[00:00:00] To be the B sales trends, the podcast dedicated to sales leaders in the B2B space, where we share conversations about innovative and successful sales transformations to keep you up-to-date on the latest trends. This podcast is brought to you by Global Performance Group.
[00:00:22] Welcome yet to another fabulous episode of the B2B Sales Trends podcast, my dear people. The show that brings you backstips, tricks, thought leadership in the world of sales, marketing and customer success. It's brought to you by Global Performance Group.
[00:00:39] A revenue improvement would take that implements behavior change to provide sales people with the competence of the skills, the confidence to execute those well and the courage to sell and negotiate based on customer outcomes. We basically sell three problems for our
[00:00:57] customers. We increase wind rates. We reduce sales cycles and we rotate margins in the process of that. My name is Harry Kenderbach on today. I have with me, I'm going to excuse me, I'm on
[00:01:11] I guy. He's the chief revenue officer and welcome. I'm on how you doing, mate. I'm Walla Harry. I need to teach all of my business development team to give this good of a 30-second, 60-second is you were able to just produce. I totally absolutely want to do it.
[00:01:28] We call it a pile of hook and that's an art to get that right but I appreciate your comment. So I'm going to share a little bit about yourself. Give us an intro about you and your role and what one path does too?
[00:01:46] Yeah, I am the chief revenue officer for one path. I think most people are starting to know what that role means but just in case for us, what that is is really the intersection of product, marketing, business development sales and sales engineering. So those five functions,
[00:02:02] in addition to a revenue operations team that's responsible for facilitating the process, workflows, etc. So I've created with all of those organizations. We put a lot of, I imagine we'll get into it but we put a lot of thought into why we wanted to create this
[00:02:18] organization, this department within our broader organization. And so we can get into that later if we want to but one path we are an IT outsourcer where an IT-manor service is provider that specifically focuses on the mid-market. So we call them mid-sized enterprises.
[00:02:32] Generally speaking, that's organizations above 100 users for sure. Our sweet spot is really that 250 to 2000 employee range and we offer a suite of technology solutions to all of those companies, anything from full outsourcing to co-manage to just add hawk or filling small gaps
[00:02:52] within the IT department. So we pride ourselves on the fact that we've really honed in on figuring out what that segment of the market needs. It's different than SMBs or your larger enterprises
[00:03:03] and it's been a long journey to get to the place where we can do it. So it's an interesting segment I agree we're just starting to branch into that segment too. It has a different set of decision makers
[00:03:18] and so forth. So it's quite an interesting segment and group to land that into. Let's keep going with a couple of questions here on here but you know we've talked quite a bit about the idea previously on this relentless mindset and you've been you know you've been instrumental
[00:03:44] in achieving what was a 30% growth baseline last year which is huge. What does this relentless mindset mean to you and how has it contributed to this big growth achievement of yours?
[00:04:00] Oh good question. We have talked a lot about this and if I could pair it exactly what I said last time we were talking you'd probably be pretty happy. I was I was talking to one of my teammates
[00:04:12] last night ironically enough and we were we were having a conversation about this very thing and the discussion revolve around what happens at the very foundation of implementing solutions to problems and the analogy I used was that if one of the foundational blocks on the great
[00:04:32] pyramid of Giza was one centimeter off by the time they got to the top the pyramid would not have been it would not have stood it would not have been possible it could not have been constructed
[00:04:43] and I say that now to you because one of the things I said to her was I wish I had a better way of imparting this lesson upon you so I needed to just bear with me as I get through it and when we
[00:04:57] got to that statement the feedback was hey that was that was helpful like that analogy was really helpful for me and so naturally as you're bringing it up that's the first thing that comes
[00:05:07] to mind because I think it's a reflection on what I'm really trying to achieve. My team will tell you mindset is a word they hear out of my mouth way too much there's so like just our minds
[00:05:16] stop saying mindset to me but I really do believe that we, leaders, people, individuals, coaches, whatever you want to call it. It's been so much time focused on oh you need this skill you need
[00:05:29] the skill you need this skill and it's true like those things are absolutely true. I could teach you how to conduct the most effective discovery using Chris Voss' framework or the Challenger's Sailor these older you know med-medic med-pick methodology,
[00:05:46] Sandler methods like they're all different versions of the same thing and what I've realized is that at the end of the day the thing that matters most if you're going to really go in and do an
[00:05:57] effective discovery with the client for example is do you actually give a crap about what the client is saying right because so much of that communication is happening non-verbaly your body language or tone will we say this all the time right 93% of communication is body language and tone.
[00:06:14] If that's true are you consciously acting out your body language or your tone probably not all right and so having the right mindset in that situation which is I care I'm curious
[00:06:28] I desire to understand more about you is going to result in a natural outcome on all those subconscious behaviors that are communication and that's one example of many and so as a result of that I do but we
[00:06:43] do spend so much time focusing on mindset and really saying how are you thinking in that moment what were you trying to achieve when when we come in the room and someone starts with oh well this
[00:06:53] client pissed me off for like okay well stop because the rest of the conversation is dead if you're pissed there's no point in having this discussion right and you know I think to the answer your
[00:07:06] question specifically I think I believe and unfortunately I get the choice to believe and continue to act in this regard but I believe that that is one of the most foundational reasons why we're succeeding
[00:07:19] is because what we do is we focus on the foundation we start and we say okay perfectly build the foundation the chances of us needing to course correct something at the top are much lower and it'll
[00:07:30] be easier the course correct if we do if the foundation is set well right right so it's so interesting you know you speak with any athlete mindset is everything yeah yeah mindset is everything you know
[00:07:47] you mentioned your team building in quotes the perfect team is is clearly part of your strategy yes could you share a little bit with the audience your approach on assembling such a team
[00:08:05] and the qualities you look for and potential members of that perfect team in court that will be far I need to answer this question inside of a couple minutes right the
[00:08:20] take as much time as you want me you know man I I don't know that I've ever really sat down to think through it and I probably should like write out what is it I look for in the process of building
[00:08:32] a perfect team I can tell you there are a few things I'm very intentional about everybody says culture but that is a very like nebulous thing to say like well okay what does that mean right
[00:08:43] culture of what how who what you guys yelling at each other every day are you hug any each other that's the culture it's kind of a meaningless term if you can't contextualize it so I'll say
[00:08:53] one of the things I look for the most is putting together a bunch of people in a room who are completely different in every way shape and form especially different from me and who don't fear conflict at all like they'll fight to the death
[00:09:10] and then my responsibility is to make the room safe enough such that the fights will occur and this kind of ties into Patrick Linsey on his concept of fear of conflict being one of the
[00:09:20] major disfunctions of teams I'm fairly confident saying that my leaders and my teams and my teammates don't fear conflict because they know I'm coming in hard and we're gonna we're going to really do this out and the objective is not once ego one's emotion one's correctness it's
[00:09:38] that we're all truly what's the able though that it's us against the problem not us against each other so someone might walk in the room and be like you guys hate each other now our next team meeting
[00:09:49] is at one of our houses and I'm cooking dinner like what do you mean we ate each other we we truly love each other but you wouldn't know it if you just walk in the room and part of it
[00:09:57] is because very different we're very different people and none of us fear conflict at all and so those two ingredients are critical and to the extent that recently I've even added somebody to the team
[00:10:11] who is another very different person but does fear conflict right and is less conflict rich and that's important because we have a team of only conflict oriented people we got to mix that up
[00:10:24] a little bit too right we have to have true differences across the board and find a way to bring this person into the conflict and have them embrace it and challenge us to approach conflict
[00:10:34] differently and so when I say I look for people who are different I mean different truly different the second is and this is harder to assess and interviews I please please please if anybody has
[00:10:46] figured this out guide me do they have the skills truly and I found that you're probably 50 50 on guessing it's easy to figure out if they can talk to talk everybody can talk to talk because
[00:11:00] everybody has had to figure out interviewing skills walking the walk is very different and so what what I end up finding is that you know the age old adages are true fire fast is and it sounds really
[00:11:15] flipping and disrespectful but what I do is during interview processes I'm very open with what my expectations are I drive scenarios like the Alexor Mozi has a great example of if you have
[00:11:29] a conversation during interview say hey a client outage happens at 9 p.m. you're getting a call as soon as you see this number come in you know this is going to be an hour hour and a half
[00:11:42] and it just is what it is what do you do in that scenario and when I'm talking to people and I'm asking questions like that I'm saying look I'm not the person that's going to tell you where
[00:11:51] you should be at what time of day I don't care work life balance that's years to decide right you'll get emails from me at 2 a.m. I don't expect a response that's when I'm off an emailing
[00:12:02] what I do care about is everybody gets their work done 100% of the time no excuses for any everybody communicates incredibly well everybody works together and that your ego has no place in
[00:12:15] this room and you're going to be wrong a lot here and you're going to feel like all of your ideas are being shut down a lot here because we've built something where an individual is not greater than
[00:12:27] the whole and I do my best to set those expectations during the interview process so that when the time comes that we're working together I can drive back to the very expectations I said like
[00:12:41] if at the very least there shouldn't be surprises as it relates to our first week, month, etc because my behavior should be directly in line with the expectations I said so I would say the second thing is skills and a relentless really like are you excellent at your
[00:12:57] craft or you an excellent marketer or you an excellent business developer or you somebody who's truly passionate the Japanese principle of a cog a right the intersection of passion and work
[00:13:07] or you somebody who's truly passionate about learning in that area I can work with both of those things and if the answer to those things or yes you have those skills when you get on board
[00:13:17] is that going to be demonstrated by your actions or was that just the words you brought to the interview if we can find those two things the the true differentiator unique individual that that doesn't fear conflict and someone who has demonstrated skills or a true desire to have
[00:13:37] skills in a specific area pretty much everything else I feel like is is fine whatever we can deal with it right two fundamentally important things extremely difficult to find and extremely challenging to give people to that to that mindset myself I've done a lot of interviews and
[00:13:57] oh my god doesn't it pan out differently what people say they're going to do to what they actually will do so but you had that first day person gets on a year shit. It does happen make it does
[00:14:13] I want to refer to a quote that you mentioned in our preparation chat the other day Margaret me I mentioned the quote that I'm going to read that out for the audience so so I get it right never doubt that a small group of thoughtful committed citizens can
[00:14:33] change the world that really seemed to resonate with you and your philosophy how do you see this playing out in the context of you know one path and you'll lead a ship style. That quote is
[00:14:54] it's interesting there are certain things I think we all learn or hear or something in our lives or I hope everybody has this experience that it takes us years to unpack fully and maybe we never
[00:15:07] even unpack it fully like it's one of those things that every time you decide to sit down and really meditate on what that thing is really think about it. New kind of I don't even know
[00:15:19] how to describe subconscious or deep ideas are presented as to what it really means like an exploration of meaning I guess that's what I'm trying to say and to say that quote is tattooed on my soul would
[00:15:30] be an understatement I think the end of the quote is indeed it is the only thing that ever has and it it it helped me kind of form this ethos for who I am and what I want to be as a leader right
[00:15:45] the perpetual pursuit of self development right building perfect teams I told you before that the word perfect is intentional because it's a forever mission and that quote kind of embodies many of those ideas the other thing is there's a there's a really important principle to me of extreme
[00:16:03] ownership I think jocca will encroat a book on it yeah this this book here and the the idea is you know my people are like well everything can't be my fault but it's like that's that's the most
[00:16:18] important concept to deploy and so if you believe that a small group of thoughtful committed citizens can change the world like why should seven people be able to architect and reshape the path
[00:16:30] of seven and a half or eight billion it just doesn't make sense those those numbers are such a scaled delta and there's such a factor difference between the two that it shouldn't be possible
[00:16:41] and the reality it is the reality is that it is and often it is the only thing that is able to create such a structure because a couple things can happen among that small group real unity can occur
[00:16:57] like real unity go look at a kitchen line with people who've been working together for 10 years where they're calling out the timelines for the food and this person's like hey I'm two minutes
[00:17:08] behind on meat garnish needs to slow and hey did you check your thing over there because everybody just knows the process of everybody and I call it a flow state and it's kind of the
[00:17:19] perpetual thing that you want to achieve what teams where you're constantly communicating but you also constantly know what's going on among everybody and so there's that component of it but there's also this idea that if you truly believe that you're responsible for everything that happens
[00:17:36] we're a revenue team maybe services failing or we're revenue team and maybe finances being rigid maybe HR has new regulations or controls and all of these things are happening to us right
[00:17:49] that's how we say things but if we don't act in that way if we act as if everything is with an art control then what we don't do is we don't give the opportunity for other people to impact our
[00:18:01] direction and we can stay the course it means that everything that happens to us we can respond to there's this disresupt great quote I don't know the exact quote but it was this description I heard it was by a
[00:18:13] yogi so you know take it with whatever brand of salt you want to take it with but he said responsibility is the ability to respond and I thought that was really interesting because
[00:18:26] we often think of it as responsibility is my fault and like who cares who cares who's that fault right do you have the ability to make a decision and do something for every single possible occurrence and every single possible path and every single possible iteration that could
[00:18:43] possibly occur in your life yes okay if that fundamental truth is written then it doesn't matter why it doesn't matter who it doesn't matter how that thing happened to you because you still have the
[00:18:55] ability to act in accordance with the reality that it's happening it's happening done and so part of having that small group of thoughtful committed citizens as you can create this fundamental belief system
[00:19:09] where and I'm going to use a bit of a proverbial statement here on analogy is I'm happy to be in the trenches under the most horrific circumstances you could possibly imagine fighting an unwindable
[00:19:23] war as long as I'm doing it with these four or five people and if those four or five people also believe the same things it's actually possible that we're the team of four or five people
[00:19:36] that win the unwindable war we have all these stories of that occurring in our history as a species why can't it be my four or five people I don't see why I'm not good enough or they're not good enough
[00:19:46] to do this it's a hunt go back to the beginning of this it's a mindset issue and so again I could probably give a hour long talk on that quote but there's those are some of the fundamental
[00:19:58] kind of mechanics that have been created or thoughts or ideas that have been created that I try to act on as a result of that quote just from studying it and great leadership is obviously part of that
[00:20:13] and you've observed a trend towards having a single sales leader to streamline decision-making and to avoid sort of too many cooks scenario how do you think this single sales leader model has
[00:20:32] impacted your success at one path you know I think it's impacted my success a lot as a result of this I have more control over more things but the reality is from an organizational perspective we all
[00:21:00] have a single leader model like all organizations are monarchies in a sense because all organizations have a CEO and so for me the fundamental lesson here because at the end of the day the CEO role
[00:21:15] is the role that I want it's the role I've wanted my whole life and when the time is right it'll happen like it's oh I got to be the CEO tomorrow our CEO mentors me in this regard and knows this is
[00:21:25] a objective of mine and so I think the lesson is it's a bit of validation and it's a bit of learning at the same time that when you have the right structure if you are doing the right things
[00:21:42] if the right mindset exists the right culture exists the right people are in place and all these kind of difficult ingredients to get right or actually right then you can accomplish pretty amazing
[00:21:51] things with a unified team right and so I don't know that the lesson in particular of a single sales model is better or worse than the lesson would be in other sections of the C suite or the VPS
[00:22:07] we either the director's suite or any of the other suites because at the end of the day it's about how much there I say again unity are you able to create among the people that your responsible
[00:22:18] for the people that are under your care I think in the specific context of the chief revenue officer role or the idea of a revenue department here's the reason I like it is because at the end of the day a
[00:22:32] client's journey is five fundamental handoffs that occur marketing has to get the attention of the individuals business development has to understand that attention take that attention and identify problems those individuals might have sales has to fully codify the problem and the other
[00:22:55] problems that might not have been understood by business development solutions engineering solutions design has to solve for the problem and create a viable model for it while sales then continues to make attempts at creating the right financial structure for the solution to that problem and finally
[00:23:16] the what am I missing here oh the product team needs to take that entire process and make sure they're defining well the solutions that are available to all of those individuals to be able to get attention
[00:23:28] identify problems codify problems and solve for problems those things facilitated by a revenue operations group I really see that group as kind of like the thread between all five and so
[00:23:41] the reality is that is a series of botanical handoffs among a team that is running the same race grow the company but none of their fundamental activity should be focused on revenue revenue
[00:23:58] was the by product of those five understanding that their mission is exactly what I said a data tension convert attention will be codify problem solution problem and build the collection of solutions and so if they're working well together then the by product of that is revenue
[00:24:18] maximization principles and I think having them all under the same leader is really important in that regard it's interesting because that pace of growth ensures that the rest of the company is aligned and that has to be some sort of cross-functional communication and that is a balance
[00:24:38] right because it doesn't all fall under under anyone person how do you manage this and what steps do you take to ensure that that alignment across different departments and functions is given within
[00:24:53] one path can I ask you a question to clarify please are you talking about in the context across functions that I'm not responsible or that I am so is that the relationship between myself
[00:25:05] the COL the CFO or the relationship between the five or six leaders that I just mentioned and the five or six leaders across all of everybody has a different agenda here right but
[00:25:15] unlike what you said that everybody really needs to pull in the right directions how do you influence that yeah okay so here's something that's important is I do two things one I make sure that
[00:25:28] everybody says the vision is clear right and so it's like again it's one of those things that we we overuse it and so it's a very nebulous thing here's what I mean by that I have an idea of what
[00:25:41] the world looks like in 18 months to three years I talk about it kind of sort of but I have a really clear picture of what the next step I want us to take together is right and I talk about
[00:25:54] that picture consistently so right now it's about building 18 month long road maps for our clients to be able to understand what their technology should look like and what their investment thesis
[00:26:05] related to that technology should look like I want us to get a state to a state where that is always in place and always updated so everything I talked to my team about is in the context of how
[00:26:14] do we get to that 18 month place right and here's the other thing and this is where you're going to get you're going to actually clip this one and you're going to cause me a whole bunch of problems because
[00:26:24] you are I inject conflict into the system I don't necessarily solve for it I intentionally find opportunities for people to get into the room and disagree right so somebody comes to me and they
[00:26:37] want to be frustrated about their peer they're employee there whatever it might be and I might ask questions that challenge them to think about themselves from the other person's perspective right but then I might go to the other person and ask them questions that challenge them to
[00:26:52] think about themselves from the perspective of the person that was mad that was just yelling at me and I asked them to get on the phone together and I'll be there if you need help mediating
[00:27:00] right but oh and let me let me caveat that emphasis on I asked them to get on the phone together my first question every single time one hundred percent of the time have you picked up the phone have you picked
[00:27:13] up the phone have you picked up the phone right is I'm a broken record of having picked up the phone I have actually I'm going to build a chat GPT system that auto response to all my I.ms have you picked
[00:27:24] up the phone question mark right it's going to be my out of office reply because sadly the answer is no five times out of ten seven times out of ten maybe nine times out of ten and here's how
[00:27:38] important that idea is to me I'll be in a meeting with my team will be in a team meeting I have eight including myself that are all in this this leadership team hot-o that happens once a week
[00:27:52] it's about a two hour conversation we spend less than thirty minutes talking about the state of the business we spend an hour and a half working on problems that are in the business we don't
[00:28:01] have any more problems to work on leave if you're not it and if you can't provide value to this meeting leave get out I don't want you to sit here just because we have a meeting on the counter I don't
[00:28:10] care if I put the meeting on the counter I'm not that important either but I'll give you an example this past week during that meeting one of our teammates told me that our newest employee our new
[00:28:23] salesperson IT hadn't gotten them set up in a system that allowed them to access our CRM like this guy's been here for 48 hours what do you mean he can't access the CRM what is the conversation
[00:28:37] we're having right now before he finished his next sentence I had IT on the phone I'm not waiting for us to sit here and discuss what's going I literally in the meeting
[00:28:46] while everybody's talking and they're used to me doing this because I do this type of shit all the time and they hate it but they also understand right what's the point of sitting here and discussing
[00:28:54] IT's the blocker I pick up the phone hey IT IT said wait that's happening hold up I'm calling him right now IT calls him unless then five minutes the problem solved right you're going to spend
[00:29:05] more than 15 minutes talking about it in that conversation right we moved in the next problem and so I will I will inject conflict intentionally because the conflict forces people to think from other
[00:29:19] people's perspectives and as a third party that's maintaining my cool right I'm not I'm not challenging you in a way that makes you feel less than I'm just challenging you to think about things differently
[00:29:34] I can inject I can be the calm voice of reason on the other person's perspective and I ask people to get on the phone because if they're on the phone there is little room for misinterpretation
[00:29:47] or less room for misinterpretation of what the conversation that should be occurring is it's it's interesting that you you think about this as injecting conflict that that has sort of the the the by taste of yeah we gotta argue something out here it's it's
[00:30:11] interesting because we actually work a lot with organizations we have a cool solution not to make a bit here anything but now tell me a cool solution we call constructive challenge and it's really a conversation culture within teams internally so how do you constructively challenge first
[00:30:32] yourself to get out of your comfort zone to bring up issues that you need to bring up and then have to confidence to challenge others to to overall to challenge the current status the current assumptions the current way of doing things and it's interesting because
[00:30:52] innovation is typically on everybody's mind with this we have to innovate as a team we have to innovate as a company we need to innovate to bring out the next solution well you know what is
[00:31:06] innovation is innovation is not a quick trip to brainstorm island where everybody hurdles up and comes up with a wonderful idea innovation is a process a process of noticing things the process of asking the tough question yes process of challenging others constructively a process of
[00:31:25] shifting perspectives and reframing things and having the platform to do this and as a leadership team that's crucially important it's even more important to provide the same platform to level spill low that leadership team so it's an interesting interesting concept and an interesting
[00:31:51] mindset and skills said that what we believe every organization needs 100% but it's it's that healthy that healthy challenge that people need to allow to put out there and you know it's I think vital for any organization.
[00:32:14] I can't tell you how much I love that the one of the things that I'm always interested by is we have these like simple phrases that are like deeply rooted and I think they're cross
[00:32:29] cultural right like if I said walk a mile and someone else's shoes that's not an American phrase if I'm not mistaken that's something that's kind of known yeah global. Um another one I think is pretty common is diamonds are formed under pressure.
[00:32:43] Right right well we know this to be to be geologically true right but we also say it to be a psychological fact as well okay well if we're going to throw something out like that what does that
[00:32:56] really mean go back to your point great ideas only come from the worst kind of pain that could possibly occur it's not like small pressure these things are inside mountains literal mountains that we find the diamonds or the gold or the precious metals.
[00:33:15] It's we our fossil fuels are buried under the ground right the most precious resources we have are under extreme circumstances the most amazing stories of human achievement all it seems like
[00:33:32] they all have a backstory of horror right and so do I want to go create the backstory of horror no are we trying to be tyrannical no do we understand and have we really thought about what it
[00:33:46] means for diamonds to be formed under pressure. Yeah have we really thought about what it means to walk a mile in somebody else's shoes we have and what we've realized is that to do these things
[00:33:58] requires the worst kind of death that can occur right beyond a physical death it's a death of the ego and when we really really like when when a piece of my ego dies right I thought I was so
[00:34:13] right I thought I was so good I thought I was this thing. Like the pain is it's unbearable for all of us I feel like and when I actually go through the process of letting that segment of the ego die
[00:34:30] the person that comes out of that tunnel so to speak is far better. I think we would all agree with this as well. So why avoid the pain at the beginning versus the pain you know what actually
[00:34:43] I I and clip my moving away but my sister sent me something last night she knows I love these types of things and I really want to read this to you because I think just based on the
[00:34:55] few little conversation we've had I think you would love this. It says I read a book that said marriage is hard divorces hard choose your heart obesity is hard being fit is hard choose your
[00:35:09] heart being in debt is hard being financially disciplined is hard choose your heart communication is communicating is hard choose your heart life will never be easy but you can choose your heart choose wisely
[00:35:25] exactly and finally enough I've I've read that before but it so resonates you know every action that you have or do or execute has consequences right and it's your choice to to go into whatever
[00:35:42] level of consequence that you need to the willing back on you if you see what I mean every every choice will have consequences this way or this way just like you've you've highlighted
[00:35:57] this funny enough I had exactly the same conversation with my son yesterday when he was for a tenth time tell me he didn't want to study for maths you know similar conversation right
[00:36:08] you make a choice either you grind now and you're gonna go grade or you have to grind even more afterwards because you get a bad grade and have to redo the whole thing it's your choice
[00:36:20] and I think it's a fundamental where we back with mindset where we started this conversation right you might say of that I'm an I loved our conversation we are unfortunately at the end of
[00:36:35] our time and I who knows maybe we'll do second episode on this too because you bring a wealth of information to this so thank you so much I'm hoping it gets today I know our listeners very
[00:36:49] very much appreciate your insights thought leadership thank you for taking the time today I am honored I appreciate specifically Harry you you are someone that is both very easy to talk to
[00:37:02] and is very easy to learn from so thank you for inviting me anytime you want to talk I would love it on camera off just because I feel like I gain much from these conversations with you our last one
[00:37:13] in this one and I appreciate your wisdom. I will be as far out of community of listeners and idea people two calls for action for you share this podcast if you think this is all interest to
[00:37:25] anybody else in your community go to globalperformancegroup dot com join us on the global sales portal where you can access to all different webinars podcast insights planers tools and so forth that will help you to plan your sales conversations your interactions with your teams and peers
[00:37:48] more effectively until the next time I look after yourselves happy selling happy engaging and constructively challenge people bye bye