Two Peas in a Podcast

Episode 105 - Justin Jay Johnson

Justin Jay Johnson has worked with thousands of tech sales professionals from companies like Salesforce, Google, and IBM to increase production, earn promotions, and leverage the sales process to improve their life. For years he was the #1 sales producer at Salesforce, which led to the development of his Beautiful Savage Sales Academy.

To connect with Justin please reach out directly to:

https://www.linkedin.com/in/justinjayjohnson/

https://www.youtube.com/@SoftwareSalesCoachJJJ

Duration:: 42m
Broadcast on:: 14 Sep 2024
Audio Format:: mp3

Justin Johnson, one of the busiest people that I've ever gotten a chance to get in a room. I'm super, super happy and proud that we're able to make this happen today. Thank you so much for sharing your time with me and our audience. Happy being here. Thanks for the invite. Now I know that you do sales and I know you're really, really good at them. So I'll let you give our audience an introduction to what it is that you do and give a little bit of background of some of the milestones and some of the highs that you've been able to achieve. I mean, present day, I run a sales culture coaching and consulting program for specifically software technology organizations. And what I do is, you know, from the team perspective, teach them how to build high-performance sales organizations. And then from the rep perspective, help them become high-performance sales person. Well, it all stems from helping everyone become high-performance human being. Because if you can't tap into that inner savage, as I like to call it, you'll never be an elite sales professional or an elite team. So those are things that I do both for individuals and for teams. Yeah. I love that because the common pattern that I see with successful business owners, with professional athletes and with the people that we bring onto this podcast, is they always talk about the process of getting good at something and the ability to make sure that you close on the deal. Now we both know that there are a lot of amazing people who put out great content who are just terrible at sales. So let me ask you this, Justin, why are people naturally afraid of making the sale and closing the deal? It comes down to a deeper fear that we all have, which is the fear of not being loved and the fear of being rejected and what I try to wrap people's head around is, you know, it's not about the rejection, it's not about the fear, it's not about not being loved. It's about making an impact. Okay. So I'll tell you a story. I want you to think about someone that you love very much in your life. Who is it? Who comes to mind, roughed up your head? Definitely my wife. Your wife? Okay. What's her name? Megan. Megan, how long have you and Megan been together? We've been together for three and a half years. We just got married in June. All right. Well, congratulations. Thank you. So I want you to think about, I want you to think about your new bride, right? You love her more than anything in the world, right? Yes, I do. So let's say, let's say you, you six months from now, you are with your lovely bride and doing it and you will check up and you will physical at the doctor. She pulls Megan to the side, say, we have to do some additional testing and you find out that Megan has a terminal illness and the doctor says she's got six months to live. Okay. I want you to think about this, the love of your life. Okay. And you being the relentless, amazing husband that you are, you're not just going to take what the doctors say at face value, right? You're going to... For sure. You're going to scorch the earth. Turn over at every rock. You're going to find any opportunity. Try to save the love of your life, right? So you do this and finally you have to three months of searching. So you basically got three months left in the clock. You search high and low. You find this wonder drug and this wonder drug, it's about to be approved by the FDA. No one knows about it yet, but it is proven to have a hundred percent success rate to eliminate said illness that Megan has. Okay. No side effects. One bill takes it. She's good. All right. So I want you to think about this. Imagine you find this bill one time and I get to save Megan. All right. I don't have to worry about losing the love of my life. And you go to Megan and you said, honey, my bride, my queen, my soulmate, my everything, we can be together forever. You don't have to go. I have just what you need. And she said, you know what? I'm good as in God's hands. Man, that is a terrifying, terrifying thought. What are you going to do? Take spirituality and religion aside. What are you going to do to get her to take that damn pill? I mean, do the best sales job of your entire life every single moment, every single day until you get the answer that you want. You're going to duct tape her ass to a chair. You don't care. Yeah. What is required to get her to take the bell. Why? Because you don't want to lose Megan. You don't want to lose the love of your life. Yeah. Right. And even if, even if she's like, you know what? I'm good. You're like, I don't care if you're good. You're going to take it. And even if she hates you for a year, she'll still be with you after that. So you're willing to forego some short term discomfort because you know that you're an every wife for sure. That's what sales is. So I tell people this because if you're struggling with that icky feeling, you're feeling slimy about sales and you're like, what if they say, no, well, if they say, no, you know, you're letting them say it's in God's hand, you're letting them stay in their own way because our job in sales is to help people. And with that, a massive part of that is helping people get out of their own way. So if you can internalize that, you'll always struggle in sales. But if you can anchor what you're doing in sales to number one, helping people that you're selling to, then also too, like helping your family, right? By being the individual that deals with adversity and goes through the tough times and keeps going in the face of rejection and what type of character that builds it in you, right? Take the money out of it. But like, of course, the money's a nice perk, like we're thinking big picture here. You have to be able to anchor to something bigger, right? So that's what I'd say to anybody that is struggling with like, oh, what if they send you know, where they're struggling with rejection or, you know, they feel salesy, right? It's because you don't believe in the value that your solution brings. Part of that could be you haven't done enough work to connect the dots in the value. Part of that could be you're selling the wrong thing. If the products crap, that might be part of it too, right? But that's, that's ultimately what it comes out to. Yeah. What are some of the biggest examples where you've seen a misalignment with somebody's values relative to the product that they are selling? Biggest example, for me, it's that the big value is they don't believe in the product because the product is actually garbage. Yeah. Right? If it's a product like doesn't do what they say it does and the marketing and the language that they're told to say by their leadership and the executives of the company fundamentally doesn't deliver. And that's hard for people. And as it should, right? You should be transparent like, hey, this is what we're working towards. This is the vision. We're not perfect. Here's things that we're working on and improving, right? But when you're misleading customers, yeah, that'll eat you up. Yeah. That'll eat you up. Yeah. I think that's goes to the bigger theme of having a strong and positive company culture, right? Whether that the vision that you have, the sales process that you have is bringing value to the customer and you're doing your best both in product creation as well as bringing people on board who believe in it, know the process and know exactly how the customer will value it. At what point I feel like every single business starts with that idea, but there are systematic breakdowns in somewhere in the communication of the vision where the product that you provide just isn't that good. Why does that happen? And why do people at some point release control to the point where the product that they're delivering is not as good as a competition and as good as what it could have been? Yeah. First of all, I'll speak to you the question at hand, which is, hey, how do we get to the point where the product isn't good? And then there's another component that it can be confused for the lack of knowledge for the sales organization, right? There's a disconnect on reality and what the sales reps doing and everyone's on the same page. Should I talk about that? Yep. So when it comes down to the product not meeting expectations, the best companies aren't the ones with the best strategy. The best companies aren't the ones with the best initial product. The best companies are the companies that are the most relentless in seeking and implementing feedback because newsflash for you. If your startup, your product probably sucks. Like it might be okay, might solve a little problem, but it ain't that great, right? If you look at the early days of Facebook, it was a very clunky product. Like it wasn't that great, right? But they invested in it heavily. They identified what was working and they just reiterated like crazy on it, right? So it comes down to having a continuous feedback loop, number one with your customers, number two with your employees, which are your internal customers, right? And that's employees on the sales team, on the marketing team, on the account management or customer support, customer success side, right? The customer facing people, you know, and most companies that struggle to continue to evolve to meet their customers in the needs of demands, they just don't have a good feedback loop, right? And it's a loop because just because you see feedback, if you're not implementing it, it doesn't matter. I know companies where the CEO says, "Yeah, meeting with customers, you meet with 10 customers every month." I said, "Great. In the last 60 days, we'll be done to your products." Well, it's been released. Well, you don't understand, well, no, no, no. In those last 60 days, when you mouse your customers, you ask for feedback on what can make them more valuable, right? Yeah, yes. Massive focus of us, we're a customer-focused company. Great. So what have you actually done to deliver on that? Because just meeting with customers isn't enough. Yeah. You have to make your solution better and you have to listen to your team, right? Listen, if you have the right people on your team, you have to listen to them. Listen to what's resonating. Listen to what's not. Right? And you have to deliver against that. Okay. Because... Let me ask you... Oh, sorry. Go ahead. Yeah. Let me ask you a question on the communication here because communication is so, so important. How do you surround yourself with both the team and the clients who give you honest feedback rather than the feedback that you want to hear? Because some of the things that I've seen is that a lot of the time when there is, you know, power dynamic. A lot of the time when the people in power ask for feedback, it's positively spun and it's not necessarily the correct feedback to move the organization forward. Yeah. That's a good question. And the more political the organization gets, the more this comes in a plaque. First, let me talk about internally, then I'll talk about the customers. Internally it comes down to making people feel safe, that they can communicate unfiltered and they're not going to get punished. In fact, they're going to be rewarded, right? So it's rewarding. It's rewarding communication. That's what it comes down to, a great environment where I feel like I'm not going to be punished for communicating things. Customers, customers naturally hold your feet to the fire because I'm paying you for something, right? So I'm paying you for an outcome. So typically speaking, that's not as much of a challenge of the customers. Usually when you're not getting feedback from customers, you're not doing a good enough job asking the right questions because you should be asking layering questions. Like if you're saying, hey, when you signed up for our widget, what was the problem you wanted us to solve? All we wanted to improve our efficiency with our sales team, okay? Have we delivered? Yes or no? I want more efficient. Okay. Well, how much more efficient? I present 10 percent, 10 percent more efficient, okay? What makes us more efficient? What is the actual linch bin that got you that extra, you know, five, 10 percent, okay? When you sign on, were you hoping for 10 percent? Are you hoping for more that you own for a little more? Okay. Well, what's the difference between the 10 percent, which are today and, you know, let's say the 20 percent, you were really hoping for, right? Those are things to flush it out. And then you say questions like, hey, what would make this product so good that unsolicited? You would shout our names from the rooftop. What would make it so good? And you ask those types of questions that almost sound ridiculous, but it helps being a picture and do what's going to create raving and raving fans. And the product's going to be part of it, but sometimes the difference is just customer experience. Are you onboard your customers? Are you work with them? Are you serve them? Are you support them? Right. So those are things that can help you as well. But it comes down to asking the right questions and asking follow-up questions to really flesh out the impact or lack thereof of what your product solution does for them. Yeah. And I love that question so, so much because what you find with a lot of companies is they very quickly get stagnant, right? They go, hey, we deliver this great product. We don't need to go above and beyond. And the door that you're really looking to open is, hey, how do we make sure that some somebody doesn't come across with the same product as us for a cheaper price and solve the same problem for you? Yeah. And a great question I ask is, hey, you've been our customer for six months. If you are evaluating us today, again, knowing what you know about us today, would you have done it? That's one question. The second question is, if your renewal was today, would you renew? Yes or no? Right. And that like direct questions get you direct answers. And both of those are so, so powerful and they lead me to ask this question. How do you and the companies straddle between this line of under-promising and over-delivering and making sure that they're setting expectations correctly at the beginning of sales process to make sure that they're not letting the customer down? No surprises. Like, when you sign on the dotted line, this is what happens within 24 hours. This is what happens within seven days. This is what's going to happen over the next 30 days. And it's outline, black and black. No surprises. Right. It really is just that simple. Like, help me understand exactly what's going to happen. Number one. And then number two, we'll communicate what it has been done, right? Even if there's no ask and return, if one of the things is, you know, you're the CEO and you sign a deal. And I say, hey, within the next 14 days, we're going to get a call scheduled with the seven stakeholders that are going to be a part of the onboarding process. And if that's one of the key onboarding points, patient points, then I'll, when that call gets scheduled, I'll send you an email. Hey, you're a quick update. You want to let you know, we got the call scheduled with those seven stakeholders. It's Tuesday at 3 p.m. Now, they need it for me, but I just want to keep in the loop. Think about how much you're going to appreciate that. No ask, nothing to do, but just letting you know that we're doing what we said, what we're going to do. I love that message so much because it feels like a lot of the problems that end up being problems within organizations are usually just a communication problem rather than a breakdown of anything else is just somebody not taking that extra step of going, hey, here is exactly what has been done. Here is how we provided value and just so you know, X, Y and Z has been completed. And also to in communication, it's a communicating when you drop the ball, take ownership, right? If we sign a two year contract and we're six months in and we're off the rails, right? Hey, I'm with you for another 18 months, unless it's something egregious, but if we're just off track, me and my team, my leadership team, we got to be willing, all the way up to the CEO will be going to happen and go and say, hey, this is on us. How can we make this right? How can we get on track? And that feels like a skill that is taught rather than is innate because I feel like a lot of people, most people, I would say, innately want to get away from conflict and want to look at the winds rather than the problems. How do you go about teaching a team to do the hardest thing, first thing in the morning or attack a problem before it becomes a bigger problem? Well, this whole thing of like being able to have an uncomfortable conversation or take ownership of driving the ball for you to the morning thing, it comes down to controlling what's in your control. If I've done everything in my control, then if it doesn't land where I expected to land, I'm going to be much more warm to say, hey, I did my best. Sorry, I fell short. I'll be understanding what was missing and I'll connect the dots. Most people struggle to own their faults because deep down, even though they'll never admit it publicly, deep down, they know they could have done more, right? And when you're an individual contributor, that's terrifying because you have managers, directors, VPs, C-suite, right? When you're the C-suite, you're the owner, well, it's your company, so no one's going to fire you. Yeah. It's going to be hard to do that, but it comes down to, if I'm a rep and I'm doing everything that I believe I should have been doing and I fall short, then I'm okay with that. I'm okay owning that and I should be okay owning that doesn't mean it's okay to repeat the same mistake. You'll learn from your mistake, but you own it because you control what's in your control. Now progressing to, well, how do I teach people to do the hard things in the morning? Let's talk about a little bit like biology, then a little bit of the hacks, things that I think about. First from a biological standpoint, your adrenal glands, the things that produce norepinephrine and norepinephrine, you're adrenaline, those are most active in the mornings. So you're biologically wired to do more difficult tasks in the mornings. Not an opinion, this is a scientific fact. So what I teach people is lean into the most difficult part of your day because no more in your most, you're wired to do so from your biology to you start your day with wins. You do the most difficult part of your day first and by lunchtime, you've already set yourself up for a hell of a day, you win the morning, you win the day. So the more difficult of a task you can do, the closer to the time that you wake up, the more it helps you feel good about your day. That's why so many people love working out in the mornings because you do something challenging in the morning. I love that message so much and it resonates so much and you'll appreciate this. We are part of a crew of a bunch of really successful men who work out together at 445 every single morning and part of the reason that we talk about is specifically that. If I start my morning with this ability to win, with this ability to do the hardest thing and to feel some amount of pain, even if I'm inflicting it on myself, the rest of the day is just going to be easier, it's easier to accept a no, it's easier to have that call that doesn't go your way. Yes. Yeah. What is it about human psychology that makes us shy away from those conversations because from what I've seen is these opportunities to develop some of the best client relationships you will ever have come with delivering bad news in the most positive way where the customer goes, wow, I understand that that was so hard to tell me in that specific way and I appreciated so much that I will continue doing business with you even if it was a mess fire based on the service that we were expecting. I mean, there's a couple of different things when I think about why people are now willing to have the hard conversations and I think there's a biological reason and then I think there's a societal reason. So from the biological reason, we are wired to avoid danger. You know, human beings have been around for hundreds of thousands, millions of years, right, in some way, shape or more and 10,000 years ago, we weren't worried about whether or not our cell phone was charged, right? We are worried about whether or not we're going to eat or get eaten that day, right? So we're hardwired for fight or flight. So that's why we seek comfort because it's our brain telling us this is safety. There is things that are uncomfortable. It's the closest thing we have to danger in our real life, right? And this is why I love to teach people. My clients teach them how to do intentional stress because if you can intentionally put yourself through stress, then the stresses of everyday life become easier for you because it's a muscle, the more difficult, the more difficult the challenge is, the stronger that muscle gets, right? And you know, there's actually a study that's backed by in this, I can't remember the exact name of it, but Huberman was just talking about it a couple of weeks ago. Yeah, I love that. I listened to the same interview as well. Yeah. And he talked about it was like, hey, the more challenging it is, it actually develops this muscle within your brain for a basic mental toughness. So it's something that people have anecdotally known for a long time, but that scientists starting to validate what we already knew, so that's a biological way, societal way. Well, how were we raised? We were raised to go to school, sit down and shut up, essentially raise your hand when you're called on, right? You talk out of turn, you yell at that, you stay after class. So the way, you know, the education system and a lot of how we were raised, myself included was raised under the guise of a like, speak when spoken to. So it's hard to break that and you marry that with, you know, biological need to seek for safety and comfort. So it is something that you have to start really small and communicate, right? That's why, you know, you mentioned that communication is, you know, at the stem of a lot of the reasons why companies break down communications at the stem of why a lot of marriages break down. Yeah. Right? You know, just people learning how to communicate have uncomfortable conversations. I'm not saying it's easy, but it's a muscle. Yeah. It's a muscle and it requires so much practice. How come some people are so, so good at getting that practice and other people just aren't? Because when I think about the sales process, I think about sales being something that is not innate. It is just a muscle that can be practiced, but sometimes you come across these people who just operate on a different wavelength where they are so comfortable with making the ask going, I don't know if this is going to work out, but I'm just okay with it. Do you think it's people who are just in tune with exactly who they are and comfortable with the product they're selling or do you think there's just a level of learning that they potentially had that other people are missing? People love the view, but they don't love the climb. So what you see when you see someone that's extremely comfortable on a sales call, extremely comfortable having uncomfortable conversations, someone who doesn't shy away from challenging prospects, right, asking the difficult questions, being willing to sit in silence for 20 seconds flat, which can seem like an eternity. You see that now, you don't see the hundreds of thousands of conversations they had before that. You don't see the difficulty of all the times where they stumbled over their words and they got shut down all the times where they didn't ask the tough question and because of that, they couldn't pay their rent because they couldn't pay their bills because they didn't make the commission. You didn't see the difficulty that they went through growing up. You didn't see all the times that they failed and struggled. You didn't see all of that, but you just see them now and you say, man, must be easy for you, right? And it's one of the things that when people have that mindset, it's one of the greatest indicators that I see someone who's never going to live life on their terms because they can never look at somebody who's where they want to be and get inspired by them. They look at someone who's where they want to be and say, well, must be easy for you, right? So everyone has to learn these things. Everyone's learning. We don't come out of the womb being come to lasting, you know, uncomfortable comment, call, uncomfortable questions or we have to learn. Now how we learn it, people learn different ways, you know, some people learn it through education, some people learn it through selling, some people learn it through the hard knock life. Like that's the reality. That's, that's the harsh truth. Some of the best sales people I know come from really tough up brings, right? Cause they think, Oh, cold calling is hard, dry, dry, uh, sitting on a corner at midnight. Right? That's hard. Find that to be just a pattern with the best people that I know in my personal life as well. It's a people who generally have the story of where I call it the darkness. They've seen the darkness, whether it's addiction, whether it is being alone in some specific way where they go, Hey, I've gone through this, like whatever it is that I'm dealing with today is nothing compared to a different or like the darkness that I've been through. I feel like in today's society, for whatever reason, men are so bad about admiring other people who have been through the darkness and are on the other side of it. And instead there is almost this innate need to talk smack about them, talk them down. What is it about our society where we just genuinely tend to not get inspired by the things that are inspirational, but instead try to shoot them down because you hear the most successful people talk about this, like there are always people looking to tear them down. It's because our skepticism has never been high as a civilization. We are more skeptical than ever before because we have more information than ever before. It's never been easier to be to be extremely successful. It's also never been easier to do nothing and not be successful. So with that, when I think about the people that just write other people's success off, the first question that goes through my mind is, man, what had to have happened in this person's life that has them in such a dark place? Because I get to hate every single day, every day, not a single day goes by that I don't get to hate. That just means you're doing something right, brother. Exactly. You're never going to hate by someone that's doing better than you. For sure. It's, again, it's a quote of Michael Jordan is not online talking about how shady all the other basketball players are at the end of the day is so, so important for people to know. And I know that you have had a lot of success in the business world before becoming a coach. Tell me a little bit about some of the achievements that you have had and some of the highlights of your career in sales prior to becoming a coach. Yeah. Sorry. Sorry. But then I was getting a notification. So before I became a coach and a good run in for sales, starting my tech sales career at Salesforce, you know, started as an SDR there, you know, did really well, was done one in the company, got promoted to BDR, see most of things, 476 percent there, got promoted. You again, DAE, you was doing well. It was done one in my region before I got, I left. Scale the competitor of startup, uh, competitive Salesforce, uh, as I had a sales, you know, they ended up getting acquired later on by Zendesk for a couple of hundred million bucks. I went back to Salesforce in the enterprise space, did well there, you know, my passion was building and helping after I built that startup, I wanted to do that again. So I left Salesforce again, not once, but twice. It was in the number one spot to scale some other companies, had some good runs and was a Game and Chief Revenue Officer at the age of 33 and was recognized by Pavilion as one of the top CROs in software at the age of 34. So my north star was to get to that at first, you know, but when I got there, I realized that, you know, I want to help a lot of people and I want to help them live life to their fullest. I don't just want to help them at quota. I want them to look back on this thing called life and say, Hey, I made the most of this thing. So that's what I made the decision to do, to go out of my own and do your coaching consulting on. That's what I did. And, you know, the businesses, I'm just over a year into it, but we're about 200 or so clients, you know, that I work with across visual sales reps as well as sales teams. Yeah. And so the business grown really well, but, you know, what I love is the impact. And that's what it's about. And it's a really beautiful experience. So I'm really grateful to be where I am. Yeah. I love that story. Because it's such a story of success, of hitting the highs of the highs that you, I mean, dreamed of early in your career and then going on to see that there is something else above it and beyond it. How difficult was it for you knowing that, Hey, I am so, so good at this, but I have a passion for doing something else and I think it's time for me to step out on my own. It was extremely difficult. It was extremely difficult for me to come out on my own, but you know, I want to be transparent. Because I don't sun giant rainbows in my career, you know, I've been blessed with adversity in my entire life. You almost died twice before the age of 11, you've had 34 surgeries and my vocal cords don't work. That's why I speak like this. You have to imagine being in sales, speaking like you spoke four packs a day, right? That's my world and my first job in sales before I got into software, I did horrible. I was horrible coming out of college. I was about to get fired, broke his L, $100,000 in debt, depressed. I was not a good place, right? But what I, but the reason I was able to turn it around is when I was actually honest with myself, instead of looking at myself in the mirror, I realized I wasn't giving it everything I got and I was blessed by almost dying. So that helped me just understand how fragile life is. And when I was sitting there failing, you know, I was reminded of myself of just how blessed I am just to have another shot of this thing called life. So I want to make the most of it. So that's what lit a fire under me to run through everything that I possibly could to get to where I am. And again, it was, you know, even after I joined sales force, like there was a lot of, a lot of eyes and lows, right? But fast forward to when I made the decision to go out of my own, it was extremely difficult. You know, I was in a really good position and you want you to the C-suite and DAC, you know, whether I was at that company or other companies, right? I, you know, was in a position that most people dream of, but for me, I've, I just felt like I wanted something more. And what I told myself was, you know, the secret to life is leaving the world better than you were, how you found it. And I have a unique gift that I'm being selfish by just keeping it at just one company. And that gift is I'm genuinely very good at coaching and developing people. You know, everyone has superpowers. There's a lot of things I'm terrible at coaching and developing people and building high performance teams. That's one of those of my superpowers. And I would be foolish and selfish to not try to help as many people as I can. And all I do, and I say this when I'm used, I say, look, all I'm trying to be as a sales leader when I was still in sales leadership, as a coach, as a consultant, as a trainer. All I try to be is what I wanted when I was first getting into sales. That's it. That's it. Someone that was hands on wasn't going to throw a bunch of fluff at my fluff my way, wasn't like full of BS, was going to like hold my feet to the fire, hold me accountable. And like someone that's just like genuinely cared about me. That's all I try to be for people because that's just what I wanted. And people need that. People aren't getting coaching. They're not getting help. Raps are getting set up for failure. And it's unfortunate, teams don't know how to bring the right talent, develop them, invest in them. Sales leaders are even less invested in them. Sales reps most of the time. And most of the time they just assume, well, you're a good rep. That automatically means you should be a great leader in their night and day positions. So they're set up for failure, you know, just as much of no worse and they can't raise their hand because then they feel like they're being an incompetent leader. So it's this vicious circle and cycle that plays these companies and organizations. And I feel like I'm having a unique skill set to help. And for me to be selfish and not share that with people and try to help people, I would look back many years from now and just regret it. So that was what ultimately led me to taking the leap of faith. And you started my business and started my academy. I have so much appreciation for the exact way that you talk about it because first and foremost, it's so honest. At the end of the day, all it is that you're trying to do is just make other people around you better in whatever capacity it is that they need with whatever tools that you have. And second of all, it's so raw and vulnerable because just like the other greatest people that I talk about in my life, there is a lot of struggle that came getting to the point where you are today. And I think it's so, so important for people to recognize it and be able to see it. And here is a final question that I will ask you for today. And it's this one. I know that the work you're doing today requires so much discipline. It requires so much hard work. And you being in tune with having difficult conversations all the time. What are the things that you are doing that prepare you to make sure that you are showing up every single day being an incredible leader at the same time. You're ready for work and you're ready to make every single person around you better. So what am I doing to make sure I'm living the example? Yep. I practice what I preach. I make it really that simple. I don't, you know, I don't put garbage in my body. You know, I don't put toxins in my body, right? I'm not saying I don't drink like I'll have a beverage here and there, right? I'm not saying I won't have a bowl of pasta, you know, once in a mile, but like, I eat clean. You know, I put the right fuel in my body. And I think about it as fuel because most people's problems could get solved simply by just changing what they put in their body and taking care of themselves because a lot of their problems ultimately stem from not having the energy execute to roll at a high level. So that's the foundation. I take care of myself. I take care of my body, you know, proactive with it. I invest in it because I'm not going to get a second body, right? That's number one, two, you know, I, I execute, I control it to my control. Don't beat myself up too much about things that are outside of my control and I'm always trying to get better. I'm always trying to get better. I mean, there's so many mistakes that I make on a daily basis when it comes to my business and learning this, right? But if I, I just continue to embrace it with the beginner's mindset and I almost, I want to have mistakes because the bigger the mistake, the faster I learn, you know? So I just keep going and I just keep learning and that's just really what it comes down to. You know, someone said this a while ago and I love to give them credit. I forgot who said it says, you know, if you want to be an extraordinary person, all you have to do is be ordinary with extra. That's it. Like to all the people that you look up to and all the people that I look up to. Every time I met them, because I love putting myself in rooms with people that are doing better than me. Every time I met them, I'm like, well, you're not like God, okay. You're flawed too. You're figuring out just like I am just a person on the other side. Just a person. Yeah, I have so much appreciation that the very, very first thing that you talked about is health and food because for whatever reason, I don't know why this is not a more common thing to say. Hey, if you're able to put quality nutrition into your diet and you wake up every single day being thoughtful about it, you will feel better from there. You will act differently. And most importantly, you will have the energy to accomplish incredible things and do great work. Well, I'll tell you why, and this is part of the reason why I want to go out of my own. Because when you're a sales leader or you're an executive, there's HR rules that you need to follow. Now, don't get me wrong, those rules are there for good reasons and they help a lot of ways. But there's also things where your hands are tied. So one of the things I teach people is how to unlock being a high-performance individual. So it's like how to match your minds up, which is very taboo to coach out in the workplace and hold people's feet to the fire around exercise. It's like, what would happen if you joined a company, a technology, a software company, and it's that in order for you to work with this company, you need to exercise five days a week. Otherwise, you get fired. What would happen to that company? You just get in HR trouble right away, you know, like lawsuits, you have trouble. Everybody knows, everybody knows, if you want to have more energy, you want to be healthy, you want to live longer, you want to have objectively better life, you have to take care of yourself. But no one talks about it. Yeah. I was going to say the other outcome of that is you would have a lot more gentle and nice people who are okay with failing. Yeah. Right. And but that's, that's one of the challenges, right? If you can, if you can tell people they need you or not, they want to hear and that's what I tell people, look, I'm your coach. I'm not here to tell you what you want to hear. I'm here to tell you what you need to hear. You get with me doing that. Great. Get your ass on a treadmill. Right. Justin, I think the world of you, you are doing really, really important work. And I am so, so happy to know that you're out there making other people better leaders and better sales people. Thank you so much for sharing your valuable time with me and our audience. We love and appreciate you, brother. Thank you so much for having me. I had a blast. This was amazing. And we literally cannot wait until the next time we get to talk. Thank you guys for listening and we'll see you next time. Cheers.