The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 4 years ago

Brian Burns on 5 Things That Separate A Players From B Players

ABOUT THIS EPISODE

With the onslaught of artificial intelligence and new technologies impacting the sales profession, the question is often asked: “Will people still be relevant?” It’s generally agreed that yes, salespeople will still be needed – at least those that are the A players.

Brian Burns, host of The Brutal Truth About Sales & Selling, sat down with Chad Sanderson, Managing Partner, Value Prime Solutions to discuss five things that make ultra high performers, or A players, so effective.

You're listening to the BDB revenue executive experience, a podcast dedicated to helping the executives train their sales and marketing teams to optimize growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. Let's accelerate your growth in three, two, one. Welcome everyone to the BDB revenue executive experience. I'm your host, Chad Sanderson. Today we're back with Brian Burns and we're going to be talking about what are the differences between a players and B players in sales? It's extremely relevant topic today, especially with the onslaught of artificial intelligence and the evolving technology landscape that we're all facing. There's a lot of discussion out there about how these new technologies will impact the sales profession. Will it make you know, sales, the sales profession, less important? Will that make people irrelevant? There's a quote from Jeb Blount that says you know, in the future there will be sales reps that are told what to do by robots and those that tell robots what to do. So understanding what it is that makes sales professionals, what makes those ultra high performers so effective. What really goes into their day to day what goes into their perspective in their approach to the professions, particularly relevant topping and when? We hope that you will enjoy as Brian Burns and I dive into it. Hey, Chad, let's talk about you know what really you see as far as different prentihaders between B players and a players? It's a it's a great question when we get asked a lot. Right, is there a secret to being better at what I do? Yeah, it's it's number one called prospecting. So and it's funny because you know, especially now as we've got all of these different roles, you've got STRs or a drs or they've got all these names for these guys that are supposed to do all the prospecting and side the meetings. But what happens is account exactly the guys that have the big account that they have a tendency to get lazy as a result of that...

...thing. God, somebody else is doing my prospecting for me. Fact of the matter is prospecting is just it should be part of the DNA of the job. If you're in sales. In my opinion, and so many people are kind of scared to do it. It seems like. Yeah, I think today people are looking at it like an assembly line as opposed to kind of a partnership but development. And you know, I think it all goes back to that separation between hunter and farmer, and it's like, well, it's a little bit of both, isn't it? I mean, if you think of the biggest deals you've ever gotten, it wasn't like, Oh, you called them the first day of the quarter and you close them on the last day of the quarter. It was you know that they were probably existing customers that you kind of dug into, found new uses for your product, expanded within there and then, you know, put together some kind of enterprise deal. Yeah, well, and that's just that. I think a lot of people think of prospecting is nothing more than net new logos. Well, I mean, the fact the matter is, if you're working, you know, if you're an account wrap, a strategic account rep, key account rep, whatever you want to call it, and you have three accounts, let's say you've got GE, Toyota and Ford and that's all you've got, then you still need to be prospecting inside of those organizations. It needs to be something that they're focused on and it has to be a consistent application of your skill set to try and continually prove provide value and find problems that you can solve. A lot of people just get, you know, happy with they I closed a multimillion dollar deal and that's great for maybe this quarter and next quarter, but what's your pipeline look like after that? Yeah, and I think a lot of people going to fail that in January. That's kind of the wake up call that we all get that first week when we look at our pipeline and go UMP, that's all smoke. I put that in there thinking it was real and it's not. I haven't talked to them in three months and it's like, I wonder why people don't look at that as prospect and they look at it as farming. Or I mean today they call that customer success and it's like well, that I'm used to be called support, but now, in being proactive, it's customer success. But you know, I always looked at it as like, unless those people really happy, because...

...those are your references, you know, those are the people that are going to talk to your new prospects, because you know, they don't care what sales rep says. They care about what your customers are saying, without a doubt. And it's funny to me with all of the I think it was it was gay blars, and I was talking to about this, we've got all of this stratification of sales right. We went from back in the day when you know, probably you and I started. We all we had to do it all. We had to process spect we had to close, we had to expand, you had to do all of it. And as we've seen technology creep in and we've seen this stratification of roles where everything's getting into these little sidelows and I think it creates a situation where sales reps, I don't want to say that, I don't want to make an a just comment. Again, I have a tendency to do that, but I think they have a tendency to think, oh well, this is my little niche, then I can be a successful salesperson. The the best ones that I've ever worked with, the a players, understand that it is a command of a multitude of skills combined in a consistent way that keeps our pipeline full, keeps them exceeding quota keeps them engaged in providing value to to the customers. I think we have a tendency to overanalyze things. I think we've gone a little too far and how we break things down. And I think the best people, the best sales reps today, are going to remember that. You know, all of this is one discipline and it requires, you know, command of a great number of skills in order to pull it off. And I think the a players look at prospecting differently. Where the B players? You know that they want to do the hardest thing instead of the smartest thing. It was the heart. Well, the hardest thing is okay, I want to get into, let's say, a fortune ten company, but you have no business being there, right you, maybe you know the company's not big enough. As I mature enough, you know those big companies are laggards, they're not early adopters. And and then and you place a call into the CEO, you know, which gets to some admin that's three levels below the admin for the CEO, you know, and they're like and everyone, all the managers, love that. They love the go getterness about it and yeah,...

...that that's good. It's good effort. And stuff, but it's just not smart. It's, like I always say, prospect from the inside out, not from the outside right. You know, you know, look at the people you who already sold to. Who did they know? WHO's adjacent to them? Who's you know, who's the next person that would be most likely be interested? And that's kind of smart prospecting. Well, once you're in account, we all know it takes, you know, x and x amount of effort to get into an account more than it does to reap the benefits of when you're already in. But it doesn't mean it's just going to show up right. So if you're in our just apply your same prospecting principles inside of that existing account, leveraging those references that give you the credibility. But in order to do it, and I guess it's probably goes to my second point, is that focus. Is that focus in that that understanding of you constantly have to be looking for new opportunities. It's that's the nature of sales, unless something's changed, and nobody told me. Hey, I mean that point about focus when I when I talk to, you know, great sales leaders. That's kind of like number two, that they're looking for in new candidates is people who are laser focused, and I got to say that was probably one of my, you know, key lessons that I learned and maybe I went too far, you know, because so especially like the holiday season. I look back when I was a wrap, I was like the holiday season went by, January came and it was like, Oh, I should have visited my family. Me When which chop? You know, when was Christmas? Wasn't that when no one would answer the phone? That was that Christmas Day, right. You know, you can go a little too far, but you can tell the people who aren't focused where, you know, they're looking through the crm trying to figure out what to do. They look at everything is being equal, you know, if you ask them what are your top three deals, they go, hold on, let me bring them up. They know that they should be like you could wake somebody up at two in the morning and they would know, yeah, it's this, this and this right, you know, and in they would have a plan. They'd have, you know, strategy to close them and they be obsessed...

...about closing them. Go on. That focus is something I you know, I see a lot of reps spend a lot of time with the glorious amounts of distractions that we have. Oh well, I'm I'm on Linkedin, or I just saw this article or this guy just posted this. Maybe I it's like now, come on, guys, focus, think about what you're doing, put a plan together, don't just react right, be proactive. That requires a level of strategic thinking that I just I'm not seeing in as many sales reps today as as I think sales managers and sales exects want to see. Yeah, because, I mean, I'm sure you probably get a trying to get guests with a podcast that that you know, CEO's are actually a lot easier to get than V piece of sales. You know, it be piece of sales. are like, what, what does this have to do? A quote? Lea Me alone, right, you know, and unless they're a listener or they know you, if you've already have to build a relationship with them first, before you are what's in it for me? And it's like, okay, let me tell you, you'll reach your audience and Oh, okay, they don't get it. They think if it is up marketing thing, and marketing people are like, Oh, you're going to charge me? Know that they're like their paranoid because that they think everything's a trick, because they spend their whole day tricking people. That's kind of their roles. Like how do we get people? Does he mean their email for my ebook? Right as I okay, but you know that that focus, you know, is really critical and you can tell the difference because I get, I'm sure you get, a lot of emails from like, you know, the first year, second here sales people of the first time. You know they're overwhelmed. That's the number one thing they tell me. And it's like, well, worry about the number one thing, then worry about number two. Don't worry about number ten. Yeah, we do this. We do this exercise and class in our prospects and class where it's like, okay, I want you to list out everything you do in a day, like everything that you do that you believe is part of Your Work Day listed out. Okay, now go back to that list and tell me what percentage of time you spend on that. Now go through and rank those what generates the most revenue? And it's this. To me, it seems kind of like a no brainer, but it's an eye opening experience be because a lot of them...

...go, man, I'm spending a lot of time to shit. That does not matter. It's not going to affect my number, it's not going to affect my quota, it's not going to get me further into accounts. And that awareness right, that awareness is critical if you're going to apply that in any type of focused, repeatable manner. Well, that's it. You know, I always had this saying busy, busy, busy. You know, it's like activity does not equal accomplishment and and a lot of roll les. All A lot of people all they care about is being busy and and as a manager that they assume that that busyness equals accomplishment and sales. It doesn't. You know, I see a lot of like, you know, CEOS or are are the salesperson. And then I'm busy, busy, busy, and there's a lot of those internet stars with it, like they videos about how busy they are and they go into a conference to speak for free and they're spending a day for it. I go cancel. There's twenty percent of your week right there right. You know, it's like, if you're getting paid, that okay, that's is that your business as a core is it really going to help you? You know well, I don't want to see you at for in the morning is like and you see these people age in front of you telling you how busy and how much the hustle and grind it's like. You know, I think sales is a work smart business, that that's o argument. You here all the time. I think the only time the real hustle and grind works is when it's like door to door or selling cars in the BTC space, where you know that the payoff is much higher. But in a betob space it's much more about working smart, without a doubt. I mean you only have so many they called the golden hours, right. You only have so many hours and day where you can actually get in touch with the people you need to get in touch with in order to fill your pipeline, moveing opportunity forward, expand an account, whatever it may be, and if you're not leveraging that time as effectively as possible, then you're going to see it and your boss is going to see it in their boss is going to see it. So it's not a matter of this the beauty of sales, right. It's not about just looking like I'm busy. You have to produce results and measurement of results and sales is rather simple.

To take all the ai out of it, take all of the complex crm crap out of it. At the end of the day, results are simple. Did you close the deals and and fulfill whatever the quota was that was set out for you? It's air be either did it or you didn't, and if you didn't, maybe get another quarter to you know, kind of you know, backfel maybe try it again. Maybe it's, you know, performance improvement plan or whatever it is. But it's not like any other profession. This is a or be. You either did it or you didn't. Right, yeah, because no one's going to believe or buy. Oh, you took me out of the you know, the field for a week for this or that, some meeting, some announcement, some you know, enablement. Know when no one's going to care at the end of the quarter that shot up. Why didn't you do this? You know, and then that's why we always lose our vacation time. That you know, funny stories. Remember those. I remember one of the last jobs I had. I was the only outside guy and the VP says, okay, let's go out on a road trip together and we went from, you know, I was in DC at the time, to through Charlotte to Little Rock, had a meeting and Little Rock and then had to get a connection through Houston. made it into Minnesota that night at like zero pm, and then the next morning we had a drive, you know, two and a half hours and I go what's going on here? Oh, it's a maintenance renewal, and I was like shaking my head. I Call I caught. We're spending a day and a half for a maintenance renewal. I was just like, I mean he loved to be busy, you know, and I'm like, how much is a mate? I mean it was less than K I. Gold doesn't even pay for the travel this like, I mean it was just insane. Literally, you know, you get to the hotel at thirty and you got to be up at six. You like, Oh, I mean that that right there. Right. So, in conjunction with the I'm busy, busy, busy, I think one of the other things I've seen really good sales reps to do is time management, right, yeah, time blocking here, time...

...management, and it is that analysis of okay, is this hour going to general or this day of travel going to generate more revenue than other things I could be doing. And that, I guess, it goes back to that critical thinking. It just isn't something that seems to be ingrained. Or maybe you'll see a rep do it for a week or two and then they'll get some activity and they'll forget that their consistency is what's going to produce the results, not chasing the latest sparkly object or activity. Yeah, I mean, I don't know, but you but I had a consistent regiment every week where I'd be one week in the office, next week on the road and it would be, you know, I'd leave, you know, first thing in the morning, the very first flight, because I knew the plane would be there, you know, unless you're find out of Rochester, New York. But I mean, if you look statistically, the first flight in the morning is the most likely to be on time because the plane they got, you know, eight hours to get the plane there. Yeah, unfortunately it's like a thirty am would change if you've got to get up at thirty, you know, get through security and everything and you eat breakfast there. But you can make a, you know, a ten am meeting and I always had my meetings at ten am and two PM and I'd be with managers. It go no, no, let's fill up the whole day and it's like, I'm want to fill it up with two great meetings and if you want, we can take somebody out to dinner. But but you know, oh no, we can probably get six meetings in here. And I go okay. So you get in the car with him. He's calling people and they don't have time to meet with you. You know, we're getting lost all this crap and I'm like, no one did. This guy can't make his number. No, and then versus quality to be right. Yeah, and the next SPAIRT for it. You're going to get more results. And the next week keep be sick because you know we ran himself down. You Know How many times it you go to a kickoff meeting and like the thirty percent of the one person shows up with a cold. The next two weeks thirty percent of the people now have a cold. The productivity on that as a killer.

Oh yeah, they'll probably. It just goes. It just runs through the sales for us and slows everybody down right. Yeah, was what are they doing all night? They're drinking high five and you know, we're great, WE'RE gonna kill it this year. Yeah, the flue. I mean, if people were more effective at managing their time and and focus on, you know, ensuring that they show up ready to provide value, ready to engage in a meaningful way, then to to quality meetings is going to blow the doors off of trying to chase six crappy meetings and it just yeah, it's that. I feel like. You know, so many people like, Oh, I got to be busy, my calendars got to be insane. Look just like you. I have. I've fifty percent of my week is time blocked out and it's unless there's, you know, something emergency comes up. It's pretty immutable. Like this is, you know, I may move them around a little bit, but I've got half of every day is blocked to do things that are going to generate revenue and the other half are set up to do things like, you know, the podcast or get podcast gasts or answer questions or things like that. But if I ever stop, you know, if I go a week and like, let's say, I didn't do didn't follow my time blocking, then the week after that I start to Itch, I start to them like, okay, I'm not this isn't under control, my pipeline is not good. I missed a week of, you know, prospecting or following up on emails or whatever it is. So the ones, the reps that I see be the most successful the ones that are really judicious about their time and look at it strategically. What's going to generate the most revenue? What's going to allow me to be the best prepared for the meetings that I do have? That's it. And if you take, you know, half a day to go to a bone head meeting, that's either unqualified or, and I'm sure you know, because I've been in jobs where they had the inside reps set up the meetings, kind of like what as d ours do today, and I'd always ask a lot of questions about certain reps because, you know, I go, you know, where is it? Why we meeting their hope, because they would take the meeting and that's not a good reason. You know, I'm flying you right, so...

I'm up at thirty. I'm not going to be in a good mood if I you know, and one time it was actually at someone's house, someone's actual residence, and I'm like, oh Lord, that's easily a pretty good giveaway that they're doctor and a said they're not quality right, they're not going to give you a million dollars, right, and the two hundred k house. So you get furious and it's like if you're not ridget with it, if you don't really think through it and you just assume, and you is that happens so many times. You just assume they're qualified, you assume they're interested, you assume the timing is right and and people like, okay, having meetings on Friday. Will guess what, nobody really wants to meet you on Friday, that they're closing down for the week, they're thinking about the weekend and come Monday they're not going to remember you. Yeah, at the end of the day, Sales Reps have a Tennessee to think that plane pure activity alone will generate results, and I would argue that it is the quality of that activity and the quality of the focus and the time that people are putting in to make sure that it is going to generate the right results, not just churn a bunch of bubbles in the bathtub and call it a hot tub. You know what I mean? It's just doesn't work that way. It just doesn't work that way and and we see a lot of it. I mean I think I probably comes from as I think about it. So the sales exact side now like, well, well, my guys went on twenty four meetings this week, or they made a hundred and fifty calls. Awesome, great, what were the results? Yeah, well, next week they're going to make two hundred calls and go on thirty meetings. That's like. Now, quit. It's not just about that. Let's sit out and think about this. And I'm not a hundred percent sure that sales exacts have the time to do that, depending on the side of the sales force. But the a players I know, the ultra high performers, they start their weeks usually Sunday nights. Not that I'm telling anybody out there to go against HR policy and work outside of normal business hours. God forbids my disclaimer. However, the best ones that I've ever worked with Sunday night right there's been...

...in two hours prepent for their week, or it's Saturday morning before the kids get up and they're they're doing a little bit of research in their plan, in their week or whatever it is so that when they hit the ground they know what they need to do, they're prepared to do it, they're focused on that, don't let anything else get in the way and they consistently execute week after week. Yeah, that's it. I'm doing a lot of work with Chris War lab over and gone about those quality sales conversations and they're trying to change the game by let's get away from the metrics of number of calls called time and let's focus on like, listen to talk time, you know, peppering of questions, quality of questions, did they close for the next meeting? And and if, I think, if managers looked at even reps looked at that, I go you know, how good was that call, as opposed to did I make that call right, you know, and if you, if you did like a post mortem, which I always love doing when I was on the road. That's the only way you get better, because think of how much effort it takes to get that person either, you know, on a Webex in person or on a, you know, a substantial call, right you know. It's probably, you know what, ten, fifteen hours, oh at least, and I mean I think that Rolls Really Nice and like that fourth point ahead, which is the self awareness. Right. So you talk about quality and Gongs, phenomenal tool. I mentioned it all the time to clients, like if you guys want to really understand what makes up your how your sales reps are performing on the phone, need a tool like that, right. But it's that self awareness and taking the time to do the post mortems and being in a mindset that allows you to actually hear the feedback, right, because a lot of reps, you know, fragile egos. Not, that'stum saying every salesperson has it. Just ninety nine percent have fratily, you ghosts, right, and and and it's just part of the game. Like. But in order to really be effective, to truly be self aware of what you're doing, how effective it's being, how you can improve, and being in that right type of mindset to also...

...accept accountability for the Times that you did well and the Times that you screwed up, and be in a place where you can grow and continually involved. It's not easy to do, especially the pace we move these days. It's not easy, you know, to be I guess vulnerable is probably the right word, but but being able to be in a space where you can take that post mortem feedback, where you can look at tools that talk to you about the quality of your execution and really internalize that and make changes in your behaviors. That's a that's a rare skill set as the days go by, at my opinion. Yeah, I mean I was lucky enough early in my career that the CEO of the company would come on calls with me. Goes. I love going on calls, and he was the exact opposite of me. I was like the young engineer turn sales guy. He was like the Stanford Grad Air Air Force Academy, you know, you know, bootstrap guy, just, you know, lockdown. I mean he you could put him in front of a crowd and they would be mesmerized, where I would be like sweating and a little ball of boom. Yeah. So, you know, I'd work up to get that meeting and I say, Hey, my CEOS in town. He'd really like to meet you and learn about where you're going. Oh yeah, bring them by, you know, and all I'd have to do is a here's Paul and he would just grab the meeting for an hour and they would just like boom, boom, boom and we'd get a deal, you know, but every after call he'd ask me in the car goes, how'd I do? He asked me. Right, you know, I went to night school. This guy got an MBA from Stanford. Right now he's running the company. I'm I'm the lowest on the totem pole and he's asking me how he did well. I mean it's a state leadership approach, though, right. I mean you need all the feedback that you can get, especially, I think I think we pay, you know, ultra high performers, not necessarily for their abilities to do, you know, cold calling or to do this or do that, but I honestly think we're paying these days especially for those that can, that can critically assess multiple inputs,...

...whether that be feedback, market trends, whatever that may be, and come up with something that is going to be better than any of those individual components alone. And that ability to critically assess and to think spatially to bring it all together. I think that's it's more important in leadership today and especially in complex sales. Yeah, yeah, because you know how there's a huge time gap between the time we're doing this, because we're not doing you know those type of meetings every day, all day, and you know, we spend so much time to get them that were kind of out of practice, especially when you do big deals. You you forget about what it's like the very first call because you haven't done one in two or three months, you know. So you got to kind of like really take a step back and like okay, here is like an hour where, you know, it's I'm trying and I don't know what I'm going to face. I don't know right. I don't know what questions, I don't know what concerns. I don't know if they're angry, happy, growing, shrinking, if they're looking for another job, and it's like you've got a kind of be there, you know, maneuvering this in the direction that you want. You don't know how much they know about you, your company. The problem if they know anything right, you know, and too many of us go in there assuming that they are. They know, you know, they spend two hours studying our product in their fifty seven percent through the buying side. Would say you don't know that. You know right. Let me, let me share some insights. The Hell Are you? You know, and I think we have to understand that without a doubt. I mean without a doubt. It's just I think it's we have a tendency to want to make sales more complex than it actually is. I mean, yeah, there's a whole bunch of trends and a whole bunch of things that you can read out there, but if you really look at what makes the most successful sales professionals successful, like the four things that we've talked about so far, none of that's new. None of that's rocket science right. It is staying focused on the things that we know...

...work, that allow people to be credible, connect with other individuals and make the most of the time they invest. It just it seems pretty simple to me, but then I don't know. I guess there's just so many things out there today to distract people that they think that there's some silver bullet or some better way to do it. I just I haven't seen it yet. I mean to me it's, you know, it's these four things and that for me. I think the fifth would be like making sure that the reps are taking time for self improvement and that maybe that's working out, maybe that's, you know, studying up on the industry. That you're focused on understanding new trends, you know, continually feeding your head type of stuff. It doesn't have to be a lot, you know, but thirty, forty minutes a week makes a world of difference and I don't see a lot of people doing that either today. Yeah, and if they do it, they don't apply it or they kind of say, oh, that's a refresher and it's like Oh, yeah, I do that, or okay, yeah, are you applying it right? That's the you know, yes, you know, but it's like a magic trick. I try and explain to people. It's like, okay, you know, I have the rabbit up my sleeve, but let me see you pull it out so it doesn't look right and they go, Oh yeah, now you get a Platte. Practice that trick a hundred times so it looks original. It's like comedy, right, there's a lot of there's like a thousand great comedy writers for every one great comedian, right, right, because it's that one great comedian who has the timing and to really deliver the joke. But the thousand people could write the same joke now well, and I think that's a lot like sales. It is, and and that practice that it's amazing to me how many people think, and I probably I've probably been guilty of this too at times, as okay, I know how to do this, I've done this a hundred times, and so when I find that I screw up deals, or I have screwed up deals in the past, it's because I assumed I knew what the Hell I was doing and didn't go back through my checklist or go back through my you know, all right, did I did? I do it like this. Did I do it? You know, I didn't go back through my own best practices. I got, what's the word, unconsciously competent, or I...

...guess it's unconsciously incompetent at that point. But it's like I start. You know, I've done it close multimillion dollars. I know what it takes, I know the micro moments and the micro commitments, all of that stuff. But when I have a tendency to go off the rails and I see other reps go off the rails, it's when they get too comfortable with their own knowledge rather than the application of the best practice as it was taught to them. Right they think they think they're going to turn it their own. It's like you can't take Shakespeare, change a few sentences and all of a sudden have more Shakespeare. That's not the way it works. It. Shakespeare is very structured type of thing. So if you're going to engage in that type of profession, like sales, especially complex be toob sales, you have to be as diligent as you would studying something of you that's already been proven and put out there. A lot of guys just want to do it fast and quick. Back to that more activity, more activity, more activity, right, and they think because they've been doing it for x number of years that they should it should best be natural. But it's nothing. It's that complicated. It's why, you know, chef still have their recipes up there, because they're going to miss a step. It's just natural. It's why surgeons have checklist, why architects have checklists. You know, okay, this is a hundredth building I built, but hey, if I do it wrong, bad things happen. Yeah, it only takes one MISSTEP. Just grew up a deal, kill a patient, collapse a building. Right, the people that that are the best at their disciplines are the ones that are that stay focused on those best practices and apply what they have learned. And even as they learn new things, they'll apply them in kind of, I don't want to say a lab environment, but if I'm going to try something new, I'm not going to try it on a ten million dollar deal. I might try it on like a little five thousand I deal that I don't care if I screw up because I want to see how it plays in reality. Right. And some people like Oh, I got this, learned this new thing, they run out and tried it on a CEO for this big seven eight figure deal that they're working and it backfires. Right. I saw this a lot with when challenger sale first came out. Only certain people can challenge executives...

...a very large organizations in a way that doesn't come across as being rude, right, and it's like if they're not interested in it turns into a debate, it doesn't turn or an argument instead of an insight. And it's like, if you really think you know someone else's business better than them, you better know it right, because if you don't, you're probably going to step in a trap that's going to be real hard to get out of. All right, everybody that does it. For this episode of the B Tob Revenue Executive Experience. Again, thank you to Brian Burns for taking time to do this collaboration. Really enjoying the conversations we're having. Hope these insights into what makes a players and be players different was helpful and insightful for you guys. If you like what you're hearing, please rightister review on itunes. We really do look at those to see what kind of guess we should bring on, what kind of topics we should cover. It's been a great opportunity to cover this topic with you guys today and again we value prime solutions with you all nothing but the greatest success. You've been listening to the BB revenue executive experience. To ensure that you never miss an episode, subscribe to the show in Itunes for your favorite podcast player. Thank you so much for listening. Until next time,.

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