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Derek: [00:00:00] All right, Scott. Thanks so much for joining me on the program, man.
Scott: [00:00:06] Yeah. Thanks for having me Derek.
Derek: [00:00:07] Could you, could you tell, tell us a little bit about, how you initially got promoted to leader and then what your path was since then?
Scott: [00:00:16] Yeah, it’s, it’s a, it’s a funny story. I, I had been a rep for.
About two and a half, maybe three months. All right. And I was, I was the number one rep in the company and I had like broke a record and I was not a fan of sales leadership at the organization. I didn’t think that they were very helpful at all. There was no like training and there was no development and whatnot.
And so I very boldly and arrogantly. Ask for a meeting with the CEO. And so I traipse into his office. It was like, Hey, how do I become a teacher sales manager here? Because I’m pretty sure I could do way better than this guy. Who’s the current sales manager, right. Just like I was totally naive as the first job I’d ever had, by the way.
Right. And this is like 16 years ago. Not as much access to, you know, mentors or like community telling you how to behave. Right. So after he kind of like, you know, metaphorically slap me around for not having a tactful approach, he gave me this list and the list was like super helpful. And I’m like, got it, I’ll see it in, you know, a month or two after I do all these things.
And so I do all those things and sure enough, You know, there’s like a sales manager promotion coming up and they don’t promote me. They promote somebody else. This person had been there longer, but you know, it was like disorganized, not really a leader, classic mistake of like promoting somebody who’d been there a lot longer, rather than somebody who is better suited for the role.
And, I was pissed and it was right around the holidays and I ended up taking two weeks off work. And like took a job interview somewhere else. And I was trying to decide, you know, am I going to stay here? Or like, do I need to leave in order to, to move up? And, you know, I’d only been a rep for like five months at this point.
And, I decided to dig my heels in and logic was like this. Person’s going to fail and fail quickly and I can make it impossible for them to not promote me after she fails. Why I like doing even better, like not only am I going to break my own records, I’m going to grab a couple people around me, teach them.
What’s been working for me and then use that as evidence that I know how to lead people and create good sellers. And so sure enough, that’s what happened. I did really well. This person washed out of the role. They ended up promoted me and off I went so. I actually have only been an AA for seven months ever in my, career out of, out of 16 plus years now.
Okay.
Derek: [00:03:03] Yeah. That’s a really fun story. what do you remember? What was on the list you got from the CEO?
Scott: [00:03:11] Yeah, it was like, Work on your, your humility, you know, lead, not just in terms of activity, but also in terms of attitude, as well as revenue, you know, basically kind of start doing the role before you have it.
So like teach a couple other people. Well, they’re, working on interdepartmental relations, like. In my first few months as a sales rep, I was just like focused on closing deals. And it was sort of like, well, I make the mess and you’re, it’s your job to clean it up. Like, that was the like crazy thought process that I had back back then.
Right. So, you know, just a lot of like business maturity needed. It happened in a very short period of time. so things like that that were on the list, you know? Okay.
Derek: [00:04:03] Those are all, I feel like those are all still relevant.
Scott: [00:04:06] Yeah. They’re totally relevant.
Derek: [00:04:08] what made you want to become a manager?
Scott: [00:04:12] You know, I, I realized really quickly upon getting into sales that I fucking hated cold calling my only solution to it was to get so good at it that I never had to do it again. No, that was, that was my logic, right? It’s like, this is me making, you know, 120, 150 calls a day without the CRM, without dialer, without any of this stuff, only, this is horrible.
So I don’t want to do this. I’d much rather teach other people how to do it. And, I’d been in like leadership roles, my whole life and in sports and things like that. And, you know, I also didn’t want to be a frontline kind of worker bee for the rest of my life. You know, I fancied myself moving up and, you know, becoming a management, getting into executive leadership, maybe running my own business one day.
and I wanted to do that like now, right. In a very kind of impatient way. And, I’m not saying that that mindset is the right one, nor is it a good one for everybody, but for me it served me really well. Like I have had a, an increased in heightened sense of urgency compared to other people, you know, my age or my career for a very long time.
And I bet on myself a lot of times, along the way by leaving sort of stable opportunities. To put more pressure on myself to build something from scratch. And then I get that up and I have this other opportunity over here. I got to move across the country. I don’t know anybody. I can do that. Right. And, you know, getting lucky and, and, and being able to make that work for me.
Well, it’s kind of where it was born from. Okay.
Derek: [00:06:00] That’s cool. what would you say are some of the early mistakes that you made as a first time manager?
Scott: [00:06:08] You know, I had no idea how to lead early on other than the same way I lead on the soccer field, which is just like, you know, a lot of rah, rah, and like let’s work harder and, you know, Put tons of pressure on people and things like that.
Like I would be, I would be vilified for leading teams now, the way that I did then, you know, I didn’t know any better. The one thing that I did know way back then was it still was all about relationships. It was always about having a good dialogue and understanding like, Each person on my team and how they’re wired and how they’re different and things like.
that’s so that’s, that’s some of the mistakes still being very siloed and like, thinking about how do I get more sales only. So I, you know, I would be lobbying for comp plans or, you know, didn’t pay retention bonuses and things like that. Right. I would, you know, Try to get shorter term contracts.
Cause that brought in deals to the company. And I was just like, Oh, all customer services job is to retain those. Right. And over time I realized, well, that’s very near sighted. Scott, you bring in better customers. You keep them longer to the health, the businesses healthier. You’ll ultimately end up making more money.
It’s just dumb early mistakes. You know, like that, that, I had to learn on my own, frankly. You know, over time and just course corrected from one opportunity. Okay. I’m not going to make the mistakes that I made in the last gig. This time we’re going to be better that I make some new mistakes and be like, I’m not gonna make any of those mistakes either.
Now I go to the next day and just kind of kept improving. I think, each time I moved on,
Derek: [00:08:05] right. Just as long as you’re making new mistakes.
Scott: [00:08:08] That’s right. That’s right.
Derek: [00:08:11] what’s something. All right. So, so if you were to get promoted, right. Okay. What are some things, you know, thinking about our audience, right?
They’re all either recently promoted looking to get promoted soon. What are some things you’d recommend to those folks to get a team tomorrow, top couple of things they should be thinking about or doing,
Scott: [00:08:36] You know, one of the first things I would do now would be, get, get mentors and coaches and get a, get a sense of a peer community.
You know, there was none of that stuff when I started. And so I have really never had much of a mentor or a coach in my life. So I went through a lot of. I’d made a lot of dumb decisions, I think, you know, because of that. So if I was just now getting promoted into a sales manager role, I would be all over LinkedIn, like networking with every sales leader.
I could find trying to build relationships where I could like text you, you know, in the middle of the afternoon. Cause I had a question or a thought about something, right. Or, you know, getting on shows like this. So I could interact with people joining. Oh, community’s like rev genius, Thursday night, sales revenue, collective sales, hacker, all of these things.
Right. And building out that network of peers and even people who are way more senior, who’ve been doing sales leadership a lot longer. That’s like the first thing I think that I would be focused on. I really encourage people to do that. It’s never been easier. To access sort of this hive mind than right now.
Right.
And there’s so much wisdom out there so easily assessable.
Derek: [00:10:03] Yeah. So how did you do it, given that you didn’t have any of those tools?
Scott: [00:10:09] I didn’t. I just, I just lived the role and trial and error. You know, something worked, something didn’t work.
It wasn’t, it probably wasn’t until five, six years ago, maybe where I wised up and realized the power of places like LinkedIn and started actively, you know, growing my network and building some of these relationships. I got lucky in some areas, you know, just with people that I, that I met. Might run into, at a conference or, you know, my partner in surfing sales, Richard Harris, like I hired him.
So he was one of my sales managers. even though he had been in business longer than me and had more experience. so some of the, those types of people kind of came into my life, but I, I very actively started doing things different like five, six years ago. And disrespects, you know, other than that back then, I was just like trial and error.
I didn’t read a lot, you know, a lot of, I never really loved like business books. I read a lot of like leadership books, like coaching books from like, you know, John wooden, Phil Jackson, Mike Babcock, who’s used to be a coach of the Detroit Redwings. And there’s this great book called the captain class that talks about dynasties in every single sport and why dynasties with the makeup of that team?
Like, so I kind of, I’m a student of teams outside of them realm of business, and then would apply some of that, into my, you know, management and business practices. But yeah, man, just lots of trial and error and some dumb luck and in some good instincts, a few times along the way, I
love the concept of like getting outside of the narrow field of like CIT, you know, sales, leadership business.
But
yeah,
Derek: [00:12:16] what are a couple of things that I read by the way the score takes care of itself? Two of you have you read that one?
Scott: [00:12:22] I have not read that one, but I’ve heard of this one, many times. Yeah.
Derek: [00:12:26] I think, I think you’d like it.
Scott: [00:12:27] Yeah. I’m sure I would. Yeah. Bill Walsh, right? Yeah, yeah, yeah. Yeah.
Derek: [00:12:34] what are a couple tips that you think you pulled from those books and used, to become more effective?
Scott: [00:12:43] this book, the captain class, for example, I was talking about. it found the key ingredient to every sports dynasty was the captain was never the best player. The captain was sort of always this unsung hero who did all of the dirty work and was selfless and like team first and whatnot kept everybody, you know, kind of together.
Was the spirit of the team and, the emotional like center. And I can remember, I can remember thinking, Whoa, well, that explains why the number one reps kind of suck at being a coach. Right. And you know, it’s obvious. I think most people in sales leadership now would be like, duh, the number one rep is not necessarily a good sales manager.
Well, I didn’t know that, you know, way back when, and I can remember reading this book about sports dynasties and relating it to sales reps and like the best sales rep was very good. Rarely somebody that seemed equipped to be a sales manager and as promoted sale sales reps to sales management, it wasn’t the best people.
It was always people like the top 80, 85%. Right. So that’s one, you know, direct thing. And then the concept of like healthy, healthy confrontation, if you will, or healthy disagreement, right. It’s airing of grievances, maybe said, said differently, but I never shied away from, I never shied away from these like difficult conversations, you know?
and that was something that I remember. You know, studying, both in like some of these coaching and leadership books outside of the sporting realm, as well as in the sporting realm, right? Like the five dysfunctions of a team for example, is a really famous leadership book that talks about this. so you got not shying away away from those conversations.
Like I never had a challenge or a problem, like, you know, meeting up with you, Derek to talk about your performance and like. Being totally transparent and raw with like where you’re headed. If things don’t turn it around, right. stuff like that and understanding that I needed to have a good relationship and rapport with you in order for me to be as candid with you as I wanted to be in order for me to push you a little bit harder than you potentially wanted to be pushed, that kind of stuff.
And that you feel like that part just being comfortable with the confrontation. Was that just something with you from the beginning or that’s something that you learned from that book and then
put into practice? No, you know, actually, I actually learned it through my, my, my health struggles, you know?
Okay. I, I got real sick right before I turned 23 years old and, I pretty much spent age 23 to 27 in the hospital. you know, fighting for my life. I’ve had a bunch of surgeries and health challenges and stuff, and I’m going through all of that. I just sort of realized like, what am I worrying about?
What is there to be afraid of? What’s the worst thing that can happen? Like the worst thing that can happen is going to be nowhere near as bad as all this bullshit. I just dealt with. Right. So like, why am I living in fear of this difficult conversation with Derek, where I have to tell him he’s underperforming and I have to help him find the solution or else he’s not going to be here longterm.
Like that conversation is easy compared to the stuff I’ve been dealing with. So I lost and learned how to lose the fear through, through that. The perspective that my, my health challenges, you know, gave me,
Derek: [00:16:36] yeah. I mean, I guess any, any conversation it’s just words kind of seems easy for something like that.
Scott: [00:16:42] Well, even the, even the outcome of the conversation or those words just doesn’t seem that dire, right? Like what’s the worst thing that can happen. Derek’s mad at me. Okay. So what, like, what’s the worst thing that can happen. I’m going to get fired. okay. I can find another job. Right. and so, you know, I’ve tried to go about things with that mindset, ever since, you know, I’m not perfect with it obviously, but, you know, I think it’s enabled me to take some good risks along the way.
Derek: [00:17:17] It seems like, I think the phrase I saw the other day is asymmetric risk. Whereas like having a hard conversation has a tremendous amount of upside, but not that much downside
Scott: [00:17:29] your reps mad at you.
Derek: [00:17:31] And by the way, have you ever had a rep actually be mad at you because you’ve had a conversation about their performance?
Scott: [00:17:37] Not for very long, certainly certainly in the immediate term timeframe thereafter. Right. But they’re not going to really get mad at you if you built the kind of relationship required for them to understand that you’re trying to help them, that you care about their performance and their, their job. And they’re standing here.
Right. And, it’s born out of concern and out of, you know, Just wanting them to do better. Right. It’s it’s different. I think I would have had many people super pissed off at me if they thought all I cared about was them closing a deal so I could get hit my number and I could get paid. Right.
Derek: [00:18:21] How did you create that kind of relationship with your reps?
Scott: [00:18:26] There’s no shortcut for that. It’s just a, it’s just time, time spent, you know, Time span at lunches time spent walking around an office, you know, tapping somebody on the shoulder. Are you doing a lot of time spent listening rather than talking? You know, I, I naturally kind of assume like a therapist kind of chair, which is not uncommon for a lot of sales leaders.
but it was something that I kind of slid into pretty easily. So people would bring me all their problems. I’d listen and listen and listen, and, you know, try my best to give advice or, or, you know, refocus them on the task at hand kind of thing. you know, just, a lot of, a lot of rapport building, you know, or attempts at rapport, building robbery.
Which was a lot easier to do when I was, you know, 27, 28, 29 years old, and didn’t have kids and as many responsibilities and stuff like that, right. Like I could go do stuff like go to happy hour with everybody or go, you know, go, go cart, racing with the team or paint ball or whatever. all these silly things that we would do.
but now it’s much more part of me to get away. So it’s. Very much about and contained in the conversations that we have while we’re at we’re in the office. Right? Somebody told me this hack, I got this great tip. I think I was in my first year as a sales manager and, this, this older gentleman that I was having a conversation with said to me, Scott, if you want, if you want to make your sales reps feel like you care about them.
Here’s the number one question to ask them every single day, how are your kids? That was the question. And the thought process was everybody on earth likes to talk about their kids. Pretty much. They’re proud of them. They get excited, they get animated, right? And so you cut through, you know, some ice is ice breaker a little bit like, Hey Derek, like, Hey kids doing, you know, Andrew.
Do you guys have soccer games this last weekend? Right. And all of a sudden you’re talking to me and I’m listening and you know, I engage in the conversation and like, you know, next week I remember I’m like, do you guys have soccer this weekend, Derek? Like, Oh, your daughter had a gymnastics event or a play or, or, or whatever.
And, I’ve, I’ve used that hack a lot over the years. and it really is. It really works, you know? A nontraditional, tip there that I was gifted.
Derek: [00:21:09] Now everyone’s going to be saying it
Scott: [00:21:11] though, right? That’s the thing with any, any sales motion or leadership tip that works is like everybody rushes to it and then it doesn’t work anymore.
And we gotta, we gotta come up with new ones, but Hey cycle,
Derek: [00:21:25] I think like people can probably tell when you’re being authentic
Scott: [00:21:29] though. I mean, I would hope so. I think, well, the real key is like, how does somebody tell you’re being authentic? Yeah. Right.
Derek: [00:21:40] When you fake authenticity.
Scott: [00:21:43] Okay. Authenticity. But I know how you demonstrate authenticity is, you know, eye contact, you know, listening.
Mirroring what people say, asking followup questions, tack up, tack on questions, remembering right. kids’ names or what they’re into, like Derek’s kids into dirt bikes got kids into music. Right. and you know, you have those kinds of dialogues. You start to feel like you’re, you’re friendlier with people.
That’s been my experience. That’s a, that creates kind of a genuine, authentic relationship.
Derek: [00:22:20] Yeah. I feel like everyone always likes talking about their kids. I don’t have kids yet. I got a dog. If somebody asks me how my dog was, I’d be going for 20 minutes.
Scott: [00:22:30] Same difference pets into this as well.
Derek: [00:22:35] Yeah. what would you say your super power is as a leader?
Scott: [00:22:43] My super power as a leader. I think, I think I do a very good job of bringing people together. So I’m able to, and helps me in recruiting for example, and able to grab really good people, put them next to other really good people. it’s almost like assembling a team being a, I think I’d be a really good GM.
So if, if, Peter McGowan of the giants is listening and they need, they need a GM intern, I’m your, I’m your guy. But like, I think that’s one of the things I’m really good at, you know, I’ve been that way. I feel like I was always the one amongst my friends who would organize us and help us figure out what we were going to do.
You know, whether, what, what sport we were going to play when we were a kid or what party we were going to go to as a teenager. Right. and, and, and now it’s okay. I can bring this team together. I can build this surfing sales event and community. I can build this Thursday night sales event with Justin and now Amy.
Right. And that I think is really important in, in growing teams and growing, growing companies. I think that’s my superpower. I just I’m able to assemble really smart people and. They make me look good.
What do you think it is that makes you good at that? What do you do that might be different from everybody else?
I don’t know what it is, what I do different than anybody else, but, I certainly am not afraid to ask or put it out there or take the initiative and trying to try and do it right. I think I’m quite good at letting a very short period of time go by between idea and taking action. Right? So for example, if I learned today that I got budget to hire a sales manager, boom, like these three or four names would pop into my head and I would literally message you like don’t know.
Like I would wait and try to think of like, okay, I got to put together the perfect message or let me do some research and take my time and figure out if Derek’s available or not. I would just text you and be like, Derek, do you want to be a sales manager? I got a gig for you.
Derek: [00:25:16] Right? Texting on the way out of the meeting.
Scott: [00:25:18] Exactly. That’s exactly how that image really resonates with me because like that’s absolutely how I operate. Yeah. I’m not surprised. Yeah. Because you’re like, God has definitely messaged me a few times about sales leader.
You
Derek: [00:25:37] also strike me, as somebody who just, you’re not afraid to do the things that might make other people feel vulnerable or embarrassed, like, you’re just like, I’m gonna do that thing because I needed to happen. And I don’t care what anyone thinks.
Scott: [00:25:53] Well, I think all of us would like to pretend like we don’t give a fuck period about what anybody thinks.
I, I would love to pretend that I don’t care at all, but I definitely, I definitely care to some degree. I don’t think I care that much anymore. Especially if it is something that I feel is right and kind of needs to be. Said or done. I’m definitely more emboldened now than I was when I was first starting my career out.
Right. Like I have more
Derek: [00:26:30] emboldened than that. Then that four month, you know, 22 year old who walked in and demand
Scott: [00:26:37] more, that was more just like arrogance and stupidity now is more like, okay, I have a book of business here or, or a resume, if you will. That shows. I know what I’m doing and I’m talking about it, what I’m talking about.
I think so, I’m not afraid that if I say something I’ll never get hired again right. Within reason, of course. Right. But, you know, so I talk about things, for example, on LinkedIn, that other people don’t talk about. It’s like I talk about equity and how the game is kind of raped. I talk about how CEOs and founders don’t treat me sales very well.
Yeah. I’d talk about how, you know, sales reps and sales managers and whatnot, like, you know, get stuck in the middle and don’t get the training they deserve and things like this. Right. I talk about, race and injustice and issues that people would tell you not to talk about. It’s like, I don’t know. I, I am who I am.
I speak about the things that I’m passionate about and, you know, I’m not gonna, I’m not going to be silenced.
Derek: [00:27:48] I’m glad that you I’m glad that you are like that, man. I think we need more people like that. And having been part of some of your Twitter conversations on the equity issue,
Scott: [00:27:58] like
Derek: [00:27:59] it’s not out there enough.
So I
Scott: [00:28:01] appreciate you doing that. Hopefully. No, it’s not just me. Who’s leading this charge by any, by any means. But like, hopefully if I’m speaking up about it, maybe that helps you be more confident to speak up about something that you see or experience, and that has a domino effect or snowball effect.
And, you know, then Nikki speaks up, then Sarah speaks up then justice. Right. And I’m hoping to be a part of that. Sales revolution if you will. Yeah. It’s
Derek: [00:28:34] really movement
Scott: [00:28:35] to this. Yeah.
Derek: [00:28:37] you talked about, the list that your CEO
Scott: [00:28:40] gave you at the beginning of
Derek: [00:28:42] this, of this episode. what do you think would be on the must do list for somebody looking to get promoted?
Scott: [00:28:48] No. Well, you’ve got to be really good at your current job. You don’t have to be number one. But you need to be really good at it. And the quickest way for me to figure out whether somebody was ready to be a sales manager is I would dangle the idea in front of them that I’m thinking about them and the people who are not ready will immediately start sucking at their current role.
And they just get all fixated and focused on being a manager. Right. And the people who were ready would continue to Excel at their current role while also starting to show more demonstrable leadership qualities and whatnot, just show would show me that they’re capable of a larger degree of multitasking and compartmentalization and all this kind of stuff, you know?
that’s like the that’s the very first thing that comes to mind is you’ve got to be good. And stay good at your current, your current role. the second thing would be just start helping people help your neighbor to the left of you, help your neighbor to the right of you, right. Have, have minions if you will have your own little mini team inside of the team.
Right? So if I’m trying to, to show that I can help other people and Derek and Justin and KD are my, my buddies are selling with me. I’m going to teach you. What’s working for me. And then I’m going to be able to show everybody in the company, like, look, you know, we’ve got all these guys following along with, with what I’m here.
Right. the third thing would be start now in terms of forming really good relationships with other departments, other people in the company. Right? Because at some point there’s going to be a meeting where. Internal promotion candidates are going to be discussed. Right. And yeah, you want to have happen is when Scott says, well, I’m thinking, what about Derek for the sales manager role, the head of customer service and the head of marketing is like, Oh yeah, Eric is a no brainer.
He’s so great. He’s always asking questions about this to help the CS team. Oh yeah. He gives me good ideas on the marketing side. That’s what you want. You go on these advocates in there who are confirming that your boss is about to make a smart decision. And that’s something that virtually nobody does that, will be really smart for people to do.
Derek: [00:31:18] Yeah. That’s great. So you want champions in, I guess, call it like neighboring departments.
Scott: [00:31:24] Yes.
Derek: [00:31:25] And then when you say be good at your current role, are you looking just for somebody who consistently hits their number or do you still want to like top 10% or.
Scott: [00:31:34] I don’t even think you have, you have to be top 10%.
Like you should be able to be hitting your quota consistently. but you know, to me, like depends on the size of the organization, but like maybe top 20% somewhere in the top, top 20%
Derek: [00:31:50] of the. Yeah,
Scott: [00:31:52] the sellers and in your team, I think you should be consistently hitting quota. You should have had a breakout month or quarter or two where you maybe were number one once, whatever, just to demonstrate that you have this like superstar capacity or the capacity to close, you know, one really big deal.
Like that might be important in your company, but I’m just mostly looking for like consistency. You know, good, consistent quota hitting performance. You don’t have to be the superstar. And I’m looking for all the other stuff on top of that. Cool. And then
Derek: [00:32:28] give some champions. So they’re telling your boss, you gotta promote the sky.
That’s it? That’s it secret hack right there. Yeah, that’s a good one. Yeah. any, anything else that you think someone should go do?
Scott: [00:32:44] I mean, you got to put your own needs to the side and start recognizing that everybody else’s needs now come first, you know, and that’s, that’s not easy for some people. So you, you, you need to be able to be very self aware and say, yeah, I’m good with that. Or, Ooh. Yeah. I don’t think I’m going to be able to do that, you know?
Cause if you get in that role and you’re worrying about your needs, first, you’re going to be in big trouble. You’re not going to be long for that role. And you’re going to have a revolt on your hands as well. Yeah.
Did you see the Lensioni? So Patrick Len Sunni who wrote five dysfunctions of a team, came out with a new book called the, yeah, I haven’t read it yet.
I’ve read everything else by him. I think it was great, but. It’s about, what’s your, what’s your motive for wanting to be a leader? And as far as I can tell it’s that it’s like, am I doing this to help people like to help make my team better? Or am I doing it to make myself better? And I think what you’re saying is like, if you’re in that first bucket, you’re going to have a good time for that second bucket.
You’re gonna have a bad time.
Yes. I think, I think that’s the case. Although now I think that there. We’ve evolved to the point where I can put your needs first and want to help you and help as many people as possible. And in turn that helps me be a better person. So I want to continue to get better on my own shit so I can become better as well, if that makes it.
That makes sense. Yeah. They’re not mutually exclusive. Yeah. I don’t think they’re mutually exclusive anymore.
Derek: [00:34:35] Cool. anything else that you would,
Scott: [00:34:37] you know, you’d recommend for
Derek: [00:34:39] audience books, something to check out
Scott: [00:34:42] something to do? You know, I, I think that now is the time to, I mentioned this before, but like now is the time to find coaches, mentors, leaders that you like and align yourself with them, whether that’s a, you know, paying for a private coach, you know, joining.
Private communities like Patrion. Like I have a patriarch, Kevin Dorsey has a Patrion. you know, revenue collective is, is a paid community or free communities out there like sales hacker, red genius, Thursday night sales surfing sale, to some extent. I really can’t stress enough. Like what you’re missing out on by not taking advantage of.
The vast network and amount of information and help that is out there. I think that, I think when I was coming up in sales, especially sales leadership, it was like, here’s what works for me. And I’m not going to tell anybody else what’s working. Right. Like I can remember, you know, some companies in San Francisco just hated the other companies on the other side of San Francisco and there was no knowledge share going on.
That doesn’t exist anymore. Like I think the sales and sales leadership profession is now like open sourced in the way code is like, everybody is willing to share their tips and tricks and secrets and to not take advantage of that. And now it’s just stupid. Right? So if you’re, if you’re just newly promoted as a manager, you’ve got to do this.
If you’re hoping to get promoted soon, you might as well start now. Have you been in the game for a really long time? You probably should dig into these places and get with the times.
Derek: [00:36:28] Cool. Thanks so much for coming on, sharing your wisdom. Like this is all really important. I, you had said it earlier that managers don’t
Scott: [00:36:37] get nearly enough training.
Derek: [00:36:41] It’s hard because all the, all the info is out there. Go join these communities. Join, you know, if you’re out there join Scott’s. Is it patrons the, how you say it?
Scott: [00:36:49] Patrion.
Derek: [00:36:50] Patrion. Alright. I’ve always, I read it, but I’ve never heard anyone say I was bad.
Scott: [00:36:57] Who knows? Maybe I’m wrong. I’m pretty sure it’s Patrion though right?
Derek: [00:37:01] I you’re probably right. Yeah. but I’ll just out there. Just got to go get it. So thanks so much for coming on and sharing yours.
Sure. I really appreciate you, man. Thanks for having me.
