’re 100% right. I think that the small companies that are not scaling look at marketing and sales as a luxury.

It’s actually what will help them scale, but it’s what they tell themselves they’ll do once they scale. Right? 0:12:13.2 And it’s really out of order.

Jordan: 0:12:16.3 The analogy that I give is, imagine a sales and marketing firm that said that they were going to start managing properties on the side. Right? They’re just going to dabble with it.

Well, to a property manager, that would sound – that would sound ridiculous. 0:12:28.7 And yet, when you invert it, somehow thinking that you’re just going to kind of dabble in the sales and marketing on the side and make it work.

0:12:35.0 Given that it is the highest point of leverage in your business. What do all property managers have in common? They manage properties. 0:12:42.0 They’ve figured out operations. It’s not rocket science.

0:12:44.9 Now, granted, there certainly is a difference in quality of the service delivered, etc. But mastering that sales and marketing function is one of the most challenging things that you can do, because it is outside of that core competency of services.

It does require learning a new set of skills and, you know, let’s be honest, it takes time. It’s challenging.

0:13:05.7 So, kind of dialing back into the sales side of the business, walk me through how you view a functional sales team functioning, building it from scratch? Right?

So let’s say I’ve got the will and I’ve got the dollars right now but I do not have any sales infrastructure. Historically I’ve been taking calls myself.

Walk me through, kind of graduating progressively to scaling that up over time.

Jeremy: 0:13:30.0 That’s a great question, and honestly, that’s – and I told you we’ve got one product, one outcome. You know, this is what we do. Right?

0:13:36.1 So, people tend to call us for help with their CRM or, you know, my little, you know, playful avatar in the internet is the CRM guy.

0:13:44.3 But we do that because that’s what people think they need. But what they’re actually trying to do when they’re really going in on their CRM – and you know this better than anyone, Jordan – that that’s when they’re trying to scale their business. Right?

0:13:54.4 And so, we teach a little thing called, “The Scalable Sales Team Blueprint”. And The Scalable Sales Team Blueprint is our framework, but what it really means is, you know, no two companies are going to have the exact same blueprint.

0:14:08.6 What we’re trying to help our companies do is find their unique blueprint. Right? What’s going to work? What’s your secret sauce that you can turn into the wood chipper and you can dial it up as fast as you want.

0:14:17.2 And so, at a very high level, very simply, there’s three elements to the framework. And you have to get all three of these right to scale the sales team.

0:14:27.6 And I’ll say this, if you get all three elements right, you can scale your sales team without the drama, without the stress, and without the fear. 0:14:36.9 It really is like adding octane to the rocket ship.

14:40 And so, the – step one, is you need a selling system. Step one is the hardest one, because what gets a company from zero to one or five million dollars is typically one rain-maker. 0:14:52.5 Right?

90% of the time it’s the business owner. I’ve seen it a number of times where it’s not the business owner but it’s a key first hire who knows a bunch of people in the industry.

And it’s that rainmaker that this is second nature to them. 0:15:05.3 They don’t have to think about how they sell or why they sell. There is no system. Right?

0:15:10.4 Everything is by the seat of their pants. 0:15:11.5 Now there may be a system that they don’t realize they’re doing, but if you press them, they’ll have a hard time identifying it on their own.

0:15:20.5 So, one of the key tenants that I’ve learned from great people much smarter than I am, is that often, the strength of the leader is the weakness of the business. 0:15:31.5

So, if you have a very, you know, financial driven entrepreneur who starts the company, then the company may be in great financial standpoint, but as soon as that owner tries to, you know, go on vacation or they get sick, everything is going to come to a halt. Right?

0:15:48.1 It’s the same with sales, same with operations. 0:15:49.5 So, the most common problem we see is that the company’s not scaling exactly because of what got it to where it’s at. Right?

Because the business owner can just take a call and they can just generate rain whenever they can, but they’re still dealing with the same finite calendar that you and I are dealing with right?

So, we help companies create a selling system. Right? 0:16:12.4 A selling system is something that you can teach and our, kind of – our litmus test for do you have a selling system is, “Can you hire a new sales rep on Monday and have them autonomous by Friday?”

0:16:25.7 And that’s a big, you know, idea for a lot of companies. A big stretch.

0:16:28.7 But we’ve seen companies do it over and over again. And they come to us and they say, “You know what, we have sales people that work for us for six months and don’t make any sales.”

0:16:37.3 I’m like, “Well that’s not really their fault, that’s probably your fault. You’re not training them correctly.” So step number one is a factory like sales system. Which is what we teach. Ok. A selling system.

0:16:48.5 Step two. Right? Because now you’re going to go from a single sales person or two sales people or whatever it is, to a team. And when you have a team, you need a sales management system. Right?

0:16:59.1 And so doesn’t – the systemization doesn’t just stop at selling. You actually need a system to manage your sales people.

0:17:06.1 And so, our brand promise around, you know, step two is that we believe, when you’ve done this right, you can manage each sales person in one hour or less a week and they’ll still grow and they’ll still be effective.

0:17:17.6 So, factory like sales system is number one, sales management system is number two, and then number three it comes back to – you know, full circle, Jordan, consistent lead gen. Right? 0:17:27.3 It’s the wood chipper.

If you don’t have consistent lead gen, then you’re always going to tell yourself that, you know, the new sales person’s not working out because there’s just not enough opportunity. Right?

And so, you’ve gotta have a complete check and balance, a closed system that goes all the way around. Enough leads, enough people to actually sell, they need to know how to sell, and you need a system in place so they don’t have to lose sleep every night wondering if they’re doing their job. 0:17:51.4

Jordan: 0:17:52.4 Alright. So what is in the selling the system? This process that is going to allow me to hire on Monday and get results by Friday. What are some of the constituent elements?

Jeremy: 0:18:01.1 So, simply, we want to just sit down – so I’ll walk you through what we do.

0:18:03.5 First meeting we have with a client, is we’re going to say, “Let’s talk about your sales process.” Right?

0:18:07.5 And so, I know you talked about The Seven Habits of Scalable Sales Teams – this whole book, which is only 50 pages by the way, and it’s kind of the framework for what we do – is we’re comparing the companies that scale versus everybody else. Right?

0:18:24.9 And I think that a lot of us have it in our mind that a ten million company is just doing things ten times faster than a one million dollar company.

0:18:35.1 And I can assure you that it’s not the case. Right. You, you know, you’re trying to win a horse race by like, you know, by the length of a nose, and they’re bringing a helicopter to the horse race. It’s totally different. Right?

0:18:48.8 So, I know it’s a funny analogy, but it’s that extreme in my opinion. And so, where I’m going with that is that if – I constantly have my antennas up.

0:18:59.7 I’m fascinated by the different things I see and the, you know, the hundred person sales companies versus the one or two person sales companies.

0:19:08.5 And so, the first thing that ever stuck out to me, is that, you introduce me to a really scalable sales company that’s got like 100 reps and you randomly picked out three sales people and you let me call them.

And I said, “Hey, what – how do you define a sale at your company?” Right?

0:19:23.8 “What constitutes a sale?”

I’ll get three identical answers. It’s amazing. Right?

0:19:28.2 If I call anyone else that has a two or three person sales team and I ask them what’s a sale look like to your company, I’m going to get a really long-winded answer and it’s going to be different. Right?

0:19:38.1 Some people will say, “Oh it’s when I get the agreement signed.”

Other people will say, “You know, it’s when we get the deposit.” Right?

“Or it’s when somebody, you know, finally renews past the 30 day guarantee mark.”

So, it seems so simple, but there is so much more precision in the scalable teams versus everybody else. Right?

0:19:58.2 So, I use the analogy in the book that, you know, we look at a wall and you might say it’s blue. Right?

But, you know, somebody who is a little bit – who took one art class in college will say, “It’s actually aqua.”

And then an interior designer will say it’s viridian. Right? 0:20:12.9 But which colour do you want to use if you’re trying to touch up a hole on that wall? Right? You know? You’re going to get a different result if you say blue or viridian.

0:20:21.5 And so, the very first thing we’re going to do is we’re going to say what, “When would you pay a commission for…” — and that’s a big step right?

0:20:28.7 When you’re hiring your first sales person, they’re very nervous about that. And so, we just basically say, “When are you going to be comfortable paying a commission?”

And they’ll say, “Oh, it’s when I get, you know, payment.”

Or it’s, “When I get the first renewal.” Or whatever it is at your company. And then we work our way backwards. Right?

0:20:43.3 And so, we simply identify the milestones, and you’ll know, coming from the CRM world how every CRM, you know, has stages of sales process and how few companies fully understand the stages of their sales process. 0:20:57.0 Once you truly know that the most optimal path…

Jordan: Hey man, your audio just went

Jeremy: Oh, did I go out?

Jordan: Just for a second it was muffled. Go ahead.

Jeremy: 0:21:10.0

0:21:10.3 Once you know the path of least resistance, or the most effective path of, you know, total stranger to now they’re a customer. Then you can really build the selling system. Right?

And it’s very simple, but that’s all we do. So we just basically say, “So what’s a sale in your company?” Right? And then we work our way backwards.

And we basically just create this factory-like sales process. Right? We think the CRM is the assembly line taking the customer, you know, through the sales process.

0:21:38.2 Even if it’s just one sales rep doing everything themselves, its got to be a consistent path. 0:21:43.5 You’ve got to have line of sight from total stranger to customer and the door.

And when you have that selling system, you can teach it, you can define the activities that lead to sales and you can specialize it. Right?

0:21:56.1 And so you say, how can you hire on a Monday and have them autonomous by Friday? Well, if you’re the business owner and you’re prospecting, you’re qualifying, you’re closing, you’re upselling, you may not want your sales rep to do that.

0:22:07.0 You may want your first sales rep to just open doors for you to close. Right? Or you just may want them to call existing customers and upsell them.

So that’s what we’re really trying to do. 0:22:17.5 We’re trying to open their minds to, you know, what capacity can we bring somebody in here that’s going to make you more profitable right away.

Jordan: 0:22:25.0 Got it. So I just want to ask you to get your take on this, why does sales stages matter? Why is that anything more than the business owner just being kind of anal about getting people to update a bunch of minutiae in the CRM? Tell me more, Jeremy, about why CRMs are actually important and matter.

Jeremy: 0:22:44.3 Ok, great. So one of the biggest problems – one of the biggest objections I get when I get brought in, is they say, “I don’t care how good you make our CRM.”

0:22:53.8 And by the way, for the sake of your listeners, I know you know this, Jordan – I don’t just sell one CRM, right? We’re platform agnostic.

0:23:00.2 So, if I’m being brought in, they say, “I don’t care what CRM you bring us or you build for us, or you customize for us, you know, my people just aren’t using it. Right?”

So, my first job is to get them to understand that a CRM should add zeros to their day.

0:23:15.2 So if you’re currently closing ten deals a week, our system is going to get you to close 100. Right? Maybe not right away, but if we truly do our job, we’re going to multiply your day. Right?

0:23:25.3 How do we do that? We eliminate decision fatigue, we eliminate the blank canvas syndrome, and we eliminate, you know, unnecessary decision making.

0:23:35.7 So what does that mean, right? What that means is, today you’ve got ten deals in your spreadsheet that you’re managing and you look at every one and you say, “Oh shoot, what’s the next thing I need to do for this person? Right? Do I call them back? Why aren’t they moving forward?”

0:23:48.8 When you’ve got a CRM and you’ve got stages, right? You always know how to get them from A to B and B to C.

0:23:58.0 So, now you can call back or deal with, or mentally process 100 times as many people. Right?

Because I pull them up, I have a selling system, it’s in my CRM, I can spot check any deal with any one of my team and I can say, “Tell me what’s going on with Deal A.” Right?

0:24:12.9 And they’re going to pull it up in the CRM, they’re going to realize they’re at Step B and they’re going to tell me all the ways they’re going to get them to Step C. 0:24:19.3 And it simplifies everything when you actually use the stages.

Jordan: 0:24:23.3 Got it. Ok. Makes sense. I get that as the general idea. So where’s the further breakdown happen?

0:24:31.0 Once you’re in it and you have provided all of that infrastructure, surely you still have basic CRM compliance issues.

0:24:40.5 Some people that don’t want to use it. Once you’ve put some of that infrastructure in place, then there’s obviously some training, psychology, like what other factors influence it beyond having a lot of templates and pre-configuration?

Jeremy: 0:24:56.0 Well everything that you just said – you kind of lumped together – are hugely important. Right?

0:25:02.6 I mean, so obviously everybody operates from a standpoint of what’s in it for me. Right? Even if you don’t realize you’re doing it, and so I’m constantly selling to the sales people why this is going to make their job easier.

0:25:16.5 And obviously, we may not realize it, but we can all relate that we copy and paste the same email or retype the same email 50 times. Right?

0:25:27.4 So I need to first challenge them to believe that they can do ten times as much sales as they’re doing today. Right?

0:25:37.3 Once they believe that, all I need to do is show them the tools that will do that. 0:25:39.5

Jordan: 0:25:41.8 Got it, ok. Here’s another question. How do you demonstrate the impact? Right?

If some of those results come in and the sales person’s basically thinking, “I’m working hard, you know, it was me, I was the deterministic factor.”

0:25:56.6 What is the closest that you can get to attribution or A/B testing with types of followup, cadence of followup, etc.

0:26:06.2 In general, the testing world is kind of muddled and I know it’s challenging. But any thoughts on trying to sniff out attribution of changes and variances in the process?

Jeremy: 0:26:16.1 You know, it’s funny. I’ve never even had to focus on that, Jordan. Because – and you’ve probably – you’ve seen this with your own eyes.

I mean, when a team really understands that there’s a selling process and not just sales as a black art, and that now it’s not, “How do I sell this customer?” But it’s, “How do I move them from Step B to Step C.”

0:26:38.4 And all of my KPIs are managed on a very simple score card. We’re big believers in score cards.

0:26:44.8 And that’s something that we program and, you know, every – this is a Rockefeller habit, if you’ve ever heard of scaling up or, you know, Verne Harnish’s 0:26:53.0 the Rockefeller Habits book.

Jordan: Of course, yeah.

Jeremy: 0:26:56.7 Yeah, it’s a business staple if you haven’t read them. 0:27:00.8 But there’s so much power in his simple principal is that he always asks you, “Do you know – do your people know if they had a good day and a good week?” Right? 0:27:09.5 We in business…

Jordan: That’s a great question.

Jeremy: 0:27:10.5 Yeah, it’s amazing. I was at – I took four of my – I took my leadership team when we had more of the agency, and so it was me and four people and he was basically asking these questions.

And he said, “Do your people know when they have a good day?”

0:27:23.6 And it was like – I was just hoping that my team didn’t turn and look at me because I felt guilty that it was never enough, right?

Like, I didn’t set clear boundaries. Like, I was, you know, as much as I am a great guy and if you get to know me, like my team always says I’m a very, like coachable leader and I’m very respectful, but I realize that I wasn’t setting clear boundaries for my people. Anybody. Right?

0:27:45.4 Everything changed that day and a big part of that is what I look at scorecards as.

0:27:51.2 So, when we hire sales people now, we already know what the prototypical day and week looks like.

0:27:59.5 I want them to go home on a Friday afternoon feeling like they crushed it. If they crushed it. If they crushed it, I want them to go home and sleep like a baby and know that they had a great week. 0:28:07.6 Even if they didn’t close ten deals.

So, if I know that a successful sales person does five presentations a week, they sign up 25 people for our webinar and they renew two licenses. Right? 0:28:21.3 If you can do that in a week, you are going to kill it over time.

So, everything on your dashboard is going to be a visual representation, right? 0:28:29.4 So if the bullet chart is, you know, 50 calls by the end of the week and it’s Wednesday and you only have ten, right?

It doesn’t take any training to tell you that you’re behind. You’re just going to know it. Visually. 0:28:40.2 And so, that’s, you know, really what we focus on that makes all of this so much easier.

Jordan: 0:28:45.2 For the folks that you’re working with, do they tend to segment out the outbound versus an inbound selling role?

Jeremy: 0:28:51.3 100%. They don’t before they get to us, but we stress to them that – you know, I used the term before like ‘decision fatigue’ and ‘blank canvas syndrome’. Task switching is a productivity killer.

0:29:09.0 There’s so much of what we teach that is rooted and, you know, just performance observation, right? And psychology and, you know, just understanding how our brain works.

0:29:20.7 And I don’t mind if you ask a sales person to make 100 calls in an hour, but I don’t ever want you to ask them to do 100 different things in a week, or a month.

0:29:29.2 That task switching kills productivity and it also reduces our ability to get really good at something.

Jordan: I love that. 0:29:37.8 And further more, the task switching between inbound versus outbound is even worse, because you basically have people that are calling in and want to talk to you versus people that have never heard of you and that you feel like you’re kind of really having to lean in.

0:29:51.6 Which of those activities are you going to gravitate towards? You’re going to gravitate towards the warm leads.

0:29:55.8 So, there’s just a lot of – it’s a confusing context to be straddling that.

0:29:59.9 Talk to me on the inbound side about call response time. What do you consider to be a sufficient response time when a new lead comes in?

Jeremy: 0:30:09.8 That’s a great question. I think, obviously, we all know that quicker is better. Right?

I mean, there’s a lot of research out there, there’s a lot of statements that say – I mean I’ve read survey – study after study that says, “You know, if you don’t call back a prospect in the first hour, they’re gone.” Right?

Because – especially if it’s a web form. 0:30:27.7 You know, think about how we shop, right? I mean, if you’re – if it’s 6:00pm at night and you just know you’ve got to buy something, you know, you need a quote to, I don’t know, to pressure clean your roof. Right?

0:30:39.5 You’ll probably go to three websites, fill out the same form and as soon as somebody calls you back and says, “I got an answer”, You’re not going to take the other calls, right?

0:30:48.2 So, I get that. But I want to go deeper. I think it really depends on your business model and it really depends on, you know, what the product is, and what your customer make up is.

I think it’s very important to understand. 0:31:01.5 This goes back to my marketing days. Are you doing demand generation? Are you doing demand fulfillment? And I think this is one of the least appreciated concepts in marketing.

0:31:12.7 Demand fulfillment means the customer knows they have a need and they’re simply looking to fill it.

0:31:17.4 So, you know, if I get coffee delivered to the office, you know, weekly and my coffee delivery company goes out of business, right?

I mean, I pretty much know what the terms of that deal are. That’s demand fulfillment. Right? 0:31:30.1 So, demand generation is what most of us actually do. And demand generation is – what I joke, it’s a Snuggie. Right?

0:31:39.9 Nobody knew that they needed a Snuggie until we saw the infomercial and then we all started calling to order the Snuggie. Right?

0:31:45.4 And so, if I called to order the Snuggie and they didn’t answer, yes maybe my need to call, to follow through would go down when I – I don’t know, when the, you know, potato chip high wore off the next morning and I no longer wanted it.

0:31:59.6 But nobody else was calling me to sell me their version of the Snuggie first. So, the closer you are to demand fulfillment, which means that the more your customer knows what they’re looking for, the more important service matters, and speed in getting back to them.

Jordan: 0:32:13.7 Yes, yes, yes, yes, yes.

Jeremy: 0:32:15.3 Yep. So that’s what I’ll say.

Jordan: 0:32:16.9 Alright. So, I like that. I would pivot and take another angle on it. And also to kind of talk about the commonality between types of products, categories of sale. You could talk about low-touch, high-touch, high-complexity, low-complexity.

0:32:31.6 So I look at the property management industry, I look at the sales cycle, I look at the size of the transaction, the number of stake holders involved and I can see similarity in a lot of other adjacent industries.

0:32:44.2 Whether that be insurance, real estate, mortgage, etc. 0:32:49.3 If you’re trying to buy services from IBM and it’s going to take six months and it’s going to be a ten million dollar deal and there’s 20 stakeholders involved, well that’s a completely different situation.

0:32:59.3 And clearly, call response time is not going to be the deterministic factor. But if I as a consumer am purchasing something where, let’s say in the case of property management, it’s going to be $150 bucks a month on a recurring basis, and I’m the only person involved in the decision and I want to get somebody on the phone right now. Then it could be a huge factor.

0:33:20.6 And the point of differentiation for me, when I reach out, I fill out a web form, and let’s say I contact three people, the person that calls me back within 30 seconds, what occurs for me is, “Ah, this is one of them. This is one of those companies that’s just really responsive.”

0:33:36.2 And all things being equal, I would just prefer to be with a company that’s more responsive, at least on the front side. 0:33:42.7 Because you know it’s not going to get better afterwards, right?

Jeremy: 0:33:43.8 Yeah, well said. It’s like the first date. Yeah. That’s a great model. That’s a great model.

I think that we both agree. You’ve got to know your selling process. You’ve got to know your value proposition. You’ve got to know your customer’s decision making process. Right? And that will give you the answer to that question.

Jordan: 0:34:01.5 So let’s talk about some of the long-term sales. Past the immediate sales cycle. If somebody didn’t convert, how do you work with folks on, let’s say, the lead nurturing side of things and do you feel like that bleeds into marketing for when somebody down funnel, let’s call them a lead, move us up back up-funnel back into like the prospect category.

Where does sales begin and marketing end and vice versa? What are your thoughts on all of that?

Jeremy: 0:34:27.1 I’ve got lots of thoughts, Jordan. And it’s a great question. So let me preface – before I step up on my soapbox, let me preface this and say that – you know, my clients are typically sub ten million dollar companies. Right?

0:34:40.3 So, they are successful, they have – they’ve got their act together. They’re doing something right, but they’re not really conglomerates. Right?

And so, the line between sales and marketing isn’t always, you know, as clear as it should be. 0:34:55.4 So, I just want to say that. Because what I’m going to say I feel very strongly about. But I realize it may be less applicable to, you know, a ten thousand person company. Ok.

0:35:03.6 So here’s how I feel about that. Chasing dead deals is one of the worst things a sales person can do. Right?

0:35:11.7 If you’ve got a true rain-maker in your company or a top performer, whether it’s one or ten, I would argue that their time and their energy is actually one of the most valuable assets in your entire company. 0:35:26.6 Right?

0:35:27.6 So, when you think about a surgery center, you know, how does a hospital raise revenue? Right? They do more surgeries.

That’s why the surgeon, which is the limiting factor, doesn’t call you to make sure you’re coming in tomorrow for your appointment. They don’t change the bed sheets, they don’t pre-order supplies. They don’t do any of that stuff. Right?

0:35:43.9 They just operate, the meet with the patients and they learn how to be better surgeons. Right?

0:35:50.6 So, I think we should apply this analogy to our best sales people. 0:35:53.9 So, I preach a thing called, ‘Active Pipeline’.

Be diligent, qualify ruthlessly, we talked about that deal. Right? 0:36:02.4 Anybody that has a stage where you have a dated next step. Right? So we talked about stages. And we know that they have – they’re qualified and now we need to decide which product is best for them. Right?

We have a date on the calendar, we’re going to meet, we’re going to talk about it, or we just had a meeting and they promised to get back to me in two days with a decision. Right?

0:36:20.9 That’s a dated next step. That is Active Pipeline. That is where all of your time should be.

0:36:27.6 Now, like I said before, we love to celebrate the story of following up with somebody for a year and kicking down doors and closing a deal.

All that can be automated today, Jordan. I mean, this is – you know that right. I mean, this is what your CRM does.

0:36:42.3 So, I believe that if you give your sales team the right tools, that work and are effective, it will nurture a – what I call, a ‘Nurture Pipeline. Right?

So you’ve got your active pipeline which I just stated, and you’ve got your nurture pipeline. 0:36:57.2 Your nurture pipeline has not told you no. They have not told you never. They just basically said, “Not now”, or “things are coming up” or “It’s a bad time” or, “I’m still not sure that this is right for me.” That’s your nurture. Right?

0:37:11.1 And they need to be a different part of your CRM. Whether it’s a different stage, a different tag, whatever. 0:37:17.8 That’s easy. Right? That’s just in your face, in your place, you know, in your space, over time. I’m in front of you, I’m in front of you, I’m in front of you.

0:37:25.2 All of that communication, whether it be email, phone calls, anything, should be doing only two things.

0:37:31.4 All of your follow-up communication should either A: crystallize the pain that they’re in today. Or magnify the benefit of the future that they could be in if they hired you. That’s it.

And if you do that over time, you will – this whole thing will pay for itself and you will convert way more leads.

Jordan: 0:37:51.5 Love it. So you’re not discounting lead nurturing, your point is simply that that should be done on an automated fashion, not be something that you’re using valuable skilled labour to focus on. 0:38:01.2

Jeremy: 0:38:01.7 Yeah. And I would say this. So let’s say you’re a real small company, right? And you don’t have it automated yet. You don’t – let’s just carve out different times.

So let’s have a dedicated two hours on Friday morning, where the sales person nurtures the deals that are not active. Let’s just put a boundary around it.

0:38:20.3 Let’s just be honest with ourselves. Let’s not look at our pipeline and say I’ve got 50 deals in the pipeline when you truly have seven and you have 43 nurtures. That’s really the point. 0:38:29.6 But as you scale up, yes. Use the technology to save that person the time.

Jordan: 0:38:32.7 So, you mentioned the superstars. Let’s talk about where those superstars exist. Do you think the superstars are more likely to exist on the outbound side?

Or do you believe that a superstar can be just as likely to be found on the inbound side as well?

Jeremy: 0:38:43.9 That’s a really good question. So, I would say that I would define, you know, superstar, or top performer, or whatever you use in your industry as someone who kills the scorecard. Right?

0:38:56.0 So, like I said, we preach scorecards. An outbound sales development rep, right, in my organization, their scorecard, everything on it is about setting up consultations for the consultants. The consultations – I’m sorry, the consultant’s scorecards are all around converting the right kind of clients. Right?

0:39:15.9 So, two different types of sales people in the same system, the same company, two different scorecards. Different personality types, different skill sets.

0:39:24.4 So, I think you can have superstars anywhere. The key point here is what makes one successful should not be used to measure the other type of person. Right?

0:39:33.8 So, it’s the Albert Einstein graphic, where it’s like, what does he say, “If you ask a fish to climb a tree it’s going to look like an idiot” or something like that. 0:39:43.1 So, I’m killing that analogy by the way.

Jordan: 0:39:47.0 You don’t want to lean the right ladder against the wrong wall.

Jeremy: 0:39:51.8 Yeah. That definitely works as well. So, know what makes that, you know – get clear on the outcomes for that role, right?

If they’re an account manager, they’re going to grow accounts. They’re going to manage retention, you know? They’re going to offset churn. 0:40:07.5 If they’re a door opener? They’re going to create qualified opportunities. Right? And they’re going to qualify people. They’re a closer? Then they’re going to convert. And they’re going to convert the right kind of clients and not over-promise in the way that you can’t deliver.

0:40:19.4 So, it’s different metrics that will make each of them a superstar. And that’s a scorecard. And we think that should all be managed in the CRM.

Jordan: 0:40:25.2 Do your clients, by and large, always have an outbound team? Or do you have any that are 100% reliant on marketing for doing lead gen and only have inbound folks to convert those?

Jeremy: 0:40:36.4 So, we – so what I want my clients to have is both. Right? I mean, that is a big tenant of what I say. I said, “You are missing the boat.”

So, the company that is most famous for inbound, right, which is HubSpot. I hope you’re ok with me mentioning them. 0:40:51.8 They’re the most famous company for inbound. They have a conference called, Inbound.

0:40:55.9 They created the inbound movement. They have one of the largest outbound teams in America. 0:41:01.2 I’ve met their VP of Sales. I mean, they have like 700 sales people or something like that. So, if that’s not an argument why they both matter, I don’t know what is.

0:41:09.6 But to answer your question more simply, is 100% have clients that kill it on the inbound. They’re spending millions of dollars on marketing and they’ve got more leads than they know what to do with, so they won’t even answer my phone when I want to talk to them about outbound. Right?

Because they’re overwhelmed. 0:41:25.6 And then I have clients that just do outbound that, no matter what I try to talk to them about they look at me like I’m crazy when I talk about advertising with them. 0:41:32.7

Jordan: 0:41:34.9 Last question before we go to the rapid-fire section of the interview. On compensation.

0:41:40.6 Do you have any high-level thoughts or strong opinions about what does or doesn’t work on the comp model?

Jeremy: 0:41:47.6 You know, that’s a great point. I think it all works – again, it’s just like the scorecard. You’ve got to know your culture. You got to design the comp plan for the personality type you’re trying to hire. Right?

0:42:00.2 So, let’s think about a car dealership, right? So car dealerships are sales machines. However you feel about them, they are celebrated for, you know, investing and refining the sales process.

0:42:14.5 So, when I say a sales person at a car dealership, a lot of people think of the actual car lot salesman, which is almost 100% commission.

0:42:21.3 But did you know that a substantial portion of a new car sales revenue is driven by the finance manager.

0:42:28.2 So if you’ve ever leased or bought a new car, and you go to sign the paperwork, you’re presented with tire warranties, you’re presented with upgrades. Right?

You know, he’s trying to get you take the right deal. That’s a sales person. 0:42:40.2 His commission is driven differently than the guy that was on the front of the house.

0:42:44.7 Now when you come back for your service and the guy checks you in to do your service, do you ever notice that they ask if you want snow tires because the season’s coming up? Right? 0:42:52.3

Did you ever – do you want the oil upgrade? That’s a sales person too. And his compensation is totally different than the finance manager.

So, you’ve got to know – get clear on the system. 0:43:02.8 It all starts with that. Right, Jordan?

0:43:04.6 And then you know – then you look at it through the lens and say, “What kind of person would kill this role?”

Ok, this is a farmer, this is a hunter. Right? This is a door opener. This is a consultative, high-empathy listener. And then design the plan that will work for that person.

Jordan: 0:43:20.1 Love it. That’s exactly what I was looking for. Some high-level thoughts. 0:43:22.8 Alright, rapid-fire section of the interview, Jeremey. We ask some guttural questions and we’re just looking for quick answers from you on a series of questions.

0:43:32.7 The first is this, who do you learn from?

Jeremy: 0:43:36.7 So, my motto is learning and teaching daily. I’m constantly learning. Every morning I work out, I listen to podcasts.

I’m a huge student of Tony Robbins, Tim Ferriss and anything that is Jim Collins or anything in business. 0:43:53.7 I talk about Verne Harnish. I’m part of the entrepreneur’s organization, so I eat everything scaling up I can. Those are my big influences when it comes to business.

Jordan: 0:44:05.5 Any other podcast names you would put out there?

Jeremy: 0:44:07.7 You know, I’ve really come to appreciate Russ Ruffino and his clients on demand system. I don’t know if you’re familiar with him, but Russ Ruffino’s got a great podcast I’ve been listening to.

0:44:18.6 I love EntreLeadership, which is actually owned by – who’s the finance guy, the money… get out of debt guy.

Jordan: 0:44:31.5 Yeah, you guys will know it.

Jeremy: 0:44:34.0 Yeah, everyone that’s listening will know who it is, I just went blank. But anyway, he has a brand where he teaches businesses how to be better. And he’s got a great, really polished podcast called, EntreLeadership that I recommend.

Jordan: 0:44:44.3 Love it. You’re talking about Dave Ramsey.

Jeremy: 0:44:46.3 Dave Ramsey. Thank you so much. That would’ve killed me the rest of the interview if you didn’t say it.

Jordan: 0:44:49.8 Alright. So, what about books? Is there any one book that you would point to over the last decade as maybe having the most profound impact on your business career?

Jeremy: 0:44:57.6 Yeah, 100%. Even though I think that some of the tactics may be slightly out of date – and this is purely business by the way. Right? Like, this is the book for my business answer. Chet Holmes, Ultimate Sales Machine.

Jordan: 0:45:10.3 Dude, in my mind’s eye, in my mind’s eye, bro, I was wondering if that’s what you were going to say. Sales Machine, yeah.

Jeremy: 0:45:17.3 How did you know that that’s what I was going to say?

Jordan: 0:45:19.6 I don’t know, but like somehow I was just mentally picturing that. Because you said some of the stuff may be out of date. I think that’s what triggered it.

Jeremy: 0:45:24.9 Yeah, exactly. So you read it and he’s talking about, you know, calling and, you know, faxing over, but the take away is strategy over tactics. Three of the answers I gave you were be strategic not tactical, and that’s what Chet Holmes is talking about.

Jordan: 0:45:39.6 Yeah. Love it. That’s a classic. Guys, if you haven’t picked it up, grab it. Couldn’t agree more.

0:45:42.9 Jeremy, if you could do it all over again, what one piece of advice would you have given to yourself at the beginning of your career?

Jordan: 0:45:52.7 You can do anything you want, but you can’t do everything. I had such a problem with focus in the beginning. I was saying yes to everything.

And, you heard at the beginning – I mean, full circle, right? I was like, my life is so much better. I have been, you know, I’ve just missed out by chasing too many opportunities and having – I used to joke that I had 50 wells, you know, ten feet deep. Right? 0:46:16.8 You can’t strike oil digging ten feet deep.

Jordan: 0:46:20.7 Love it, totally makes sense. I can relate to that. Final question of the interview. Jeremy, in your opinion, are entrepreneurs born or bred?

Jeremy: 0:46:29.3 I heard this asked before. I don’t know if I have a strong opinion on this. I’m a second generation entrepreneur. I watched it.

My parents joke that when they had company over when I was like four years old, I sold tickets to a puppet show that I then put on in my closet for all the guests, like when they arrived.

0:46:49.6 I don’t know. I mean, I just believe – to me, the route of entrepreneurship is possibility. Right? Just seeing what’s possible and having the confidence that you can fill the gap. And, you know, that’s a tough thing to teach. 0:47:02.4 Are you familiar with Carol Dweck’s mindset?

Jordan: No, I’m not.

Jeremy: 0:47:07.6 So, Carol Dweck is – I’m going to make this up – Stanford, right? She’s somewhere, and she teaches this whole thing on there’s really two types of mindset. Every person has a fixed or growth mindset.

0:47:17.3 A fixed mindset basically says rich people are rich because they’re born that way. Right? Athletic people are that way because they’re born that way, you know.

0:47:25.0 Whereas, a growth mindset says, “That person’s rich because they grew. They invested in themselves, they did things, I can do that too.” Right? So, there’s actually a podcast – and I’ll send this to you if you want to share this in the notes. I highly recommend it.

There’s a great comedian who’s not only funny, but super smart and his name totally escapes me right now. Bryan Callen. That’s who it is. Bryan Callen. He was the wedding store owner in The Hangover.

If you saw The Hangover and the guy who like, was the guy who owned the overnight wedding place.

0:47:54.5 So, Brian Callen interviews these amazing business people. He doesn’t do it anymore, but his podcast was just amazing.

And he interviews Carol Dweck in one hour about mindset. 0:48:03.0 I make every new employee listen to that podcast and then tell me how they feel about it. Because I immediately want to filter out anybody with a fixed mindset out of my company. 0:48:12.3

Jordan: 0:48:15.3 I love it. I love it, man! I think about this with my kids. I have two little girls right now.

And it’s something I want to get really clear on in my language with them. Even just little things like saying, “You’re smart.”

Which, you know, it’s innocent enough, but in my communication, I do not want to project on to them that the good things in their lives are a by-product of some immutable characteristics as opposed to determined by things that are actually within the scope of their control. 0:48:46.1 So, I love that answer!

Jeremy: 0:48:48.3 Let me riff on this real fast, Jordan, I think it’s really important. I saw Chet Holmes, right? To build on that. In a video, he said he saw this study, and I’ve yet to find it. I looked for it.

And they went through some of the most successful people in the world in every category. Like, Mick Jagger was on there, you know, Einstein was on there. Like, business people, arts people. Everything.

0:49:09.0 And they went through 300 data points and said what do these guys all have in common? Were they born rich? Were they born poor and became rich? Were they, you know, home schooled? Like, what was it.

0:49:19.1 And the only thing that came back 100% all the way through all of these amazingly, you know, high performers, is they had a parent of the opposite sex – so if it was a son it was the mom, if it was a daughter it was the dad, who believed in them unwavering, blinding, you can do anything you want. Right?

0:49:40.0 They start climbing a tree? They’re like, “You can climb that tree, you can climb a bigger tree if you want to.” Right?

They’re not like, “Oh you’re going to fall out, you’re going to get hurt.” 0:49:45.8 And I looked back after he said that and, you know, both of my parents always were like – I mean, in anything. I was outlandish. Right?

I said I wanted to do all of this stuff when I was a kid and they never once told me I couldn’t do it. And it’s really stuck with me.

Jordan: 0:49:58.6 Wow. Man! I’m feeling you. I’m in this moment. Yeah. Absolutely. That’s what I think about right now.

My girls are three year and six months and so I’m definitely in a place where there’s a limit to, you know, these didactic lessons that I can teach them.

0:50:12.8 But I’m, like, really on believing that those formative years, that just having this huge overwhelming presence of love towards them is like the basis of confidence going forward that they carry with them for the rest of life.

0:50:24.8 Nonetheless, this is not a parenting podcast. I really appreciate you coming on talking about sales. I want some folks to reach out and get in touch. I want folks to read the book. I know you’re about to rev up a new season on the podcast.

0:50:38.9 The name of the book is Seven Habits of Scalable Sales Teams. Where’s the best place for folks to connect with you going forward, Jeremy.

Jeremy: 0:50:47.0 I’d love for them to check out Juicy Results. J-U-I-C-Y Results. So, on the site, super simple website, you’re going to find a link to the podcasts in the main nav. You can actually download the book for free.

0:50:59.9 I mean, it’s on Amazon. It’s awesome. A lot of people get it because it’s super small and they make notes in it. But you can download it for free. I’m 100% fine with that.

0:51:10.8 And it’s like I said, it’s only 50 pages. I think, you know, it’s simple but actionable and extremely powerful. And we also have a webinar that we run on a regular basis where I basically just show you in detail that three step framework. Right?

0:51:26.0 So what’s a scalable sales team framework. What does that mean for you. What has it done for our clients and how you can use it tomorrow.

And truly, that’s my best, you know, qualifier. Right? If you watch that and it speaks to you, we can help you. Right? If it doesn’t, or if you watch it and you can take something away from it and you don’t need us, I’m totally fine with that as well.

0:51:42.2 So I just ask for you to, you know, check that out and see if it works for you.

Jordan: 0:51:45.2 Alright guys, go check it out. Jeremy, thanks again for coming on.

Jeremy: Awesome to be here Jordan, thanks.

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