4: Expectation Setting

you guys are having a fabulous monday kickoff to the week uh yeah mine's fabulous uh this weekend kind of sucked i was battling the flu so i slept all weekend but uh sometimes you need to recharge a little bit i think your body tells you to to stop um so i think that's what my body was doing this weekend so i'm getting out of it which is cool um and i don't really have the option of being sick these days i had about 14 sales kickoffs in january i got uh 12 in february and i got uh 12 coming up here in march so awesome time of the year uh get things kicking off and today make it happen monday we're going to be talking about expectation setting i think personally one of the keys to success in life and business and everything else is expectation setting i mean if you think about the last time you were pissed off about anything right i almost guarantee it's because your expectations were miss set and think about it right say you um say you're coming home you know you're driving to the office you know it's i don't know 7 38 o'clock in the morning or whatever it is and you hit traffic well you expect traffic so it's not like you're you know you're not happy about traffic but all right you know what you expected but for instance i get home i'm uh i'm going all all this week i'm speaking at a conference actually this week it's uh rainmaker uh down in atlanta if you're not going to this you should you should definitely try to get down to atlanta this conference is going to be off the hook i'm going to be talking about some cool stuff there but um needless to say you know i'm going to be traveling all week i get home at around midnight on friday night and i live about 10 miles north of the city of boston if i hit traffic at midnight coming out of boston on a friday night i am rip roaring pissed off right why because i wasn't expecting traffic if you think of you know why do clients get upset with us right because we misset expectations about what our products and services do why do we get upset with clients well because they misset our expectations as far as follow-up as far as uh being transparent with us about what their needs are those type of things so like i said i i think a lot of life is about expectation setting and it also just translates to the way that you are as a sales rep you know i'm about one of the most transparent sales reps you'll ever come across in your life i i really don't like playing the games i love sales but i hate the game of sales you know i hate the back and forth bullshit where you know you kind of try to tell them a little bit you don't you're not up front with them and the client's not up front with you and then you eventually try to get to that you know i'm about as clear as it can be and and to me that's what's really helped me out a lot of my career is really making sure that expectations are crystal clear and then we hold each other accountable to them you know there's a there's a big difference between being direct and being rude right i i think there's a fine line but a big difference it's like ego and confidence right there's a fine line between ego and confidence but man is there a difference and i still i think the same as holds true for expectation um for for being direct versus rude the way that i'm direct versus uh compared to being rude is just setting accurate expectations up front and then holding people accountable to them so here's a couple of examples i talked last time in the facebook um make it happen mondays on one of my favorite nuggets which is the summary email right which is again just to summarize here you and i have a conversation it's not that i'm lying to you it's just that as soon as we get off this phone my boss your client is somebody you know your competition comes in and changes my priorities or gets me thinking of something different so two weeks later you could be selling to something that's completely irrelevant at this point so what i do with the summary email thanks so much for your time today i appreciate it um there's some next steps and action items here but before i go ahead and do all that though i'm going to briefly summarize what i was able to gain from our conversation and send it over to you in a quick email could you do me a favor and email me back to let me know if it's all accurate and if i missed anything again you have to let them know what's coming right so now you summarize that and don't write a book this is just purely like four five six bullet points timeline priorities current situation that type of stuff now i send that to you now you send me back an email it says yes john that's accurate now i have something to hold you professionally accountable for what you're telling me and so now when you flake on me on friday so say friday come you know we're supposed to have a follow-up meeting and i state that in the summary email and friday comes and goes and lo and behold you don't show up well now monday instead of touching base and checking in i can send you that email back and say hey what's the best way to get 10 minutes back on your calendar so we can reset expectations based on what we both agreed upon here right if you flake on you know if you go dark on me like hey can we get back on the calendar here because if your priorities and timeline are this then we should keep talking here if they're not that's fine let's just get back on the phone here so we can again reset expectations based on we both agreed upon um now you know that's one way of being again holding people accountable being direct versus rude i think it's rude for you to try to call me out two or three weeks later based on what we talked about two or three weeks ago if you if it was just a conversation i think that's rude personally because i got a terrible memory and i'd have a million conversations a day but if you have it documented that's being direct here's a couple more examples nuggets that you can do everything i try to do by the way is to get you on the phone okay i do email phone social like contact strategy stuff like that but all of that is to try to get you on the phone but then once i get you on the phone i'm going to ask you hey what's the best way to communicate with you moving forward here is it email is a text is a cell what is it and then say you know email is probably 90 of the time the answer say great and here's another one you could set expectations with say look um as we go through this process if you need something from me um i promise you i'll get back to within 24 hours hopefully even sooner but you know maybe i'll be locked up for a day or something like that but i promise you i'll get back to within 24 hours what should i expect from you and literally and now you might want to preface that with hey and the reason i ask is because i don't want to be the annoying sales rep here right because you know how this game is played right so i send you an email i think you're going to respond you don't respond to me i'm not going to send you another email i make a phone call i send another email and i stalk the shit out of you and you're going to avoid you're going to delete you're going to avoid you're going to delete um but the problem is my motivation about money in my pocket is way stronger than yours is to avoid me so eventually i'm going to get through it's going to be weird so can we just handle this now and just make sure that we're crystal clear on expectations now i don't go say that to the client but that's what's going through my head so that's why i'll say hey what what's the best way to communicate with you moving forward and i'll get back to you within 24 hours what should i expect from you again because i don't want to be the annoying sales rep here you tell me to wait a week i'll wait a week but the more you you know that but you don't and now i play chase okay a couple more examples of expectation setting um when somebody says they're gonna make a decision say you're gonna make a decision on friday fantastic when do you want to talk on friday so i can get a yes or a no from you either way and they say friday afternoon what time friday afternoon because i want to let you know it's a hundred percent okay to tell me no all right um that's why i'll actually even ask that earlier on the sales process i'll even say hey as we go through the sales process together if it's pretty evident that we're not a good fit for whatever reason and i'm not seeing it because i got my sales lens on or something like that are you okay with telling me no awkward question right but and it kind of sounds stupid too because it's like well do john if you're not the right you know if you're not the right fit yeah absolutely but i but i get that out of the way up front because i want to let you know it's a hundred percent okay to tell me no all right um you know yes is the best answer in sales no is the second best answer in sales and so i want to let you know it's okay to tell me no um so again expectation setting uh as far as decisions timelines who else is involved in this process this is why all that stuff's important to get out of the way up front when you're qualifying right when you're qualifying people about what the decision making process is what the procurement process is because that's a lot of times from a forecasting standpoint what our expectations kick us in the ass is is you know we understood the buying process we understood all the people who were involved in the buying process but we didn't know the the procurement process so all of a sudden we come to find out that there's a whole nother process that we have to follow with procurement and legal and all that other stuff when we forecasted this for the end of the month because that's what we understood the buying process was all right um a couple other pieces and by the way feel free to ask questions on anything not just expect expectation setting but ask questions on anything that you got this is supposed to be kind of open forum for people to ask questions i always like to start off with a topic though to get things going and i know a lot of people watch these things after the fact um but if you're on this right now use this as an opportunity to to ask me whatever you want as it relates to sales okay something specific you're dealing with right now something specific you know you're dealing with this week or a meeting that you have coming up with this week don't hesitate to ask the questions all right um but going back to expectation setting you know that that you know think about your boss your managers all that stuff with your forecasts our forecasts are usually very inaccurate mainly because we miss that expectations or the client missed that expectations with us and so that's why i think it's so so so important to be about as transparent as you can get throughout the sales process and try to set that stage up early with the client for that open communication letting them know you don't want to be the annoying sales rep that you're okay with telling them you know with people telling you no all these different things all right so think through what you can do this week to set accurate expectations with a client or have or try to get them to set better expectations with you okay think about the scenarios that you're going the meetings that you're going to how you can play you know be a little bit more direct with the people you're working with and if you have a hard time by the way with um what's up bobby um when if you have a hard time with the being direct part right because i'm from boston like so i'm john barrels from boston it's pretty easy for me to be direct i actually borderline on the rude side some of the times because of how direct i am but if that's not your personality if you if you have a hard time doing that practice practice and when i say this practice everywhere you go right so i've talked about sales and how it's one of the best professions on the planet because you can literally practice sales everywhere you go you know i go to a hotel and i ask for the upgrade every single time i go buy my crap at banana republic i ask for the discount every single time again if you go to if you pay full price at macy's you should be ashamed of yourself like they have a one-day sale 365 days a year all you got to do is roll up to the counter and say hey you know what i forgot my coupons uh you might help me out nine out of ten of those people will be like yeah let me get those friends and family discount here and if they don't take your crap get it up bring it to the next register and say you know what i forgot my coupon you'll eventually get it so you can ask for discounts and stuff like that people don't think you can negotiate for stuff here in the states you can negotiate for almost anything you just kind of have the the willingness to ask and the beauty is what's the harm right especially when you're doing it for like a hotel upgrade or a discount on something like that i mean the worst case scenario is they say no so you practice in the real world but then you also practice um on your accounts and this is why i go back to i always tear out my accounts um and you know i got my tier ones tier twos and tier threes tier ones are great tier twos are average tier threes are crap um and i used to throw away my tier threes like i don't want to want to talk to you but but now i love them because that's those the ones i use to practice on now as long as you're not saying anything offensive you can kind of say whatever you want to say to your tier threes all right so you want to be direct as far as that tier three it's kind of a crappy account that's the ones you practice on all right so let's take a look at a couple of questions here and this one's from bobby it's on man it says my calls usually end with the next step for the prospect to take and i reiterate that in my summary email uh it's usually share with their boss too often the next steps is changed by them for some generic reason my go-to rebuttal has been to bring up all the positive impact gh would bring to them as we discussed in the demos and negative implications not having it but do you have any good one-liners or nuggets to hold them accountable to what they said they were going to do uh it's a tough one man because you know there's only so much you can do um i think the i think the key factor in that summary email is and in the holding them accountable is the timeline and the priorities right if timeline and priorities i that's why through my qualification process i really dig for those it's like what's the timeline because closing right like i gotta figure out what that compelling event is why they need this by this date and if that's why i ask questions like hey what if you don't make this decision what does that look like um you know what what happens if you miss that timeline to understand how critical it is because if i don't really have that i'm going to be in some trouble and priorities are going to change or whatever also on the priority side if i can't really figure out what the top line priorities are and how this aligns it's going to be hard for me to push again the biggest challenge with closing is we close on our timeline not theirs and so you know i don't know bobby i think the the i don't know if i have a one-liner but i think it's what's changed you know hey and a key here is hey can we get 10 minutes back five minutes back on the counter again quantify what you're asking for from them don't look like it's going to be this big long whatever but it's like look i totally understand priorities always change can i get about five minutes back on your counter so we can just so i can understand what's changed from a priority standpoint and what we need to do because i'm guessing here and you correct me if i'm wrong is most of this is done over email right so you send that summary email they fire you back and they say yeah sorry you know we got to push this or for whatever reason what i really want to try to do is get them back on the phone so i can have this conversation with them because then you know the one-liners will come if i've done it um you know if i can really understand what the true situation is so you know maybe the maybe i'll go back to if you're looking for really one-liner stuff i go back to layering questions you know could you explain to me how or could you clarify for me or could you um give me an example of those type of things like where as it relates to what they're trying to accomplish um and i want to i don't want to bring out you know i know i know who you guys are and i know what you do i don't like talked about customers on on this but you know from a standpoint of what you're trying to bring to the table for them hey could you explain to me you know what other options are you looking at right now one of the big things actually take a step back one of the biggest things i would recommend as you understand is what other initiatives are they working on right now and where does this one fall on the priority list right because a lot of us get all you know happy years around this initiative and they say oh yeah this is this is yeah we definitely have to do this but we don't understand the other initiatives that that company or that individual is working on and where ours falls on the priority list so again i don't know if i have any great one-liners for you man um other than why i mean that's probably the best question out there is why but it really only comes through on on calls right the easiest way to get that thing going is calls is when somebody has that conversation the hard way is just to go back and forth over email so one thing i might suggest is to when somebody sends you that email literally call like if you get that call them right away and just hey you know what i just wanted to see if i could catch you look i totally understand priorities change all that other stuff could you help me understand why because again i don't want to be the annoying sales rep here but you had said earlier that your priorities of this and your timeline is this i just want to make sure that i'm following through the right way right and again if their priorities really have changed then we gotta shift it right we we have to respect that we just got to make sure that they're looking at things that they're making their decisions with all the right information all right so again not a one-liner it's just more of a succession of things that you do throughout understand try to get to power you know that's always the challenge with this stuff man is is that we're you know we're dealing with somebody below the power line and then they have the the default of well my boss said it's like okay so how do we get there earlier um and then how do we summarize that hold them accountable and maybe just set the stage early on look you know early on before you even send that summary email uh i talk about objection handling one of the things one of the topics i'm going to do one of these um make it happen mondays is objection handling and one of my favorite ones is the preemptive strike right if you want to listen to how i learned this one you can go back and read my blog of you know the 11 lessons learned from getting drunk in vegas and accidentally buying a timeshare but anyways um you know that one where it's like you know you know the objections coming so so address it before it even happens so for an example in this scenario hey mr mrs customer thanks so much for your time i really appreciate i'm going to briefly summarize what i was able to gain from our conversation today um and i'm going to say could you email me back to let me know if it's all i care and if i miss anything sure cool hey you know what as we go through the sales process look i understand priorities change um if they do for whatever reason would you be open to just a brief phone call so i could get a better understanding of what that is because again i don't want to be a an annoying sales rep here and push where it's not appropriate but i do want to make sure that i'm like that i understand and you're working with all the information that you should be so would you be open to that call you know if and when that time comes and then you know you get them to agree that if their priorities change for a real legitimate reason they'd be open to having a conversation with you and then you hold them accountable for that when they flake on you or when they send you that email says sorry priorities have changed so try to maybe preempt it all right man so try that one out hopefully that helps hey johnson what's up man thanks for this one time blocking how do you time block your day week and most efficient i'm in the process of building a new book for business about two months into a new role selling into new industries and my sdrs are just starting to uh starting so the weight is fully on my shoulders for discovering calls and new business at least for the time being any tips on activity on building a healthy pipeline from ground zero uh yeah man uh that's always i it's all about prioritization right when it comes to comes time to time blocking the biggest thing i could tell you when it comes to time management is do things in hour chunks right doing hours with this activity and hours with that activity and hours with this activity because you can get super efficient in an hour if you try to do a bunch of stuff all throughout the day forget it right time management is probably a whole nother make it happen mondays that i'm going to focus on but goal setting prioritization and focus so you set good goals on a regular basis i try to back into what my numbers need to be so say my quote is a million dollars okay well what's my average deal size and then what are my conversion ratios between the stages so therefore how much do i have to be doing on a daily weekly monthly and annual basis and then based on that i really want to figure out who's worth my time because if i get my whole territory all right say there's i don't know i thought i don't know if you're selling us smb or mid-market or enterprise but say let's just say there's 500 accounts in my territory i don't want to just start at a and start moving all the way through right some accounts are way better uh worth way more of my time than others so one of the first exercises i do is really look at that account that ideal customer profile right you hear a lot about this with account-based marketing account-based selling what does that ideal customer profile look like and you know what industries are they in what um what technologies do they use by the way if you're not using if you sell something that ties to a specific technology right some people like if you know that they're using a certain technology that's a fantastic thing right but if you know they're using this other type of technology like oh shit so check out sifteri s-i-f-t-e-r-y it'll give you the tech stack of any company that you're going after it's fantastic resource so anyways you can take a look at so what technologies are they using um for me what type of crm do you use right if you're using salesforce that's fantastic if you're using microsoft dynamics that's pretty cool if you're using like actor goldmine or something like that that's not great or excel something that's not really great for me um you know who's the competition uh there's certain competitors you know you got a great story to tell against there's others that you don't so you really try to figure out as many different things as you can use to to help um really find out what that ideal customer profile is and then you find everybody in your territory that meets that criteria a lot of times that has to do with the case studies of your existing book or or your company so you take a look at the case studies and you find out okay who fits that profile now within your territory you got your tier ones tier twos and tier threes quality quantity practice right quality approach this is the ones where you know you sit down you do your research you think through your contact strategy everything else tier twos that's the quantity approach where you maybe come up with a a segment of your data but you know so vp is a sales sas industry that use salesforce and you come up with one message and you send that out to a group of them if you want to get a good example of this one take a look at my last blog post uh there was a great example of how somebody did this kind of targeted approach to me without doing too much like they didn't do any homework on me they they knew that i was a in sales uh in training and i did training and so they came up with very targeted message to that and it was a fantastic contact strategy i had to give the kid credit um so that's a great way to get the volume up there and then the tier threes again are practice so if you're working with your sdrs as an example after you go through that exercise first and foremost you make now as you're making your calls you don't want to waste the activity right because you're you're gonna i mean the primary goal of a cold call or whatever is to get that meeting but there always should be that secondary um get if you will which is that one extra nugget of information that will help you better profile moving forward so as an example again crm is a pro is is one for me so say i'm calling into a vp of sales or a ceo and the um the secretary picks up and the secretary says oh no sorry he or she's in a meeting can i put you through to their voicemail say sure no problem hey just out of curiosity before i go through their voicemail real quick do you guys use salesforce uh yes we do why do you ask i was just curious thanks click now i go into salesforce i check out the box that says they use salesforce and then i can run a report that says i want to see every vp of sales sas industry that uses salesforce and again come up with that targeted message that drives you know that i can send out a group of messages to or during that next phone call when i make that client i'll you know i'll reference that or something like that hey yeah i work with companies who use leverage salesforce and this is how we do it so one is you never waste a cold call so you're always gathering information as you're especially in new territories and then then once your sdrs start really you know getting into into the mix here you can start to be very targeted with them to say hey okay look i want you all to focus on these either tier one or tier twos right because that's an individual thing aes have uh you know it's tough being an sdr because usually if you got three or four aes they have three or four different opinions and three or four different want likes and dislikes as far as how they like to be engaged right some aes don't mind hey sdr call anybody i don't care call all the way to the top all the way to the bottom i don't give a shit other aes are like look i only want you know don't touch the c-suite i'm going to go after them but you go after directors and below so you can gather information so i can tell my story so i'd sit down and think through what that strategy is for you you know what do you want your sdr is doing for you do you want to call on anybody and everybody well then go you know but you know more than likely it's probably here's a targeted list of my clients let's take a thoughtful approach to each one of them i personally take five accounts once a month and i sit down at the beginning of the month and i develop my story my contact strategy to them and so i have this rolling top five where every month i'm picking five tier one accounts and coming up with six touches in 30 days that's my contact strategy six touches six unique touches in 30 days so i'm telling my story and then i take about 25 tier one accounts and i listen to them those are the ones i put on all the social listening tools like owler sales navigator those type of things and i drink my coffee every single morning and i just scan through data feeds and i look for little triggers and things i can make connections to all right so hopefully that helps but you know it really i i would start if you're coming into a brand new territory man figure out what that ideal customer profile is and then focus your efforts specifically as an ae on those tier ones and let your you know uh and let your sdrs or bdrs focus on the tier twos and tier threes maybe last point i'll make on that is also you can look within the account so if you do an enterprise you know say you only have 20 or 30 accounts well vps and c levels are the tier ones uh directors and managers are the tier twos and then end users are tier threes quality quantity practice you should never be sending template emails out to c-level executives never never never never never in my opinion if you want to go you want to see why go take a look at the uh the ce uh the the president of uh aws of um amazon web services some kids sent him a templated email a templated email this is the guy who pretty much invented the cloud um some kids sent him a templated email on their transition to the cloud and how they're doing with it and it was just it was a disaster i mean he this this dude took it and put it on blast threw it out there on twitter and was like i mean come on all right so you you know the higher you go the more relevant you have to be um i understand the volume game there but yeah but you saw that too right that was that was like uh i mean that's like a sdr's worst nightmare right it's like um you know they're just doing what they're told to do and this is why it's important not to you know to not do what you're supposed to here's one piece of advice i'm going to give everybody out there and this is something i learned early in my career well i learned a couple of times in my career one is um just stop doing what you're supposed to do stop going through the motions you know i did that with my personal relationships and i did that with my business uh my work stuff and and i had some thankfully i had other people make the decision for me like i got fired from staples because i was going and i was doing what i was supposed to do even though i knew it was wrong and after they fired me it was the best thing i could have done it was the best thing that could have happened to me same thing relationship i was in a relationship for seven years i was engaged right because that's what you're supposed to do right you're with somebody for seven years so you get engaged and then you buy a house and you get you know you do um you know you have a kid and all that shit and and thankfully she dumped me um because if she i knew it was wrong i knew seven years into this this wasn't right but i was doing what i was supposed to do same thing with a lot of you out there cranking those template emails and stuff like that like that's what you think you were supposed to do do something different stand out go you know try something different um and stop doing what you're supposed to stop going through the motions i guess that's probably the biggest thing i'll say all right let's see if we got one more brian what's up man how you doing um so all right more than ever i'm struggling to close next steps after first demo feedback is typical let us talk over internally and get back to you any tips i'm already using the summary email and ask for approval feedback so um yeah so i'll finish up with this one i think brian this is the one i i i'm gonna go to demos man i fucking hate demos uh you know demos are usually the worst and i go through a lot of them by the way because a lot of reps sit there and they they want to they don't want i'm a bad lead i'm a one-man show right but i work with a lot of decent companies that they um that they want to have like all these sales tools they want to show me so i can then sell them to my clients you know every one of them is exactly the same it's hey john thanks so much for your time today is this still a good time like why would you ask that question first of all you know if i picked up the phone for a scheduled meeting why would i actually you know what i gotta go to the bathroom right now why don't you reschedule this so they go is this still a good time okay i got about a 30 minute demo here that i'd like to go through and if you have any questions let me know okay and then and then they just press play and they go back and they're in june of 2000 we were found about this is our structure and all this other crap and and then at the end you know they pause intermittently and go does that make sense does that make sense does that make sense and and it you know anybody ever said no to that by the way it's a stupid ass question i used to ask all the time anybody ever been like no man i have no idea what you just said there and at the end what that's the parting gift they usually give us is after that canned bullshit demo they go look um you know sounds interesting uh we're going to talk about it internally and we'll get back to you okay or this word if you ever hear this word at the end of a demo by the way or a presentation you know you've done a miserable job and it's the word digest you ever hear that word you know well you know what john i'm gonna need a little time to digest what you just told me right there if you ever hear that word stop and apologize to the person you just wasted their time because it is our job to help them digest the information so a lot of times the reason first of all a couple of reasons that where we end up to where we are let me digest that one is because we didn't tailor the demo i'm not saying you don't brian but i'm just throwing some stuff out there is that you know what you want i think most people let's put it this way most people use about 10 to 20 percent of any product or service they buy again think about excel right most people like excel is a ridiculously powerful tool most people sum up you know add two numbers and some it does it's salesforce my number one client their biggest challenge is that 90 of their clients use 10 of their product all right and i think that's the exact same holds true for um for selling most people buy about 10 of what we actually do 10 to 20 so what i'm trying to do is i'm trying to find out what that 10 to 20 is and then i'm just going to focus on that and nothing else during my presentation so i'm going to guide the conversation of a demo i'm going to probably send them a shared agenda up front where i'm going to say hey i'm looking forward to our call tomorrow to our demo tomorrow here's a few things i want to make sure that we cover what else do you want to make sure that we add i'll leave it open for you about what you want to add to that and part of that agenda is start with understanding what their current priorities are what their initiatives are those type of things and then you know specific initiatives they have around addressing whatever thing i'm talking about and then you know customize presentation based on those needs so that's really where i'm trying to say okay let's start the conversation off hey thank you so much for your time instead of saying is this still a good time you say do we still have 30 minutes here do you do you have a hard stop at two o'clock because i do want to know that great i'm sure you probably didn't see the agenda that i sent out the other day but i want to make sure that we get the most out of our time together here here's a few things i want to cover like one of the first things i want to do the first 10 minutes of this presentation is really just dig into some of the specifics of what your priorities are what you're trying to get out of this and so i can take these 30 slides that i have here and really cut them down on the 10 that are most relevant to you okay and then cool you go through that and then as you go through your presentation you pause and instead of saying stuff like does that make sense you say stuff like hey you know what you had said earlier this is a part of the presentation um that really highlighted one of your priorities earlier let me ask you could you explain to me how that compares to what you're doing now or could you give me an example of how that how you could see this fitting into your existing workflow because the way you explain to me or give me an example of those layering questions i was telling you about um that tells me everything i need to know on whether or not this made sense to you and at the end thank you know what are the questions you have some next steps action items here um and i understand you're probably gonna have to bring and then maybe preemptive strike here right i understand you're probably gonna have to bring this internally and take up talk about next steps you know what's the best way to communicate with you moving forward here say i don't hear back from you you know are you okay with telling me no so you kind of introduce a lot of these little things i've been talking about from an expectation setting and then you just kind of do what you can do you you know i think one of the key factors of anything that we're doing right now is um is trying to get that defined next step get them locked in so they it's like so it's on the calendar right even if it has to be a couple of weeks later put it on the calendar all right um so i think uh i think that should be it i think one more thing on brian right or send us the deck or send us pricing yeah the send us pricing i mean i think that's a lot those are those are indicative brian of of you know non-powerline people uh you know or below the powerline people people who are just like yeah you know why don't you send me the deck so i can present this internally or why don't i why don't you just send me to pricing type of thing so i think it's great um just get something returned for it define next step uh decision making process uh something uh you know we can go through the what we'll do on one of these make it happen mondays and i think brian you're pretty familiar with the scorecard i just think through what are all the other things that you can get and ask for that seem to make sense when you give that stuff away because there's only so much you can do right um but i think if you put those pieces together kind of set the expectations up front clarify the priorities focus on them through the demo um clarify expectation setting moving forward with communication skills you know and and let them know it's okay if you're telling no and preemptive strike a couple of things you might be all right you know at least something there is something in there might uh get one or two of those to move in the right direction for you all right all right everybody well we're up on the half hour here so hopefully this was valuable to you again um every friday you know help me out help me promote this stuff out if you if you got any value out of this conversation at all do me a favor tell your friends you know i'm telling all my clients this is kind of office hours stuff uh so every monday uh 12 30 next week i'll be doing this from texas uh so i'll be doing the hotel room um and this week if you get a chance to check out rainmaker down in atlanta and highly recommend going to it it's gonna be a fun time i'm gonna be down there actually it's gonna be a bar crawl on thursday night that we're hosting i'm gonna be uh renting out a bar and everybody come over there and just do you know meet and greet stuff so uh come down and check us out in atlanta and um make it a great week all right make it happen cheers you Thank you.