Episode 4 - A Freight Agent's Growth Mindset

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Transcript

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Welcome to Young Lion Old Lion podcast, where hosts Joshua and Tony Darren take you into the world of selling and storytelling. With stories of the hurdles, victories, and current struggles, they'll dive into the instincts and lessons that keep them moving forward. Hunting in the jungle of transportation. Welcome or welcome back. I'm Josh. Josh Belara. I'm Tony Darren. Hey. And today we're going to just hop right into it. I wanted to tell my ice cube story, which it's a little bit different. And Tony's going to tell his 212 story, I think, right? Yeah. So the ice cube story is essentially you're sitting in a room and there's an ice cube on the table in front of you and the room's at 22 degrees, you slowly dial the temperature up 23 degrees, nothing happens. 24 degrees, nothing happens. And then you're putting in all this effort. You're creating all this heat, but there's nothing going on. And then finally, temperature gets up to 32 degrees, nothing happens. 33 degrees, the ice cube starts melting. And then you see the ice cube start melting. You get excited, you crank the temperature up to 100 and ice cubes gone in its water. I I like that one where it it's very similar to your 212. So let me get into it. Yeah has the same premise because it has to do with water. But the old steam engines in trains used to obviously be filled with water. Steam would be generated out of the engine and it would push the locomotive up a hill or a mountain. When I came into the office one day, I think I gave some feedback to Josh on the last show. Part of that feedback, I was consistently seeing Josh get to the 60 mark as far as outbound calls. And there was some dead time where I think when I saw him reach that number, he was kind of, okay, I've got that completed. I've done the work for the day. Now let me be a little bit more creative on some other sides of what we need to do every day. And the calls stopped. So from an outward perspective, not a big thing because there's a lot of things to do here outside of just making those calls. But at this point, where Josh is at and where we're at as a company, his outbound calls are most important. And I know Josh is smart enough to realize that. So I put an equation on the board which said 70 -61 equals 212 but first it was 212. On the board. And Josh's mind starts getting rattled. He wants to know what the heck this is. He's trying to figure it out on the websites. Yeah, I was googling it, doing everything I could to try to figure out what the heck 212 meant. I don't like wondering about things. I just like knowing things. I know. And I knew they would get to you which is why I wrote on the board, but we've got some younger professionals in the office. They work out they have to work out beans and the aggression behind men. Sometime I thought at least one person in our group would pick up that 212 was the 212 degree point, and 212 degrees is the degree where water boils. And that old steam locomotive, when the water is at 209 or 210 degrees, the train is not moving, but when it goes to 212 degrees, it's got enough steam built up to push it up the mountainside. So the point is in both stories is that you don't know when that point is. You see what happens as a result, and then you know it got to a point or a degree. And so anyway, what the analogy really was to promote was to say, we don't know how many calls, we don't know what the capacity is. Well, I guess I'm going to chime in. So kind of the way I see it is you don't know how many calls it takes. You can go online, look up cold calling or how many calls a day should you be doing? You see 100, you see 30, you say, oh, you shouldn't be cold calling at all. And there's all these different opinions on the same thing. But I guess it depends on what your definition of a cold call is. I think I told you from the get go, I don't view what I do every day as cold calling. It's easy to call it that, but I don't truly think that that's what I'm doing. Yeah, we haven't gotten into that. That is the truest point is that if you do go into your cold calls that they're cold calls, it's not going to be as productive your mind needs to be. I'm trying to engage in a business discussion, and the next call get me there. If this one didn't I mean, if you're listening and you're in the transportation business, transportation sales, and you're talking to shippers or carriers, whatever side you're on, or if you're on doing both the carriers, they move the shipments that the shippers ship and the shippers need carriers to move those things. So it's very easy to call them and say, hey, this is something you're already doing. Let me tell you about how I'm different, and I can do that for you. Business discussions on both sides. Well, let me finish the point of that because I want to get into asking you a question about kind of how the week has been going. So the premise behind the 212 degrees, the premise behind the ice cube is that you're not really knowing what degree you're at until you see the result of it. And it's the same thing in these cold calls or these business calls. If I told Josh, because I knew this as a fact, that it took 10,000 calls for him, two minutes, make $150,000 this year, he might want to make 200. So the first thing he's going to do is make 10,000 calls, and I don't really need to engage with them too much. He'll be locked in a closet. He'll be working over the weekends. It might be 1000, it might be 3000. We have no idea. We just have to do the best with what we've got and take a look at what happens after those. Just like the ice cube, just like the Steve mentioned once. Consistent, too. It's coming up with whatever that number is for you, which we talked about last time. Right. Is that for me? I think I hit 60, 70 calls somewhere in there, and that's when I know I'm getting tired. I know I'm not on my A game anymore, and can I operate on my B game? Sure, but I want the quality. I don't just want the quantity. So I think I definitely slowed down at 60. But looking at this week yeah, but strangely, this week, since we've had the 212 degree discussion, you've been like, at 70 and 80. So you've been making more calls. And I guess the point from my end was like, what is I mean, first of all, if it's 10,000 calls to get there, you're going to get there faster now because you've ramped up 20 more calls. But you've got to test the waters and sea. Okay. You talked about stamina. I think when you're at 60, you're feeling tired, you're feeling a little run down. You've been through a lot with different conversations, gathering data, information, put stuff on the board. It is a challenge there. I think you test the waters and found that on call 65 and call 70 and call 80. This isn't so bad. It's kind of the same. I'm actually picking up. I feel like I'm accomplishing something more than what I was averaging, so I know that I only have a better chance to make something happen. I guess it's diminishing returns is how I kind of view it. So the more tired I get the return on my phone call diminishes Friday of last week, I did 100 calls one day doing the 100 calls for me. Okay, I can do it. Number one, it's not fun. I enjoy talking to people. I enjoy navigating the maze of getting to the right person. That's fine, but definitely 100 calls is like, all right, I'm kind of sick and tired of this maze today, and I'm going to go home and sleep right when I get home. Perfect day on a Friday. So we just talked about kind of how that week capped off what happened last week since we've talked. So since we last talked, I got my first shipper to sign on with us. We moved. Well, you've had some shippers sign up and agree, but they haven't really moved anything yet. Yeah, it's like a shipper with a commitment, too. So to actually have a shipper sign up on the spot because hit a quote just right, we won that quote, picked up the pipment, got it dropped off and everything was golden. Yeah, these are same day moves a couple of hundred miles in between specific times of pickup, specific parameters on delivery. We've got great carriers, we've got a great carrier right next door to our office, which is our asset side. So we're unique in that fact. So with the fact that we have this carrier pool and we have this great carrier in our building, we're able to be nimble and get things worked out in challenging situations and we just needed to prove that to that customer. So we did. That was good. And then when we won that quote, we had a commitment of four shipments. And so we moved the first one on Friday and then went to reach out on Tuesday about that to kind of follow up pay where we at with the next one of those four. And I guess there was some chaos going on and I just asked a simple question. Is it something I can help with? Yeah, you're a shipping manager, so at least 80% chance that whatever your issue is, is something to do with the shipment. So she ended up saying, yeah, absolutely, I do have an issue and she kind of unloaded and I got it solved. So we had a surprise shipment and helped us both out. So another thing, when we're talking about calls, how many does it take, blah, blah. It's also right place, right time, right person, right time. Making the call gets you in the room in situations that are tight. It's funny, a lot of people think that they're bothering people when they call them, but they're really just getting the raw emotion of what's going on at that person's desk at that time. And you just walked into a situation with the intention of saying, hey, we're all set here, do you need any more information? Can we get the next loads kind of figured out? Trying to help your ops team and she had a challenge and you met it and you fulfilled it, which was awesome because the shipment wasn't ready to ship yet.

We got the carrier all set up, got there right when the shipment was ready to go and it had to be in its delivery location by 05: 9:49

00 and we got there at four. It worked out and it's a little bit of luck and a lot of work, but I think that went really well. And I forgot that I got a different shipper on Monday, that we won that quote and then we moved. That was a pickup on Tuesday, today's Wednesday, and then that was delivered today. Yeah, everything was in line and as expected. So 100% with the new business about a handful of shipments, you just got another customer sign that has agreed to give us a pocket of work and then have us prove ourselves and then we move forward with more consistency. So it just worked out well where we talked about can you push yourself to the next level? Can you push yourself to ten more calls, to 15 more calls? But to be fair on that note, too, is that I was making 60 ish calls regularly. And that's where this business generated from. It wasn't like I did 70 calls and that 70th call was the ticket. It's just how fast can we run at that objective? And when I did the math on if 10,000 calls was the number I needed to hit, what's the difference between 60 and 70? And I think I told you it was a month. Well, of course I want to hit the money a month faster if I can. I want to be there. So that is with the 212 conversation opened up into, how do I get to that 10,000 call number faster? Not that that's a real number, but then it was make ten more calls. And just like making the boarding calls I did in my first week, or I forget what number, but doing the 40 calls a day, if you get into the rhythm of doing 40 calls a day, 40 calls a day is nothing, and you have plenty of time to do other things. Get into the rhythm of doing 60 calls, I'm like, well, what's ten more? So maybe one day I'll be making 100 calls. And it's nothing to me, but right now, 100 calls is pushing it a little too far. And I think 70 to 80. 60 to 80, really, somewhere in there is doable, and I think you're going to build your endurance up. But the funny thing is that you're talking this and I've got an analogy. It's somewhat of a story, but it's more of an analogy that talks about really what we do with our time, our supply of time, whether it be raw material or the raw material of time, which we all have, and it's an unknown amount. So this is an analogy that kind of shapes what's the outcome of what you did with your time, what you did with those phone calls. So this is a picture. Picture this, everybody, of an iron bar sitting on the table. And if you bought an iron bar about the size of, I guess, your forum, I guess a little bit smaller than that, it's about $100. If you were to buy it, if you decide to make horseshoes out of that same sized iron bar, the value of it would increase to $250. You would more than double it if you craft it into a horseshoe. And if instead you decide to make sewing needles, right, a bunch of them, obviously the value would increase at that same amount of iron to $70,000. And if you decided to produce watch springs for one of your expensive watch josh they're not that expensive. The value would increase to about $6 million. So the point is that your value is not what you're made of, but above all, in the ways you can make the best out of who you are. So I think about the phone calls. We talk about quantity. We have been talking about quantity for the past several minutes. But you will get somewhere by knocking on people's doors and asking them if you can help them. But you also need to know, you need to be filled with as much information that you're gathering information on these calls, whether it be a call that you win business from or that you win a commitment of information from. You've got to be in the game and do the best with the time you've got, which is the product analogy here, as opposed to the iron bar. Yeah, I saw that floating around, too. I like the analogy. I mean, what I do with my time, it kind of goes on to the quality of the call versus just the quantity. If you're just dialing press zero for the operator and you hang up, there's no quality in there. Or if you leave a throw up message like we talked about last week with oh, yeah, your five minute long message. Yeah. Your voicemail telling them exactly when the company started, when it was founded, what you're going to do for them. Don't get me wrong, I have bad voicemails. I have them all the time, which is part of the point. It happens. But my voicemails are typically pretty short. But if I've had a conversation with somebody before, I tend to leave a little bit longer of a voicemail than I want to by the time I hang up. And I'm like, well, that's already out there. There's no redoing that one, because it's already done. But that's part of it is that I'm always pressing zero for the operator or I'm at least trying to find a name in a directory. I'm not just hitting that menu and like, here's another menu. So there's got to be a mix of quantity and quality because you're going to get tied up on the phone, you're going to have to leave voicemails however you do it, and those don't really get there. I'll take an email over a voicemail every time I get three to five, but no, I got two today callbacks. But I typically get like, three to five callbacks a day out of, what, 15 voicemails way more than 15. I mean, I'm probably leaving probably more than 75% of the people I call a voicemail just because something I don't think something works. I guess that's right. Your connections are about 25%, which is another, I think, strong point that we keep track of not just how many calls I make, but how many people I talk to. Yeah. So I'm staring at a board right now that has a whiteboard on the wall. That's probably what, six foot by four foot or something like that, maybe. Yeah, that sounds about right. So we've got decision maker connections, intermediary connections, meaning somebody that works in the office of the decision maker. So you add those up, you get total connections. Then you also have how many calls you went outbound, and then that creates your connection percentage. Our goal is 20% or above, but Josh has been averaging 25% or above since he's been here. Sometimes it has to do with grooming the leads a bit. A lot of the majority, I guess, in the first calls were kind of cleaning them up. So there's voicemails that's clean up. So there's a lot of activity that goes along with leaving the voicemails over. Yeah, it's definitely first call is I'm cleaning it up. I'm dealing with disconnected numbers. Second call, if my whole list is second calls, I'm talking to somebody, I'm talking to somebody, or I'm talking to the decision makers voicemail, or I'm like at that step where that first call usually it's just deciding of, okay, am I ready to move on to that second call? Yeah, we keep track of decision maker connects and regular connects separately because I want to know kind of what we don't keep track of the percentage, but I want to know what that percentage is. If I'm having a really good day, my decision maker connects is going to be more than my other, but I keep track of it all day, and it makes me feel good when I have a good day. Like yesterday, we were busy and we had the shipments moving and stuff, and I didn't hit the numbers I wanted to hit. I also didn't manage my time well, but I hit like 45%, and I had twice as many decision maker connects than I did others. Yeah, which also kind of slows things down because you're having conversations. So it's really about the connections that you're making each day. So if I'm looking at the lesser calls you made yesterday, you still had two more connections than you did than today. Yeah, it all plays into it. You really have to look at the numbers. You have to look at them in detail to see, is what I'm doing working? Am I calling the right people, the right companies? And then after three months, you do it quarterly. You get business along the way. If you don't have new business on board within two months, there's something wrong. Yeah, there's something wrong. If you do not have a new customer that's ready to ship or that is shipping within two months of you starting your call cycles. So for sales leaders from my side and your side as well, if you've got people reporting into you that have been there for their third month and don't have any wins, you need to take a look at the process and reassess because something's not working there. Yeah, but I think if you're a motivated salesperson. I think that I'm fairly motivated. I'm constantly improving, trying to improve my personal life and my work life. I want to see those numbers and have made my own spreadsheets and run my own things to see if it's working. Do I need to make a tweak here, make a tweak there. Changing kind of the email templates a little bit. So kind of what I'm running now and how I have it set up now, I actually get responses to my emails. Crazy. So that's kind of why I prefer email now more than a voicemail, because I get more responses to my email like that. Thanks. Got it. Oh, sweet. Now I see your signature. I have your personal number now. Signature lines are great. Then just interaction, saving it as a file within the CRM. So as Josh is measuring things on his end, it's a different perspective. But he's got his sales leader in the room with him also measuring other things. So where Josh may be nervous about man, I didn't talk to 15 people a day. That really stinks. I'm looking at a three month or a two month kind of historical saying that you're averaging way above what I would expect you to average. I think we're doing great, so there's a difference there. But I'm sure that's something different than most places, because I've always believed that the manager, like the direct manager, should always be in the room or within earshot of the sales professional. Yeah, and I think some salespeople won't like that because I like the freedom, but they really like the feeling of not being micromanaged. You need somebody to be a coach, a leader and a friend to you in that space. That's where it's a balance, because you don't micromanage me, but you give me feedback. But I also have enough experience or maybe old enough to accept feedback, some days more than others. Because first, two things that are very important for me are people with passion. And you've got that the passion behind you is that I want to do better every day. I want to win every day. I know I've got to do better every day if I'm going to win. And since you've got that already instilled, it's more fun to give feedback. It's more specific and direct because I know you're going to absorb it and move on from it. And it's never been well, I think it I probably did make fun of one or two year calls just to get a joke on or make you laugh or something like that, but it's more about the 212 degree thing. It's just seeing something and saying he's got more in him, but there's so much stuff going on that he can lose focus very easily. So let me just get a quick reminder and then we'll have a discussion about it. But I know that you've got to see it. I can't just sit there and say you need to make any calls? Yeah. Okay. I mean, what kind of job is that? It's like a school teacher. Write five pages. And I think, you know, we've only known each other for not even two months yet, but just in the time we've spent a lot of time together. Second home here. But you understand enough about me that I just don't operate that way. Right. I'm also probably too open about if I disagree about something, which it's a character flaw. I just kind of speak my mind as it comes, but in that I think, you know, when I'm on board with something and when I'm not, because I just kind of make it known, like, I don't know about that, or, hey, you should try this. And I'm like this comes back to our interview where I said, I like to build a foundation, and then we can build the house. And if I don't like my foundation, I want to keep tweaking my foundation until I think it's right for that house to start to get together. Same page with that. And I think that you're really crawling to the main point. I think that I would like to establish is that for people that are in that business relationship with a brand new salesperson, you being new industry, you've got to walk it hand in hand. It's a constant process. So, like we talked about last week, for those sales leaders that leave the room and let their salespeople kind of suffer, which is exactly what they're doing most of the time. Oh, really? They find their own space in their own confident zone. I don't like saying comfort zone because it's never good to be comfortable, but confident zone where they feel like, I'm owning this room on this phone or on this web call. I'm owning this stage because I know my stuff. I'm comfortable with my foundation or my pitch. What do I want to say in seven to 10 seconds about us? That makes sense. Do I know who I am in this space of the business I'm selling? And do I have the support? And I think the support part is probably that broken leg behind every salesperson with that passion, because as that sales leader would leave the room and then look at the data sheet of what that person did today. Did we get any business? I don't think there's enough discussion week over week. I think there's not enough discussion day over day. No coming in here. You and I talk every day. We talk every day. I was going to say that my intention with everybody in my past was to have a one on one every week in your first six months. It takes a lot of time and energy. But I don't win if you don't win. So what am I doing? What is there to do if you're not here doing the front end line stuff, trying to get new business on board. If the whole goal is to scale, you want to scale junk. If somebody's trash, they're going to continue to be trash unless you do something about it. It is more work. It's more work if you have to get rid of somebody rather than if you are grooming them to get better every day or you're answering questions that they have so they can understand more to be better every day. I want to touch on what was that episode two when maybe it was one where we talked about general Magic? Yeah. So I mean, even going back to that where I promise you that as a leader or sales leader or whatever level, it doesn't matter what the industry is, the moment you groom somebody and turn them and they start doing awesome stuff, it feels good. And you know, as a person and I'm saying, I know I wasn't everything, I didn't make all of that happen, but maybe I threw that rope out when they needed it one time and it kept them going in the right direction. That's enough for me. That is where I get my kicks from. That's the good stuff. Knowing I positively impacted somebody's life just enough that maybe it kept them going in the right direction or hey man, I worked with somebody that's super successful and it was just awesome to see them work, whatever that piece is. That's what I really like about that General magic story. Yeah, I mean, there's things that you're doing every day. If you're trying hard and you care about what you do, there's things that you're doing every day that are helping impact in a positive way what you're trying to get done business professionally. You don't always know what that thing is. Just like you don't know when that next call is going to bring new business. You don't know when that next activity is going to mean something to that person and make an impact for them to go the next step. But I think when we're working together every day and because we're in each other's business to the point where we know what the next person's move is because we've all planned it together, because there's a grand plan for how to win here, I think we learn quicker. We get more detail oriented about how we do it and what we're doing, and we get more discussion on a daily basis. Obviously, like you mentioned, So it's just starting off small and building that foundation. It's so key and it's doing the small things. So to hop back to the story about the customer that was having a crisis in the morning and just like the thing I mentioned last week about asking what rate did that actually get picked up for? Well, in this case, she told me she was going through something, couldn't talk to me about the shipment that we were trying to plan and instead of being like. Oh, man, this customer just get back to me so that I can get the ball rolling. I took the four and a half seconds to type up, hey, is there anything I can help with? And boom, there's another shipment. Yeah. And I think that newer sales reps, when they get in that situation, they're happy with what they got, and they don't understand that if you wanted to help her or him the shipper in the first place, and you got awarded a lane or a load or a shipment that there's something sitting right there. The person's in distress. It should be a natural progression for you to say, can I help you with that? But I don't think it is. It's one of those where when somebody gives you a little bit of information you weren't expecting and you're like, oh, I don't know what to do with that, I'm not going to touch that easily satisfied? Yeah, I got what I wanted. I got four shipments coming. I'm just going to wait for my information on my four shipments and carry on, but what's the risk? I ask if she needs any help, she tells me what she needs and I say, oh, give me an hour, let me make some calls and I get back to her. I'm like, sorry, I have nothing today. But if anything like that happens again, just let me know. That should be the natural progression because you should be improving every day. I should be improving every day. So that if I'm dealing with carriers myself, if I'm cradle to grave, I'm probably going to look between now and then to see if I can find a carrier that can fulfill that lane. Because I know that somebody that the customer cares about enough that they said they need something last minute and she's going to do everything she can to fulfill, which means that she's my customer. So next time I'm going to do everything I can to fulfill. Yeah. I think that what also is that we're not really thinking about or haven't talked about, is that when you met her at a very vulnerable point for her, she wasn't asking for help. She goes, I can't talk about it now. I got something that's dropped in my lap and I'm just stressed out. When you became a solution for her or an opportunity or a rope out of the water to pull her to shore, you became more than just some guy or some salesperson at a company. You became someone who helped. I hope so. I hope that's the impact and it's not why I did it. No. If I show I'm vulnerable to somebody and they ask me for help, it will change my perspective of them, but that's not why I did it. You're a shipper. Like, is there anything I can help with? There's a 50 50 chance. Yeah. And we don't know what's going to happen. Yeah. So take the shot. Which reminds me of a story. Yeah? What's the story? The story of Will. See. So once upon a time, there was an old farmer who had worked his crops for many years. So one day his horse ran away. And upon hearing the news that his horse ran away, his name are you making fun of me right now? No. Josh has a horse farm with his wife, but it does not make it fun of you. But I thought it was kind of ironic. Okay. So upon hearing the news of his neighbors coming to him, letting him know that the horse ran away, the neighbor also said, oh, that's such bad luck. They sympathetically said, and you must be sad. And the farmer said, we'll see. So the next morning, the horse returned, bringing with it two other wild horses. So now same neighbor comes over and says, oh, how wonderful. Not only did your horse return, but you received two more horses. What great fortune you have. And the farmer said, we'll see. And then the following day, the farmer's son tried to ride one of those untamed horses, the wild, wild horses, and was thrown and broke his leg. And the neighbor ran over, offered their sympathy for the misfortune and said, now your son cannot help you with farming. What terrible luck you got. And the farmer said, we'll see. So the following week, some military officials came to their village to recruit all the young men into the army. And seeing that his son's leg was broken, they passed him by as he was hurt, couldn't fight. So the neighbors congratulated the farmer on how well that things had turned out. He said such great news. You must be so happy. And then the farmer smiled to himself and said, once again, we'll see. So the whole point is that behind this is that every day we get in front of the phone, we don't know what's going to happen, good or bad. But if we don't show up for the fight, if we don't live our lives, if we don't do everything we possibly can at the best of our abilities, like grading needles or watch springs rather than staring at a bar of iron we bought for $100, we don't take the shot. We're not promised anything. Get better. 100% of the shots you don't take. There you go. That's another analogy. We're going to get to a point. I think if you rewind and fast forward, you'll probably find the point within this podcast. But I guess from my perspective, you do what you can to track what you're doing. We're supposed to have a point. Go figure. I think really what we're talking about is just the dedication, that it's the passion. You have to have passion, whether it's to improve your own life, it's to increase your bank role. You can find passion in what you do, no matter what you do, even if it's not in transportation, turning whatever you do have, whatever that job is, turning it into the Watch Springs because you can. But it's all mindset. I just started journaling and now I'm all inspired and doing something. But so far the impact is, and I told you this earlier today, is my affirmation in my journal every morning is I'm a morning person. I'm not known for being a morning person. I'm known for being late in the morning or running behind or a jerk or whatever my wife might tell me. But I want to be I want to get up early. I want to work out in the morning and then go take care of the horses and do all that stuff and maybe unload the dishwasher and put dishes away and stuff. So I want that to be my affirmation and I'll speak it into existence. There you go. Yeah. And then when you get to work, all nether list of affirmations occur there. Yeah. I am a closer. Yeah. Healthy is for me. Oh, boy. Glenn, Gary, Glenn Ross. For everybody at home, that's an old one and only like the first 15 minutes of that movie are any good. Well, I'm an old guy, so I do appreciate the ending. A couple of parts in the middle. No. But the premise of that movie and just what salespeople go through, the expectations, the reward, the possibility of being fired, it all rides on these people every day. And I think that's why this podcast is much needed, especially in the transportation game for folks coming into this for the first time and realizing that, man, this isn't as fun as I thought it would be. This is really hard because I'm trying to learn transportation as well as do the sales calls. Yeah, I mean, it's a two part thing because for me, luckily, I already had sales experience. So I came in and I'm just learning transportation and some of the keywords that go along with the sales, part of it for transportation, but for the people coming into this out of college, right out of college, or maybe with no college and just starting from scratch, there is a lot of upside. But there's no instant gratification unless you make it. So unless you are turning your your day into Watch Springs every day and having those little key moments of success where you and I talk, usually we're walking out of the office of like, hey, that thing you did today, that was a win. That's a level of success. And maybe I didn't book a shipment, but there was I hit a number in my number of calls or I talked to a customer and it went really well. For a potential customer, and it went really well. It's about finding those, like, little key moments and keeping your chin up and moving forward. Yeah. And I am going to fit this. And I didn't think I was going to, but I've got this pet peeve. My wife and I have this pet peeve. We both have this pet peeve. Okay. I guess probably half of the general population. The funniest thing is, though, that I look at some stats on this and over 50% of the people do the wrong thing in this. Really? The number is that high. Yeah. And there's a key factor in why. So let me explain real quick, and we'll end the show shortly after this part. So the people that are going to make it in a frontline sales position because it is the most aggressive role you could probably take on. You're the face of the franchise. You're the face of the organization calling your number of prospects every day with your voice, with your web calls, with your intentions. And the numbers don't work out for it to be a fun, exciting job. It may be exciting, but it may not be exciting in the right ways. So it takes tenacity takes work ethic and password. Is it tenacity? Yeah, pretty big word. I don't think I could spell it. I can't spell it. I didn't say I could spell it. So it is the shopping cart analogy, and everybody knows exactly what I'm talking about when I say it. If you're from the south, it might be a buggy. Whoa. So let me go on with what I do know. So the store or stores, they're attempting to provide shoppers with convenience. Right. This process that's established is to aid the store and getting carts returned to the front area of the store so people can grab them easily and walk through the store, put their stuff in and everything's great. The cart corrals no, I'm getting to that. So the cart corrals were created to make the cart return easier to aid the process. And old guy like me, you may have had one or two in the parking lot at the grocery stores when I grew up, but now you probably see about 15 of them. Like every couple of lanes, there's double sets of them. There's a reason why they've doubled and quadrupled in quantity. Even though they're more cost, even though they're more expensive, for the store to put them in, they needed to keep doing. The number of corrals has doubled. Yeah. Let's get back to the passion, the people, the work ethic thing. If you're trying to get into sales, frontline sales, any kind of sales role that you're going to have to make so many out on calls or so many meetings set up in a week or whatever, you've got to have tenacity. You've got to have work ethic. You've got to be able to work when no one is around. You've got to be able to do those things consistently. You have to be able to work when the people sitting next to you aren't. Yes, great point. And we'll have to get into that to another because that's an added challenge, obviously, Josh is speaking to. I've got other salespeople have the same title as I do, but I'm actually pushing this rock up the hill by myself. I know they're going to fall off, so there's no point in me, you know, more meat for me as a hunter. Yeah, I mean, you can look at it that way or you can look at it maybe you like the person that sits next to you or maybe they're very successful or they're just sitting back with their feet kicked up and everything's falling in their lap. But think if they put in the work that you're putting in or that you should be putting in and how much more successful they could be, that's their anyway, sorry, but yeah, no, I better get to this. So obviously this is for the people that leave the cart stranded because they push the cart to their car, they put bags in their car and they leave that cart for dead. I don't know how many times that I've seen people actually leave the cart in the actual parking space because the empty space was there next to their car. So that's where the cart stays. I'm shaking my head. I absolutely can't. It's my biggest pet pain going to the store. So on my lunch break, I'll run to like a Walmart that's nearby our office, maybe 510 minutes away. We're not sponsored by Walmart, not yet. We are sponsored by Go Logistic, though, which is the leader in third party trainer Smooth Plug. So anyway, when I'm in the parking lot and just for the time of kind of seeing my car, leading my car warm up, I'll see it. And I saw a guy right in front of me bring his Cart all the way. And the Corral was on the other side of his car, but he left the Cart in the empty space on the left side of his car. So it was just I just stared him with my mouth open. And I wasn't trying to animate that, but I was just really dude like unreal. No, absolutely unreal. So all of this is to say the people out there about to or that are in a sales role. If you're doing that, if you're the person that decides I can't push it the extra ten or 15ft or be smart enough to say I've got a problem with this. I've had to park closer to one of those corrals, so it's not such a task. I know Josh has talked about he actually taking the cart up to the front door because I shop it broker, which you make fun of me for, but I'll actually take it in that little opening where the workers push them in. There you go. I'll usually take it in and push it in and push it into the next cart. Especially at this time. It's freezing times. I mean, it's horrible for these men and women that are doing the job yeah. There's two great points of it for me, is I'm tubby, so I could use a few more steps. Yeah, why wouldn't we do it? We're helping out. My daughter had to do that. She worked at Kroger years ago. And for those people listening and we have actually, listeners in a different country that we found out Kroger's is just a local Midwest. Midwest, maybe. I think it's pretty close to national in the US. Okay. But, yeah, it's a grocery store. It's just like any other grocery store. You've got to get the carts back to the front door. The crowds are there to help, and you're not doing it if you're one of those people not doing the cart return thing. You need to find a job where you can sit down in a chair and have stuff come to you, obviously, because if you are one of those people that are not taking the carts back, this isn't the job for you. This is an assertive job. You have to be on your game. You have to fake that you're on your game if you're not on your game until you are. And it's unrelenting. I mean, it's just a vicious battle every day. And you're not that important. No, you're not so important that you can't push your cart back. At least take it to the corruption. It's not a show of power. I mean, you're basically slapping somebody in the face to say, you do this for me. I walked around the whole store. I got all these groceries. I even checked myself out. Are you kidding me? I'm going to push this cart. No. Yeah. So just help your fellow woman and man and put the cart back. Yeah, just put it back. Put the cart back. And if you're not putting the cart back, don't get a job in logistics. We'll sum up right there. That's what we'll leave it. That's the point of the day. If you can't push your cart back to the corral or back to the door, stay out of logistics. All right, Josh. Well, take it home. I appreciate everybody for listening. Josh. No. Yeah. And I just want to touch base real quick again and say thank you so much for all the support we're getting. You've gotten messages this week. Sure. And I've gotten messages this week from listeners that some of our young starting out. I think the one I got was I'm in my second month, so I appreciate it. It's something we didn't expect, I think, at episode four, to be talking about how we have this base of listeners that want more from us. And you know what? Tell us what more you want. We've got some links at the bottom of this podcast that you can share. Voice message. Yes. That's the speak pipe, right? And then our Facebook. Facebook. And then our bus website. It just checks out our BIOS, and it's all there. You want to learn more, more about us. And if you're listening, you already know that we're not on Spotify. They don't like us, but we got music on our podcast and they don't like that. But I appreciate it, everybody, and we will catch you next time.