the full report
Hey, Dan thanks so much for being on the ground connect show.
Dan Levitt (00:05):
Hey Greg. Yeah, I appreciate you inviting me. I’m thrilled.
Greg Olson (00:09):
Yeah. great. Well, let’s get started here. My name’s Greg Olson, I’m the founder of GROWL agency. We’re based out in Grand Junction, Colorado. For those that don’t know where that is about. Oh follow ice, 70 West, about four hours in a car, eight hours at a train. And you’ll get to Grand Junction about 25 miles from the Utah border here. And we’ve been doing this connect show for all throughout the year and we’ve had great response and we’re really thankful to have great guests like Dan, come on. So I’m going to let you kind of, it’s your show. We’re going to kind of have a conversation. If anybody wants to ask any questions. Go ahead. We can certainly take those through of course Facebook live. We can take it on chat but before we get started today, Dan, we’re going to be talking about, Oh, the dynamics and the buyer seller relationship. So we’re going to have a sales discussion, but before we get started, who the heck is Dan? So if you can just get a quick introduction and we’ll go from there.
Dann Levitt (01:10):
Well, sounds good. I I’ve been in sales and sales management for over almost 30 years. And in that time, Greg, I saw a lot of people struggle with the sales process. I sold enterprise software to broadcasting cable organizations really throughout North America for the majority of my career in early in the nineties, I was trained on Sandler. I was a fortunate salesperson that I actually received sales training and I love the Sandler concepts. It’s very natural to me. It’s not slick in any way. It’s really about discovering what’s going on in your prospect’s world in to figure out if there’s even a fit. So I love that those aspects of the process, it’s very opposite of what traditional sales teaches us. So, you know, I have a passion to help people really take their sales game to the next level, enjoy sales a lot more and really have much more success so they can enjoy their personal your achieve their personal goals and aspirations.
Greg Olson (02:16):
Well, you know, I appreciate that. And you bring, you know, of course we’ll be talking a lot about Sandler and I’m a huge fan. As you know, I don’t know the exact date about 15, maybe hate to date myself for many years. I had an opportunity to be involved in Sandler and still am to this day and a wonderful organization. And you know, achievement dynamics who your with, and you can talk a little bit about that. We’ll get people how to get ahold of you in that part interest. But you know, it’s been it’s been a game changer for me over the years. I don’t have a type of organization that you know, we have in-house sales training. I worked for an organization when I was younger that had a little bit of that, but it was different times. It was like a book the month club. It was reading this closing hard, right. Or you know, go for the sale or, you know, so things that I don’t know, my success rate probably wasn’t awesome. Maybe I got lucky. I don’t know. But I thought you know, it’s really been a game changer about listening. I mean, it’s really improved my life, listening, trying to understand those different dynamics. So why don’t we dive into it with some questions? And I know if anybody has any, we’ll take them off, take them on. So we brought up sales training, we brought up Sandler, you mind giving us some high level concepts and brought in a little bit of that. I know you have all these years of training. Can you, can you dive into a little bit, why stammered versus something else or give our listeners a little bit about it?
Dan Levitt (03:46):
Yeah. Be happy to, and like you, I used to read books on sales early in my career, and it is so hard to take those concepts because one of the biggest things about sales training and different concepts is it takes us out of our comfort zone and we have practice really practice those skills and really learn them in, into where they become really as a skill and maybe even a habit it’s so different than what we just show up and wing it kind of thing. So sealer Sandler is a methodology that’s been around for 45 years and really has evolved into today’s world of sales. It’s been modified over time, like 25 years ago, you could make a sales cold call. It’s hard to do that today. You got to be different. So, 45 years of methodology, it’s about, as I mentioned earlier, it’s about discovering. So, if I come to visit you, Greg as a prospect. I’m going to discover; I’m going to show up to discover what’s going on in your world. Is there a compelling need for what I have? And can I help you? And if not, it’s okay to tell each other, Hey, this isn’t a really good fit. That’s fine. It’s, it’s different than, you know, traditional salespeople show up and say, man, I really hope I can convince Greg to buy from me today. Convince and persuade are really difficult in sales. It’s difficult for the sales person and it’s really uncomfortable to the prospect. So Sandler’s about having a really honest conversation with them,
Greg Olson (05:19):
But people still do it to this day. I mean, how many times I have people come and talk to me or want to sell you something, which I would hate to be the person trying to sell you anything, to be honest.
Dan Levitt (05:20): Oh, I love salespeople.
Greg Olson (5:21): I know you do, but it’s like, I would all of a sudden, I mean, it just, you turn it off. You are so easy, but you end up turning it around in a great way. Like asking them questions. I’m sure. So I just, what I mean, I think it is a different approach. I never feel like I’m selling. So maybe that’s what the beauty of this is over the years. You’re more like you’re a consultant. Yeah. Is it a fit for me as a sales person, as much as a fit for them? That’s what taught me over the years. It’s like, Hey, I have, as a salesperson, you should determine it too early on versus you know, so I don’t want to go, I don’t want to give away any of your talk, but I get excited because me and you as, as a, you know, as you’ve, you’ve been a good mentor to me and the time that I’ve known you, and like, I can ask you a couple of questions and you can like turn it around and like, great. I’m going to try that. So yeah, keep going. Good job.
Dan Levitt (06:25):
So I make it all about the prospect people buy for their reasons. Not because the sales person, you know, is persuading convincing and as a sales person, you have to find a compelling need. If people don’t have a compelling need for what you do. And that’s what we have to discover. They’re not going to buy, they’re going to tell you things like, Hey, I love your presentation. Why don’t you call me next Wednesday? And then we find ourselves chasing and they hide, okay. Because we didn’t find a compelling need for what you could do together. And so I might talk a little bit more about that later on in our conversation.
Greg Olson (07:04):
So, you know, one of the things is, let’s jump to another question that we have. How do we, what measures an individual salesperson? Or how do I say what, what measures can an individual salesperson use to evaluate their ability to reach higher level success? I’m always looking at that. I’m truly used to be like, you know, even as an owner of the company, I’m really the salesperson. Right. And we’re trying to organize it, but I don’t. It’s like, what, how can we evaluate that? How do I know Dan, if I’m other than I can I, sometimes I just like, is it more it’s obviously I look at my bank account and be like, do I have money coming in? But there’s a better level. I’d like as a sales person. So one of the things, a lot of people we work with and people listening, they might be individual like owner operators or entrepreneurs. They own their company. They’re salespeople also. So again, if you’re talking to me, Dan, like, Hey, I don’t have this big sales team. Right. But how do I evaluate myself say, so that’s always a struggle I have.
Dan Levitt (08:02):
Yeah. I love that question. I, you know, it, there’s a, there’s a fundamental process in Sandler. It’s called the success triangle. And you know, it’s a triangle, a top part of the triangle is my attitudes and beliefs. What are my attitudes and beliefs towards whatever it is I’m doing, asking for referrals, cold calls presentations, whatever. And a lot of those attitudes and beliefs we have are negative towards sales and they’re formed in our childhood. You know, everything that we’re told not to do in, in in our child’s, don’t talk to strangers, don’t interrupt, don’t rock the boat. If somebody asks you a question, you answer it right away, all those things, we have to do the opposite and sales. And so our attitudes and beliefs are really critical. Then it’s the behaviors that the left-hand bottom corner of the triangle, what our behaviors that are activities to identify new sales opportunities the activities that I like to say we do day to day, hour by hour that if we do those things, we’re going to be successful on a 12 month basis. Okay. We have to be disciplined in sale sales. So it’s our, we call it cookbook. It’s the activities that drive our day-to-day performance. And then on the right-hand corner of the bottom is technique is having a sales system that you can follow and ask questions and discover. And that technique, that process is repeatable. You know, most salespeople don’t have a system that’s organized when they’re in front of a prospect, it’s the wing it method. And sometimes that works and other times it doesn’t.
Greg Olson (09:45):
Oh, sometimes just get up and hustle, which is without a plan. So your head down, and I think I ended up wasting more time, but you have helped me kind of put together that cookbook strategy, right. And go back to these things and look at them every day versus head down. And I feel like the head down approach, although I can make it, the next thing you know, I’m spending, I don’t know, 25% more time trying to get to the same dollars to sure.
Dan Levitt (10:13):
It’s your roadmap. It’s like, if I was going to drive to San Francisco, I know I got to go through Grand Junction. Right. But if I didn’t have a map, am I going to get there effectively? Is it going to be efficient or is it going to take me 10 days? You know, a map it’s the same with sales for 12 months, your goals, your day-to-day activities are driven by your goals and with a good cookbook, you’re going to achieve your goals for the year.
Greg Olson (10:39):
No, I like that. Hey, let’s jump into communication skills. Talk a lot about that. I don’t, I feel like as a sales, most sales person feel like they communicate great, right? We’re go getters or extroverts. I can walk up into the room and shake a hand and move around now, even different on a virtual world, but salespeople generally, they’re good at talking, aren’t they?
Dan Levitt (11:07):
We’re really good with people, Greg we’ll have you sell well. And I thought I was great at sales selling, and I thought I was good at building rapport. And even as good as I was, I, there was a huge void that I could get a lot better. And so I think communication strategies are really powerful in the sales process and in Sandler drives a lot of that. One of the things I like to talk about is communication pie, you know, 7% of, if you and I meet for the first time, 7% of our evaluations of each other are the words we use. 55% are our body language. And 38% is the tone we use. So I use a lot of tone when I’m talking to prospects. Why? Because I want them to comfortable communicating with me answering the questions. So really what we can do. The high-level goal of a sales conversation is to find the truth, the prospect be truthful with you. And when you build that comfort in through tone and good questioning it’s a really powerful, fun world to be in instead of guessing and assuming.
Greg Olson (12:18):
So do you have any advice for salespeople who might, and I find myself doing this talking a little too much. Yeah. I mean, or answering a question, how do we say this, Dan unspoken objections or answering or telling too much. I am so smart. You taught me this. I’m so smart. I just keep talking right. And tell you everything. I know Dan, because I know a lot,
Dan Levitt (12:42):
Right? Well, we say, never answer an unasked question and it’s always about the prospect. So, if they have A and B problems, that’s all we address, not G H and K cause we’re great at those things. It just, it just it overwhelms the prospect, and they go in a different direction. So never answer an NS question. And the other thing that I like to tell my clients, and this is critical when I took Sandler in the nineties, my trainer said, if you’re telling you’re not selling, okay. And the point of that is a sales person, a good sales person should talk 30% or less. Okay. And Greg, how do you do that? I mean, most of those people talk 70 or 80 or 90% to talk 30% or less, you have to do something, you know to make that happen. And, you know, any thoughts on your end, what that would be?
Greg Olson (13:36):
Well, you know, I think it is asked more questions and I think style is a wonderful thing, right? I mean, it’s the former it’s okay for you and I to sit in silence for, I mean, 10 seconds seems like a lot. If I wasn’t talking to you and I asked you a question like, Hey Dan, when was the last time you measured your marketing? Yeah, I was not there.
Dan Levitt (13:57):
That, that’s a great question. You know, I’m, I’m glad you brought that up. Let me, you know, it’s probably been a while. You know, it’s not that have to answer right away, like we did in third grade. Right. We can think about it. And that’s what a seasoned sales person does is, is that silence doesn’t drive them crazy. You know, a new sales person has second feels like 15 or 20.
Greg Olson (14:24):
Like a question would be like about this is instead of talking all the time, it’s about questioning. Right? And so maybe you have some tips on that. Like we can walk through, like, is there a better way to ask questions and when to ask the right questions? And I know kind of like, you’ve helped me with this, but you know different, a couple maybe tips on techniques. I mean, it’s going to be hard. I mean, these are things you have to practice and role play, but you know of the things I think questions are wonderful.
Dave Levitt (14:53):
Right? So when I talk about questioning, it’s a prospect. When they ask me something like, Hey Dan, when can you deliver that? You know, I’m going to say, Hey, I appreciate you asking me that I soften their question. And then I reverse it. I say, Greg, you know, curious, what’s your timeframe. When would you want to see it delivered? Okay. Because if I just shoot from the hip, Hey, when can you get that to me? I might create a huge problem internally for my company. That’s not necessary. Or I might, you know, I might be way too far off, you know?
Greg Olson (15:33):
Right. Sorry. I could tell you, like, as a sales person, I could be like, well, it takes us six to eight weeks. And then you might say, hmm, I need it in three or four.
Dan Levitt (15:43):
Right? Right. Or they might say eight or 12, which is fine. So, I’m always asking them questions back so I can identify what’s really happening in their world. And here’s something that I want to take your listeners away is every time you throw the ball back to the prospect, you have a huge opportunity to learn about them every time you reverse and ask them a question back, Hey, sounds like the delivery timeframe is important. Can you tell me more about that? Okay. So, we say soften the reverse is asking them a question back and I’m going to tell them, you know, appreciate you bringing that up. It sounds like it’s important. Can you tell me a little more? Okay. Or, you know, the one that everybody uses Greg, that’s a really good question, but you can’t keep saying that. Right. So you have to have other words, Greg. I appreciate you bringing that up. I’d probably do the same thing if I was, you sounds like it’s important. Can you tell me a little bit more? Okay. So, so that’s the world we work in and we work with our clients.
Greg Olson (16:50):
Yeah. It’s like peeling back the onion more and more without just answering the first time someone asks you a question, you know, I get the budget question a lot. I don’t want, we could spend two hours talking about budget. I know I’ve asked you these questions to tan, but it’s like sometimes just going back with a question like that, or, you know, that’s a great question about price, how expensive are we? Many times you will come in and go, you know, you’ve taught me to like, Hey, sounds like price is important to you. Can you tell me about that? Or what do you, you know, versus just coming out and me telling you how much it is or whatever. So, hey, why don’t we jump in? I think I’d like to get into this buyer seller dance. We’ve talked about kind of that dynamics between you know, there’s typical sales call with a traditional sales person and prospect and why there’s a better way kind of thing. So maybe we can talk about this buyer, seller dance a little bit. And you know, what does that mean to you and what should it mean to our listeners?
Dan Levitt (17:48):
Okay. The typical, the dynamics of a traditional sales person with a prospect typically sounds like this, and I’m going to go through it pretty quickly. Our persons taught to you got a bond and rapport with your prospect. When I bond and rapport in a traditional world, my prospect says, oh, salespersons in my office, game on, protect yourself. Right. But the traditional salesperson then goes to the next step and that’s to identify a need. Okay, Hey Bob, you know, how’s your sales, how are your revenues going? You know, anything happened in there that I might be able to help you with? Okay. The prospect, when they hear those kinds of fact-finding questions, they mislead. Sometimes they even lie, Hey, our revenues are going great. We really, you know, we’re having a little bit of trouble with buying new opportunities, but really our revenue’s great. So, they mislead. And we all do it as prospects it’s to protect ourselves. But then the sales person takes whatever that statement is. And they run with it and start throwing features and benefits all over the place. You know, new opportunities. We could make a dramatic difference around here. We do this, this, and this we’re the world’s leader on and on and on. And we call that unpaid consulting. We tell them all the things we can do to help them. And they say things back to us like, Hey, I really like those ideas. That’s interesting. You guys do all of that. And, and you know, I really, it’s interesting you tell me that. And so then the traditional sales persons tries to close. We’re told to always be closing, right? We change those ABC letters a little differently in Sandler, but we’re also, we try and close. Hey, does it make sense? Would we want to get started here? And the prospect takes that in delays. Hey, you know, really? I like everything you told me, but I’m not sure. Let me run it by the CFO, by the way, love what you’re telling me. Can you call me next Wednesday? I don’t know if you’ve ever heard that Greg or any of your listeners have, but it’s the dreaded. I love your presentation. Call me next week. And we run out of there before they change their mind. Okay. And next Wednesday comes and we chase and they hide. Okay. And then it goes on for three or four weeks, you know, and you start playing games with yourself. What did I do wrong? Why aren’t they responding to my emails? They won’t recall me back. You know? And, and so that, that 30 to 40% of what a salesperson does is that chase while they hide world. Okay. And that’s typically what the dynamics are in, in traditional selling. And we want to protect ourselves from all of that.
Greg Olson (20:31):
Yeah. You know, I think about the I’ll get back to you. This is great. This is great information Dan, it was the best information I’ve ever heard. You did a great job. I can’t all my, you know, am I really to get back to my team? I’ll get back to you. And then what the normal process we hang out. I go tell my boss. I go tell, I go, Oh my God, I had a great presentation. They said, I did such a great job. Yeah.
Dan Levitt (20:54):
I got a new client. I just got to call him next Wednesday. And we chase and they hide
Greg Olson (21:05):
Think it over is the other one. You’ve we hear a lot like, Oh man, I got to think it over. And then you have these techniques that really help get over these little roadblock dams. And I think that’s what I agree. Go ahead.
Dan Levitt (21:18):
Yeah. So think it overs typically. I know, I know that. I used to think, think it overs, I’m planting seeds for the future, but typically think it overs never really come to fruition. And so w what I like to do, if somebody says, Dan, I really like what you’re telling me. I just need some time to think it over. You know, I’m going to really kind of push that. Hey, you know, Greg, if it’s really not a good fit, you know, and you’re just trying to be nice. And it’s really a note it’s okay to tell me no, we’ll still be friends. Yeah. And that person’s either going to say, yeah, you’re right. Then it’s a no. Or they’re going to jump out of their chair and say, wait, no, no, no. I just got to run it by our CFO. Right. So what we’re always trying to do in Sandler is get the truth. Okay. Salespeople spend way too much time. Assuming thinking, hoping that certain things are going to happen or should happen. And it’s okay to just ask. It’s just, how do you ask, right.
Greg Olson (22:17):
Well, so we’ll go through, I’d like to jump into the Sandler steps and what can change that because I am kind of jumping ahead with some of those steps, but that was how I learned a long time ago on sound. There was living in I hope, I hope land as a salesperson, right? Is that, man, I hope I get this, or I hope they call me back, or I hope this happens. And I was really, I was in the, I was in just what it, wasn’t a cookbook strategy. It wasn’t a process. Why don’t we do this? Let’s go through the Sandler steps because we’ve really talked about a lot of different things in the last point. And then, you know, we’ll get into like maybe a couple of closing tips. How do we hold a Dan? What’s what, where should they look for information? We’ll put it out there also, but really we want you to walk through some Sandler steps. Maybe there’s an icon. I won’t, I won’t take away your thunder. I know what we call these things, but it is amazing. So why, why, why change? Why get out of this normal buyer-seller dancing? What can they do?
Dan Levitt (23:19):
Right. So we’re all about the truth. And so we sealer has seven steps. If you will, in a techniques for sales process. And the first one is we bond and rapport as well, but we don’t talk about what’s in their office or you know, where they went to school or any of that. We, we talk about things like we, we, I contact mirroring, you know, we, we use some other types of things, allow us to build that trust and comfort. Disc profiling is really powerful. People listening can, can Google disc D I S C and then, but our first step is our upfront contract. And it’s our agreement with the prospect. It’s going to, it’s the what’s going to happen today. I’m going to ask you a lot of questions. You’re going to have questions for me. We’ll figure out if there’s even a fit. And if there isn’t, it’s okay to tell each other, no, fair enough. And then if there is a fit, we want to go to that next meeting, we’ll pull out our calendars. So that’s an upfront contract. And then as everybody in sales knows, we’ve got to identify pain, but most of those people don’t know what that means. Okay. they use pain indicators, typically a pain indicator in my business might be, or in your business, I might say to you, Greg, I need your help. We’re not getting enough leads. Okay. And traditional salespeople take that and run with it and just start telling the prospect, all the things they can do that doesn’t really mean much to you. I’m not getting enough leads. It can, for example, you know, are you getting a few or are you getting, you know, how many do you need? How long has this been a problem? You know, have you done anything to fix it? You know, curious Dan, what if you don’t fix it and you don’t get enough leads for the next 12 months? What could that potentially cost the business? Okay. And if that happened, how would you feel about it? So that we get to that emotional level of pain to find out, can I help them or not? Same thing a doctor would do by the way. Okay. And then we go into budget, you know, and I do budget. People are amazed, but I can ask somebody a budget question in the first conversation. Hey, you know, you mentioned you’re not getting enough leads. It’s could cost you a few hundred thousand dollars. I get it. You know, curious if you wanted my help, what do you think an investment would look like that you’d be comfortable if you know, assuming you want it. Okay. So that’s budget. And then, and then we’re going to go into a decision process, you know, who’s, I like to say, you know, the, the world is, Hey Greg, are you the decision maker? I could never do that. So I have to say things like, Hey, Greg curious, does the decision all fall on your shoulders? Or is there anybody else helping you, you know, cause I want to present to the decision team. Yeah. And then, and then we go into what we call the six step and Sandler’s called fulfillment. And it’s like a doctor fulfilling, you know a requirement. And it’s really our presentation. And it’s only, we talk about only what’s important to our prospect, A, B and C. That’s what we present to. And then, and then we get a feel for, you know, during our presentation, Hey, are we hitting the nail on the head? Or maybe this isn’t even close scale of one to 10, you know, we get a measurement from their world. How are we doing here? You know, does this make sense? Are we on track? If we’re not how to re how do we regain that traction and get to the nine or 10 where we want to go? Yeah. So that’s fulfillment. Okay. Fulfillment is about in an hour meeting. It might be the last 10 minutes. Okay. Now in that traditional model I talked about, I was throwing features and benefits all over the place in the first five or 10 minutes of the meeting.
Greg Olson (27:16):
Yeah. We talk about how great we are and let me tell you who we worked with.
Dan Levitt (27:20):
Yeah. And how everything, and all the things we can do for you. It’s not about that. So, you know, our presentation is the last 10 minutes. And if you’ve qualified that prospect through, there’s a compelling pain, they have a budget that fits your world if they wanted your help. And you know what the decision process and timeframes are, you’re driving the process to present. Okay. And then there’s all kinds of things we do in between each of those, but just in a quick, over overview, you know, that’s the Sandler model. Okay.
Greg Olson (27:55):
It is a powerful model. And I would ask anybody that listens to this now, or in the future to, and we’re going to give something that people can get ahold of Dan or download some information, we’ll have that on our site. And I know Dan is always great to talk to people about struggles they might be having in sales. This is the perfect time to be planning all the time. I don’t think about, I think I, you know, if you’re struggling or you want to be different, I think it always lines in your like sales process. We work with that all the time. We’re trying to figure out, like, what does that sales process? Where’s the holes? Right. And that helps us always guide to where, you know, where we’re going to, where the stronger leads are going to come from, how people are closing. And I’m really great grateful that you know, Dan you’re here and Sandler and things like that. So, before I ask, like what, how should we get ahold of you we’ll have that information. But if people are listening, you have a, you know, a couple of tips that you want people to consider. Maybe they’re planning for next year. Maybe they’re struggling. Maybe they’re things like that. I mean, one is, I think like, you know, how well, that’s why I want to ask how to get ahold of you, but what do you, what should we tell people that are like, you know, I’m struggling in sales.
Dan Levitt (29:11):
Yeah. So, I mean, there’s a lot of people in sales that could get to a higher level if they only had the tools. Right. And, and so and we’ll get to this, but I’m more than happy to answer emails or have conversations with people to share ideas. I don’t, I mean, I saw a lot of people along the way in my career, just struggling because nobody ever really helped them understand the dynamics and gave them a process to follow up questioning. So I’m always happy to communicate with people. I’ll give you a couple of fundamental things. One is that it’s not about as a sales professional, it’s not about how much information we show up and give to the prospect. It’s about how much information we collect about them. Okay. So, we’re not guessing, assuming, hoping we know, and we have to ask a lot of questions to do that, but that’s a fundamental belief. It’s about information we gain on the prospect and be sure to understand the prospect’s issues, the budget that they have to fix those issues. And what’s the decision process prior to presenting any type of solution to them. Because once you present your solution, you can’t go back and ask how decisions are made, or when you mentioned that you’re not getting enough leads. You know, I didn’t realize maybe it’s not that significant. And if that’s the case, it’s okay to tell me that, that’s why we want to do it prior to our presentations. And that’s important to me, you know, a few other little, tiny takeaways, the salespeople have rights, and we have equal stature. You know, we should, one of the David Sandler rules is act like you have 20 million in your pocket and you don’t need the business. Okay. Don’t be desperate. Okay. Ask questions throughout useful tone. Tone’s important and listen to what your prospect is saying and reverse them. If you don’t know what, I’ll give you an example, you know, I might hear Dan, you know, love to work with you, but we have a shoe string budget. Okay. Everybody thinks shoestring means we’ve got no money, but they didn’t say that. You know, so I’m going to say, Hey, fair enough. You know, when you mentioned shoestring budget, curious, what do you mean by that? You know, that’s just an example of listening and not assuming, you know, what things are reverse it.
Greg Olson (31:43):
Those are really good closing tips. So hey, what, we’re going to have this information, but if people are jotting it down now, as they listen who, how should they get ahold of you?
Dan Levitt (31:54):
Well, my email is firstname.lastname@example.org. And my cell is (303) 829-2107. You can text me, you can call me. I like to help people and you know if anybody wants to have a conversation with me, I’m happy
Greg Olson (32:14):
And I can vouch for Dan. He’s an easy guy to talk to. Again, I’ve never felt like you were ever selling me anything. You’re always there to help. You’ve led me to some resources, free resources online to listen to, to learn more. And so I can’t say enough about it. So again, I want to really say thank you for taking time today. We’re going to have you on, maybe we’ll do a goal setting session coming. You guys spent a good job with that. I am looking to update or update my own sales board for next year that I look at my mood board which I learned many years ago, you know, so some things are still on there, but you know, other things have come true. So, it’s pretty interesting when I look at it every day, you know what I mean? And so maybe we do something like that to talk a little about the importance of goal setting. And so with that, I’m going to say goodbye to everybody. I’m going to say goodbye to our friends on Facebook. And we’re going to say goodbye to everybody that joined us today. I thank you for all taking time, go to growlagency.com/connex. We have lots of other webinars on there. We’ll have this recording up there in the next week. But lots of great information on with other speakers that we’ve had on. Thanks again, everybody. Thank you.