The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Brian Burns on 5 Q1 Mistakes to Avoid

ABOUT THIS EPISODE

In Q1 you’re setting the stage for your success in the coming year – at least, you should be. There are typical mistakes we see sales reps make again and again that get in the way of their ability to achieve an ultra high performer status.

We sat down with Brian Burns, host of The Brutal Truth About Sales & Selling, to talk about five mistakes that can be easily avoided in Q1.

You were listening to the BB revenueexecutive experience, a podcast dedicated to helping the executives train their sales and marketingteams to optimize growth. Whether you're looking for techniques and strategies or tools andresources, you've come to the right place. Let's accelerate your growth in three,two, one. Greetings everyone, and welcome to the B Tob RevenueExecutive Experience. I'm your host, Chad Sanderson. Today, Brian Burns andI are going to jump into five mistakes we often see people make in qone, and q one is a sensitive time of the year. It's youset in the stage for your success for the coming months, and there aretypical mistakes that we've seen over and over sales reps make the kind of gettingthe way of their ability to, you know, achieve that ultra high performerstatus. Even some of the top, top, you know, sales repsthat we've worked with there's a couple of mistakes we see consistently from them aswell. And so, in order to ensure we're providing you with perspectives thatare going to help you be wildly successful this year, bright and I decidedto, you know, tap our collective intelligence, for what that's worth,and and our experiences as leader, sales leaders, as well as individual contributors, and put together kind of the list of the top five mistakes we seein q one. So hopefully you can avoid them. Hope you enjoy theconversation. Hey, Chad, what do you see people making big mistakes withand q one? The first and easiest one, and we kind of jokedabout this before, but I see a lot of reps not leverage or taketheir sales kickoffs seriously. Right becomes a hey, we're going to VEGAS,we're going to Dallas for four days or we're going to New York, andthe jokes start in December about who's going to get the drunkest and pass outand miss a meeting or whatever, depending on what that agenda is. Imean, I I've seen organizations invest quite a bit to make those events extremelyvaluable for reps, and I think the tendency for reps is a thing,hey, this is a party for a week, rather than really grab everynugget they can from those kickoffs so it can power their year, not onlyenergize them and let them learn and connect with co workers, but some ofthe content that these that companies put out there is pretty impressive. I meanthey bringing guest speakers and we've both done that for companies, kickoffs you have, you have, you know, workshops where you can learn more about theproducts or, you know, test your skills and some kind of new salesapproach or something like that. It's an opportunity to feed your head that Ithink is kind of unrivaled. I don't see a lot of reps really takingit seriously. Yeah, yeah, I've seen it because I've been on bothsides of it. I can't tell you you know, the number of,you know, kickoffs that I've said, right, that's a Rep. andyou know, in the last five years, the number of up that I'm I'vedone. And you know, certainly when you're the presenter up there fora couple of days, it's it's brutal,...

...but it is trying to keep itdo. Yeah, well, that's it, especially when you have,you know, hundreds and as opposed to you know, small group. Ilove the small groups. When you get a you know, in the hundredsand you're supposed to engage them, it's really hard and you know, andyou I could basically tell you by what they're doing, how much they're making. Little. You know, I can tell them. Okay, you gotthe you know, the c players are always sit in the back or playingwith their phones all the time. The eight players are sitting right up front. They're coming up with questions, they're interrogating you. Yes, they're reallytrying to get something out of you, because you know, I'm not acomedian or an actor. You know I'm really there trying to help you makemore money. Right, and in that part, if you don't embrace it, you know, argue with somebody, debate it, you know, becausethat's when you really learned, because that's what you get on the same page. And it is too easy just to kind of sneak out of the roomand start calling your clients or surf the way of but whatever else distracts you. Well, and I loved with doing kickoffs halfway through. Typically, youknow, if it's a keynote or or if it's a worksout, like halfwaythrough the morning, I'll just stop and I'll say, okay, I wantto make a prediction. Those of you that are looking at your phones rightnow are going to be working someplace else next year. Those of you thatare, those of you that are engaged with me, are going to beatyour quota, and those that are still trying to figure out why you're inthe room, you have a chance. So take a step towards me andI'll take two steps towards you. But I can't do this for you.And and it's funny to see what's happening before I do that. What happensafter I do that, and then next year when I'm back, how rightwas I? Well, that's it. I made it just ignoring them,because if they're not invested in themselves, why should I? But you couldjust tell you know, I never, never out at anybody, because managersalways ask you, like you know who gets it who doesn't. And thething is in sales that the order takers are not going to survive. No, they're no matter how much you kiss your managers, but those jobs.You know that they're just not going to pay that much for you to processpaper. No, yeah, I mean you. You have to. Youhave to continually evolve yourself, because the vast majority of your customers, oryour buyers, are evolving themselves, maybe not proactively, but just as asa result of having kids that are teaching them new technologies and introducing new conceptsor businesses that are going to new markets in the new products. If youdon't keep up with your skill set, if you don't invest in yourself andtake that opportunity and all you want to do is pick up the phone andhave somebody right you a check, it's time to look for another job.As far as I'm yeah, and and plus plus. You get the wholemost of the company there. You get...

...the marketing people, the product marketingpeople, the people who build the product, the CEO. I mean, thisis the time to build that relationship. I mean how often do you havethat opportunity to sit down and with marketing and say look, this iswhat I need, this is what will help me in sales, rather than, halfway through the year, complaining to your manager that marketing is not providingwhich want, which kind of seems to be one of those trend lines.Well, they're providing something to somebody. Right, right as well be anideal with marketing all the time. But marketings magnet is doing what's best fortheir career, not the company, nor sales. Right. Why? Whydo they do that? Because they won't, you know, they want that portfolioand that relationship with you know, the because I deal with this allthe time. And it's like, well, is that the best thing for thecompany? KNOWS, no, it's not. Is that what the salespeople are asking for? Nope, that's not what they're asking for, youknow. But but we got a time. Sure would look good on your resumenow, wouldn't it? And but everyone's got a different motive. Andif the CEO doesn't even know your name, right. But because, you know, I typically worked for companies in either Boston or Silicon Valley. Thatwas kind of my my space and the cultures were exact opposites. You know, in Boston, the it's like sport and if you read read the bookabout like hub spot, they called it graduation. Yeah, that's how sadisticthey are about firing people and the constant conversation was who could who do wefire next? And it's like, well, you spend half your time hiring people. Can we work on actually improving people? And then silk and valley, it's all about you know, what kind of wine do you like?You know, we see the industry going and play much better on the eastcoast. Yeah, I mean it's certainly more peaceful and quality of life onthe West Coast. But you know what happens when it doesn't work, becauseit's typically either it works or it doesn't. And right if the only thing thatmakes it work is revenue? Yeah, at the end of the day,depending on you know, culture is important and they're all other things areimportant to come together. But but what are WE IN BUSINESS FOR UNLESS WE'RENONPROFIT? For we're nonprofit, maybe it's a mission and funding. But ifwe're a business, where a for profit business, it's revenue. I don'tknow what else. You know, what else are we maybe it's market share, you can you know, there's four or five things that a company objectivemay consist of. The end of the day, revenue is the measure.It's the measure. It's the measure for success. That's it. I wasat a super early stage company back at during the boom of the ninety ninetwo's, like Rad it was right before the bust, round two thousand andthe company raised fifty million dollars without a product, right if it because itwas superstar CEOS and all the stuff,...

...and I thought I had it made. I was, you know, the first salesperson they hired. They hiredten immediately and and they it was all mbo based because they didn't have aproduct, so they were looking for pipeline and people just made it up.It was like. And then I got the first customer and they were yellingat me because I dedicated an engineer for a week for free to get thedeal. And I go it's revenue. Now we have an actual paying customer. Isn't that crazy? And they oh, yeah, but he spent a weekthere. It was better than spending it in his basement. Yeah,you know, that's or, you know, hanging around me, you know,going out and given presentations that I could do on my own. ButI think the point there is you got to understand the culture. And atthe end of the day the company went out of business. Obviously surprised,you know. So fifty million was just wiped away and I had left thereright after eleven because I got you know, this place is not going to goanywhere and on money motivate as I have to go find a real job. But you know, on the West Coast you get the Kumbaya speech aboutsaving the world in the environment, but at the end of the day,the boarder directors in the VC's want money, they want shareholder equity. Yeah,and it it sails. You can't get commission on, you know,goodness and saving the world. Yeah, and I think that's perfect. Imean in terms of mistakes there I see reps make. That's one of them. Forgetting what this is about. Like it's very easy. I mean,I've been in and work with clients that have these amazing cultures. Right,there's there's Ping punk tables and video games and and there's free food and there'sYoga and gyms and and, you know, a Saunas and all of this stuff, and that's that's great, I get it. But that stuff isn'tfree, right. That culture that you want requires revene. I feel likeI'm feel like I'm doing the Jack Nicholson thing from few good men. It'sabout revenue. It's all about revenue, and reps have a tendency, Ithink, sometimes, depending on that type of culture, to get caught upin not and forget that really. Oh well, I made my cast,so I did my activity level. Okay, what how much revenue you generate today? Well, none yet, but I'm close. Okay, you knowthe name of the game. Understanding, understand the profession you're in. It'sawesome to help businesses solve problems. You're going to meet some amazing people andyou're going to be you're going to form some incredible, long lasting relationships andthat's the that's the spice of life. But the job of the thing thatyou have been hired to do is to capture the revenue for the company.I used to tell my my teams like, okay, look, arch was togo get the revenue. Why is our time? To go get therevenue so the company grows and so that...

...all of the other people in herecan live nice lives, pay for their benefits, but two kids through school. We are the engine that makes that happen. So understand. Without thatrevenue, none of that, none of that's going to happen. The company'sgoing to shrink, close its doors. Whatever our jobs are bringing the revenueand have no, no, don't kid yourself that it's about anything else.Yeah, but I've got a story about that because I worked at one ofthose companies and you know, they had the ping pong table, had agym, beautiful gym in the building that was solely for the company and youknow that had, you know, free food, all beautiful offices, alldecorated and stuff, of course, with venture capitals, money, not revenue, right, and I was working there and the new guy started and he'dstarted taking advantage of all this stuff and I did none of it because Iknow what happens when you do, and I took them aside. I gotthat stuff, not for sales people, because what do you mean? It'sfor all the employees. I go, it is, but unless you're crushingyour number, guess what they're going to tell you. Hey, what?Hey, enough massages, get on the phone, right, yeah, thattreadmill. You know what? We could put that up to your desk soyou can actually be doing calls while you're on this. And that's it.I think q one, which is naturally distracted. You know, and I'vetalked to several reps in the last couple weeks, because we get the hangoverfrom q four, where it's like, all of a sudden, somebody turnthe lights on at three am at a particular entertainment establishment. We're like,we look at our watch and we're like, isn't it thirty? We know we'reon the day, like we gotta go home. Everyone was so friendlyto us. They're so excited we were here and then, yeah, wegot this hangover and we're like, Oh, oh, wait a second. Youknow, I'm going from fifteen percent to three percent. This doesn't feelfair. I had, you know, five states and now I've got onestate and now I've got to share this person with three other people. I'mgoing to look for another job, and it's like just just chill. Ithink people get, you know that there's that five stages of grief, right, we've got to go through those five stages very quickly in January. Otherwise, you know, you'll be in February and March you won't have a newjob because you're not psych to go look for you kind of mad at thecompany, but you quota hasn't gone down and nobody filled your pipeline for you. I think you just have to go through those stages very quickly, becauseI went through it every year. It's actually one of the pleasures of workingfor yourself is that you don't have that right. That is nice, right, that is very nice. I don't...

...have that way where wait, youjust cut my territory in half and increase my number two acts. How doesthat work? Hold on a sec let me, I've got it. Ineed I need a moment. I need to put myself in time. Letme go for I don't have that, I know. You know, workfor yourself. You're right, but it is. It's one of those thingsand if you're in sales long enough you need to know it's coming right.Well, no, have you ever met a rep that was one hundred percentsatisfied with a new complant at the beginning of the year? Not a one, not a one. Never. So you're not going to. It's notChristmas. It's right Christmas. and has your complant ever been better, youknow, unless you're in a dying company? Oh yeah, and that then,and it's not really better. It's just trying to match or handicap what'shappening to the industry or the company's right, you know, you seen that happenall the time. But I remember one year whereas I at the kickGoff you know, I was the rep of the year. I got thisbig trophy. It was my goal, you know, and I'm looking atthese people that are a lot older than me just given me these scarling looksof why I don't deserve it. And then like the next week and Iwas like on top of the world and, you know, going to club andeverything, and then I got the comp plan and it was like,Oh wow, well, Brian, you made a lot of money last year, so we kind of put a couple people and your territory. And rememberthat guy you hired and trained as your sales engineer. He's really good.That can allow a lot of other people to have access to him. Andand I'm like looking at this and I'm like Oh, and you know onyou mope around and it, but that doesn't serve any purpose. No,it accomplishes nothing. You call all your head hunters and they're like, yeah, there's plenty of jobs out there. Then if you haven't time to yousince last year, Nuary, and any recruiter who's worth his weight should becalling every good salesperson, without a doubt they should be. Yeah, theyshould be padding the phones, for sure. Yeah, bously, they're hungry audience. The problem is the company you're going to. You know, youstarting from scratch. You're getting somebody's left over territory right, you know,because they're saying, okay, what are you willing to give up and yeah, yeah, Alaska, yeahs no, you can have that Hawaii to I'llgive you Hawaii. I mean, I might like to go there, butI'm not going to generating our revenue from it. In the complaints if it'salways kind of like Whackam Ale. It's like a game of Whackam Wall.You blow your number out and then the next year they try to put togethera complant or restructure territories or resources so that they can keep you in thisimaginary band that that a CFO somewhere thinks a sales rep should be in,not the one you were in last year, and then you got to pop upand pull it off again this year,...

...pop out of another hole in thetrying to smack you down with the next complan. I was always infuriatedme. It does, and I've you know, I've had a couple ofmanagers that protected me, but that is the norm and I think you haveto get used to it. It's part of the profession. You have tosay, well, yeah, I'm still making as much as a surgeon,you know, with the education of a plumber for the plant. Totally stillin that. Well, better more educated than me. Hey, I finishedthe bottom ten percent of my high school class. I always say, yeah, there's somebody on death row that did better than me, but so youyou kind of got to work that and I think that's comes to my salespreneur idea that if your network and your social reach and your business acument isso good, you know you are going to be you know, Jerry McGuirewill find you. They somebody who will put you in the right spot andyou'll have lots of choices. If you're an order take or you've got tojust take what you're given. Yeah, I mean the people that work atthe ultra high performers. They I see them come into cut one aware ofyou know, this is what's going to happen. We know we're going todo the emotional grieving, you know thing, because they're going to mess with territories. We know that's going to happen, so they try to prepare themselves forthat. What I what I the one mistake I have seen ultra highperformers make, and not consistently, I see it occasionally, is that whilethey're super proactive at a sales kickoff about getting as much as they can outof it, there the people like you mentioned there in the front row engagingwith you. I've seen them actually relax a little bit too much on theirclient interactions during that week and it creates this little blip that takes a coupleweeks to recover. It's not catastrophic by any means, but they're they're doingthe best. They kind of pull everything out of that sales kickoff and theyrelax their diligence with the customer communication. It at a time when that customeris also going through everything that happens at the beginning of a New Year andit's pretty critical to make sure you're a continued presence for those really big accounts. Right. That's the one thing I've seen to make so it's that barrierbetween get everything you can out of the sales kickoff, but don't forget thatthat means at night, instead of passing out on the Bar, it's probablybetter to be making some phone calls to your customers and sentence some emails.Right. I've seen them relaxes a little bit too much at times. Yeah, yea, because that that's a huge mistake. Is the overindulgence on onon two parts. One is what you said about you know, keeping thething going with the customer, because this is the time where budgets are allocatedfor the year and if the company's doing...

...well, they may be increased bythe end of the year, but the company's not doing as well, theymay be reduced. The second is if you're out to three, four inthe morning and not going to be in shape the next morning, and guesswhat, if a hundred people are out of kickoff, someone's going to showup with a cold and there's all this handshaking and, you know, badphysical contact, and so everyone's going to go home with a cold. Yeah, and there goes another week of your day or your month, and youjust got to get your rest, you know, bring there or flu.Pretty well, that for your air wipes. I mean, I've never, Iwill speak for a voice of experience. I have never in my career figuredout how to be out till three o'clock in the morning and in sure, and I've tried folks, I've tried your guys. Never figure how todo it and then be ready to rock and roll at seven am and maintainit all day. Like I can show up at seven am or at amfor a meeting. It I'm good for a couple hours, but then it'sI don't know, the world gets kind of fuzzy, everything goes a littlebit gray. Everybody seems to mumble. Right, you've got to take careof yourself, and that's another mistake I think we see a lot of repsmake and and it's one I'll be honest, I struggle with right I when I'mnot on the road, I'm in the gym, I'm working out,I'm watching what I eat. When I'm on the road, it's like thatJim down there just does not cut it, or that I cannot. I cannotgo downstairs right now and work out. I've got to do this out ofthe other and because I'm in a client side all day, I gotto spend my nights catching over other customers. If you don't take care of yourselfphysically, watch which eat, work out, do some type of exercise, you're going to pay the price. You're going to pay the price becausesales is a mentally and physically demanding profession. It is. Yeah, and likefive years ago I really changed my diet. So I do like thisgreen juice every morning, like the nature bullet. Well, the thing ishow do you do that on the road? That's just it, though. Rightat home it's awesome. You just throw all the Greens in, becauseI'm not. I mean, anybody see a picture of me, you'll knowI'm not really a vegetable guy, but I get that's I'm a cookie guy. I get the vegetables, I get all my vegetables, all my fruits, right there and one drink. It's awesome. But on the road,I don't know. I don't know. If I could, know it wouldjust take me more time to go to the grocer store, run down tothe whole foods and travel with my lout your bullet. I just don't knowthat I can be that guy. No, no, no, no matter howhard, the best you can do is getting, you know, thepremade, you know somewhat healthy. Juice is right, Star bugs or something. Yeah, but guess what, you're on the road. You know youtotally out of swords, you know you're out of your routine. So youand you probably want some kind of emotional energy, physical energy. So you'regoing to eat sugar that you typically don't need, right, more caffeine thanyou typically take, and and then guess...

...what? At night what do youdo? You drink more than you normally would drink. And I still rememberone kickoff. This guy, you know, did backflips to get into sales.He wanted a sales job so bad. Okay, the first kickoff meeting hegoes to as a sales rep, he stayed out all night. Hewalks in two hours late and and the VP of sales literally calls them out. He says out in the hall in front of everybody and reamed them.I got and that guy came in, you know, you know I hadit. been crying a grown man. Well, well, you're hear ago right. It's not a game. So it's amazing why people think salesis a game, like Oh, I want to get into it, becauseyou know that sales reps drive and look at this beautiful Mercedes or or allthose cliches. Right, all those cliches are going to sales is a disciplineand it is a demanding one, because a lot of the variable of yourjob are things that you have to be prepared to respond to. How's acustomer going to react when the product Shit's the bad or the Demo craps outor, you know, invoice even invoicing like I've had. I've had todeal with iree customers because it didn't like the way they were invoiced, andthat's all just to maintain the revenue stream. Right. It is it demanding forand it is a discipline. I think a lot of people forget that. It requires a level of professionalism. I know, folks, it soundsodd for me to use that word, but it requires. It requires alevel of professionalism and commitment to the discipline in order to be successful and,quite frankly, out of respect for the other people that got their asses inthe room at eight o'clock. Yeah, the other thing is is the whining. You know, you have all the right to feel that way, butexpressing it to the other wraps and being common, becoming known as the wineror the the water cooler person. Cossi that that that is just because everyonestarts to buy into it and you you see these people busy, all hangaround together and, believe me, every manager sees that, knows it andyou're on the short list if you if you are expressing that or becoming thatwine or no matter how bad the product, the complan the territory, keep itto yourself, because your manager will respect you and will try and accommodateyou if you're good. Right, you know that. The last thing whenI was a manager, you know, an a player, I would doanything for you know, and it's often said. You know, you don'thire a players, you rent them, ha ha. Yes, right,because they can go anywhere. So they will get what they want. Theorder takers that the manager wants them to go. And, if you might, getting a terrible complant or terrible territory might be a little hint. Soso, why did I get such a...

...crappy complaint? Where's the LASKA?How do I get there? So you know it the whining. You know, because you seen reps do this all the time. You know that theyall the new complant or the the expense report scrutiny or, you know,the the arduous administrative activities. You know the way to handle it is cooloff, be professional, talk to you manager one on one as a professional, express what is in your way and ask for their help. Yeah,it's always that. It's keep in mind you can disagree with your boss inprivate and publicly you have to, you should support them. Right, youdon't want to be seen as the dissenter. I speak from the Voice of experiencehere. Folks not want to be seen as the one who questions ina public form. That was I learned that early and I learned the hardway in my career. I didn't understand that. I was young and dumband you know the rest that saying, but I was. I didn't knowthat I shouldn't be doing it. I didn't have. I've been schooled inwhat was appropriate. That is a very important lessons. I had no problemif one of my reps wanted to come in and sit down and debate upand down about the complaint song, as it was an intelligent, well thoughtout to be I'm not, I don't, never, never have done whining.Real well, I had a thirty second rule. You come and youcan wind for thirty seconds and then you better be talking about solutions. Butwhen somebody would challenge me, or I've seen other executives to challenge you publicly, that creates a rift. That is that is counterproductive for everybody. Yeah, yeah, I've run into that a couple times on both sides. OhYeah, and yeah, I thincause it goes back to our lizard brain,right we're got a knee jerk reaction to a change that's announced and you're likewhat the hell, why are you doing that? That's not the way todo it. That even though these meetings may appear casual, you know,they may want it to be casual, it's still not right. And evenwhen you're going out like a team dinner or something, and that's not thetime to discuss a topic that could that could question your managers capability or capacity. My last one is, you know, if you're unhappy, don't be sittingon the fence. Make a decision. If this isn't the right place foryou, move on, because January happens to be a big hiring season. Yeah, it. Don't get into a stalemate, you know. That'sthe classic stalemate is, okay, I'm not going to do what you wantbecause you not doing what I want. That guess what? The manager alwayswins. Yeah, yeah, it's you know what, guys, it is. It's an unfortunate truth that manage always do and we talked about on anotherepisode that we do. We talked about...

...getting involved with talking about the complantbefore January. So it's not a surprise. Right, get involved, talk toyour manager have a sense for what it is. So if you knowit's headed into direction that you're not going to be comfortable with, he makeyour decision and be proactive. January. Second, when everybody's back in,be ready to roll. Don't don't sit on the fence long enough that allof a sudden you've lost part of q one and then you've got to usethe rest of it looking for a job and now you're part you've hurting thecompany you're with because you're not really being fair to them. You're not chasingdoing your job, you're looking for your next job and it takes time andthen you've got a whole year to rebuild your pipeline, depending on what thesales cycle is. So the earlier you make that decision it's the better foreverybody. Yeah, because typically when you do start a new job, thefirst year typically isn't your best. No, you know, it's a pishit.The territory really isn't a cherry territory. You're not going to get the supportbecause they don't even know if you're any good. So you typically haveto spend three to six months just proven yourself and, let's face it,every manager's looking at non months to make a decision, right, and theytypically make it six months, right, you know. So you know theclassic. If you missed, you number two quarters in a row. We'reout right. People typically don't talk about that other than in Boston kind ofwhat's going on in their mind. Well, I mean it's and in the realityof it, right, it's the reality of the situation. They're veryfew organizations that I've seen that that give, I want to say, optimal lengthof time for a ramp up right, and it's always, in my experience, who was always a battle with the CFO, the CFO, becauseyou know you can typically you're going to have some type of recoverable or unrecoverabledrawling to keep them whole for a little bit and maybe it starts high thefirst quarter, ramps down as you expect them, you know, start toproduce revenue. But it was always the CFO on why this person has beenhere six months, they haven't produced any revenue. You do realize our salescycles eighteen months, right, yeah, but they haven't produce any revenue insix months. I'm going to give them three more. Okay. Again,you do realize our sales cycle is twelve months and it and we gave himthe crappiest territory we had. So you know he are we seeing the behaviors? Are we seeing the activity? Are we seeing the quality of interactions thatwe want, that we believe will produce the return? It was always abattle with the CFO and it was the sales reps that have a tendency topay the price for that. So, and that goes back to the episodewe did on negotiating your complant like. That's just one of the that's justone of the things you got to know going in. The chances are somewherearound nine months, CEFO is going to get grouchy and your boss is goingto run out of out of ways to defend continuing to keep you on board. So come out of the gate swinging. That's it. And I think thatcomes into a couple of things. If you are wrap that has aterritory of you're given all the smart reps,...

...have those holdouts, you know,and then all of a sudden new rever comes in any deal that's realin that territories held out by the previous guy who doesn't have quote for it. Oh yeah, it's a bluebird guy. Hey, I'm going to keep this. Hey, new guy, sorry about that. Not Sorry. That'sa hold out and I think we should do an episode on being at thenew sales wrap and a new territory. Justify your existence until you have,you know, good revenue stream. Yeah, I think I would be a goodone because I it's a challenge. I mean it's a challenge everybody insales, especially like, like you said, make your decision. Don't be onthe fence and, and know I mean anybody's been in sales couple ofyears and change jobs three years or change the job once. All you gotto do change job once. Then you know what the rest of the restof your careers could look like if you choose to make that jump. So, and it's I don't know, I'm a big respect to the company kindof guy. They're going to pay me. I feel like I should be,you know, doing my best to deliver what I've said I was goingto deliver. So if I'm on the fence and I'm talking to recruiters andI'm looking for another job for too long, it just it doesn't sit right withme. So my advice is always make your decision and get involved.The complain know what you're going to do and play that year January one andagain come out of the gate swinging and be focused and get it done.Stop bitching and just get it done. Well. So once again I'm showingmy sensitive side there towards the end of that conversation. Brian. I apologizeif I'm rubbing anybody the wrong way with the stuff. I just don't havemuch patience for people that aren't going to take, you know, accountability fortheir own success. That plus fact that, you know, as we talked aboutin another episode, I have had the flu from Hell. So Iapologize. I'll blame it on the cold medicine. But for those of youthat know me, you know I'm willing to help, I'm willing to support, I will bend over backwards being people successful, as long as they takeresponsibility for their own success as well. And so those that do that,those that can avoid these mistakes that we've talked about, that they can plantheir you're out, can optimize their performance, can understand that sales is a disciplineand it is a difficult one, they're the ones are going to besuccessful. They're the ones that are going to be the ultra high performers.They're the ones that we're going to have on the show and talk about howthey've been successful over the past year, you know, towards the end ofthis year. So hope you guys enjoyed that conversation. Again, send usa note reddist review. Share this out. Really appreciate the promotion and until nexttime, we have value prime solutions. Wish you nothing but the greatest success. You've been listening to the BB revenue executive experience. To ensure thatyou never miss an episode, subscribe to the show and Itunes for your favoritepodcast player. Thank you so much for listening. Until next time,.

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