Noob School - Sales Talk Episode 2 - Trillion Dollar Coach ft. Greg Jackson

Episode Date: March 15, 2024

Welcome back to Noob School, today's is a special one - episode two of Sales Talk. Joined by Marty Osborn and returning special guest Greg Jackson, the topic of this episode is an excellent book called "Trillion Dollar Coach" by Bill Campbell. Tune in for a brief synopsis of the book, and a discussion on how you can apply it in life to improve your leadership skills, and learn more about Greg and Marty's history. Check out what the Noob School website has to offer: https://SchoolForNoobs.com I'm going to be sharing my secrets on all my social channels, but if you want them all at your fingertips, start with my book, Sales for Noobs: https://amzn.to/3tiaxsL Subscribe to our newsletter today: https://bit.ly/3Ned5kL #SalesTraining #B2BSales #SalesExcellence #SalesStrategy #BusinessGrowth #SalesLeadership #SalesSuccess #SalesCoaching #SalesSkills #SalesInnovation #SalesTips #SalesPerformance #SalesTransformation #SalesTeamDevelopment #SalesMotivation #SalesEnablement #SalesGoals #SalesExpertise #SalesInsights #SalesTrends

New School. All right, welcome back to Noob School. John Sterling here, and this is Sales Talk, the sales talk show that you've all been waiting for. Today I have my sidekick, Marty Osborne, here with me. Marty, welcome. Hey, Johnny. Hey, hey, oh. Hey.

So Marty's here, and we're going to start the program talking about a book, because we normally do. Marty and I both read a lot. I think Marty might read more than I do, but we read a lot. And we try to find a book that we think that you, all like to read. And this one's called the trillion dollar coach. This is a book about Bill Campbell. Bill was a, he would say, mediocre at best football coach, high school football coach, I believe. Actually did middle school. Middle school. A mediocre middle school coach. I'll call it back east or somewhere back east. I don't remember. But he ended up getting in technology business and moving

out in Silicon Valley, I would say at a very fortuitous time. You know, things were kind of are rolling pretty good. And he had a couple of good runs at different tech companies, including one at Apple. But what he became known for, if you read this book, you'll get to understand this a lot better, is leadership and leadership training. Going back to his football days of leading people on the field, making them better, trying to empathize and understand where they're coming from. But kind of the way he led as a technology.

manager or leader, he was really big into love of all things. You would think that's not the thing you'd get in Silicon Valley, but he was big on loving each other. He was a big hugger. He liked to hug people. And he just became kind of a legend out there for being someone that everyone wanted to follow. And when his career was over, he became an executive coach in Silicon Valley, and he did so for free, right? And they never charged anyone, but the people that used his services for years were people like Steve Jobs, Eric Schmidt at Google,

and a host of others used his services. And he was big on things like, you know, let's don't just go tell everyone we're going to do. Let's make sure we have buy-in. at the very, you know, with the very least to make sure that everyone gets a say. Everyone has, you know, the ability to say what they think about each problem or decision before the decision gets made. And I think he really helped a lot of those companies, company grows. So we'll dig down on some of the details of the book with Marty and, of course, our special guests.

We have a special guest here. We go ahead a little bit later. Yeah. But, but yeah, I would highly recommend trillion. coach. And I just think it's amazing that somebody probably became the best executive coach in the history of the world who was also a bad middle school football coach. Yeah, he's actually a high school coach. One of the stories in the book is about him coaching middle school at like a rich private school flag football team. But he took it as serious as every one of the businesses.

Yeah, yeah. Well, what was your take on the on the book, Marty? Yeah, I mean, I did. It was funny, you know, we always like our guests to pick a book. And our guest this time chose a million dollar or trillion dollar coach. And I had read it years back. And so it was really refreshing to go back, look at my notes, kind of reread it. And I think it's because he has a line. And it's about the people stupid. Right?

What he taught Steve Jobs and Eric Schmidt and all those people was that it's not just being smart. everybody's sort of smart. It's like going to Harvard. It's going to Stanford. They're all smart people. What differentiates them is the team and the people. So I think that's where he was able to really make his impression is how to grow the team, how to make people feel important and special.

Right. Well, before we get any more in the book, I think you probably have an announcement to make. Did something change in your life since the last sales talk? Yeah, since the last sales talk, a little. bit of a change. I have my journey with Accenture and Advoco kind of came to an end. And we really, I'm now kind of free to kind of explore some other avenues. So, so yeah, so I'm out doing some different things. I've started a new company called Be Better Inc. So, you know, kind of back to why the book's really important is, you know, what Bill did was how do we make

people better? And so one of my goals is, you know, how to how do we be better each and every day of what we do? And so one of the things I'm going to tell you is I think as I'm writing the book and doing my research, one of the things was people always ask that question, what's the key to success? You know, like Marty, John, what's that key to success? And so I was thinking about what's the key to success. And what I think would be fun is to hear from, you know, our audience. Right?

If they will send in, so Marty at Be Better Inc. If you send me an email just with your one word, what do you think the key to success is? What I'm going to do is we're going to draw from those and somebody's going to win a $100 gift card to Starbucks. Nice. So this show, there's something for everybody. But we would love to hear because as I'm sort of doing the research and I'm thinking about like the book and the coaching is what does it take to be better? Like, what does it take to be successful in sales? And I'm curious to see what people think.

And I think our next show will talk about that. Yeah, that's great. So if somebody wants to play, they send you an email with their suggestion for what it takes to be successful. Correct. And then, again, the one thing is there's not any right answer. It's understanding what people think. I think we have an opinion on it. But we're going to pick from just for playing, just for, for,

sending it in, we'll pick one and we'll announce a winner at the next show. And I'll donate a $100 gift card to Starbucks or Amazon, whatever they would like. Yeah. Well, you can afford it. I can just a bet. Well, yeah, and I don't want to give away all the answers because, of course, we'll talk about that next week or the next show we do. Because I remember when I was that age, when I was the new age, you know, I literally went to somebody who's like my age now who was successful. I said, what's the secret to success? Like, you were just going to tell me, like, here it is. It's like, no, it's a lot of things. Yeah. It's a lot of things overlapping each other to give you the best chance. But we'll let them figure it out. Yeah. Yeah, one other thing on the

book I wanted to ask you about was the superstar. He talked about the superstar. Like every every business has one employee or more who are actually really, really good at what they do, but won't follow the rules, won't play ball, won't do whatever. And I think what he said was coach them to say, we appreciate what you do, and we'll let you do it. And here's your rules. Just stay out of the way. You can't cause any turmoil, but we're not going to make you, you know, come to the staff meeting every day.

Did you get that out of that book? I read a little bit about that. I'm not a big fan of that strategy. You know, because to me, one of the things is when you allow people to not follow the rules, and we say that you're the superstar, you know, I think we're allowing really bad behavior, right? And we've seen that over and over again. And, you know, one of the things I really believe is that, you know, if you look at, he had a rule, I think it was, you know, about people, like what he saw with the key traits.

When he really looked at people, right, one of them was honesty and humility. Right? He said that's number one. Number two was willingness, right, to persevere and work hard, right? That was the second trade. The last one was openness to learn. And so when somebody kind of says they're the superstar and I know everything and they're not open to learn, I don't think you'll ultimately be a team player.

And I think you'll struggle with that. So I think, you know, Bill really, wanted everybody. I love the part about having a seat at the table. You know, there's a saying you've got to weigh in to buy in. And one thing Bill was really important in the book was you've got to get people to weigh in to tell what you think. And if you think about it, and he has that example where, you know, and he was talking more about inclusion, right? I mean, there was a lot of new females coming into the business. Yet they weren't sitting at the table. They were sitting along the wall. And he would go to these executives and say, no, you need to sit at the table.

You need to be at the table. Because if you're not at the table, if you're along the wall, then you're not really part of the discussion. So that was one of the big things was how do we throughout our organizations give each and every one a seat at the table? Because if you're not there, then you're not weighing in and now you're not buying in. Yeah. I agree. And on the Star Syndrome, it's a tough one. And I think I agree with you in principle that you'd rather not have those people, right? You'd rather have all the people playing the same way. But an exception to that, I've had that before where I had someone who I could not get to do, you know, what I wanted, but very talented at something. And we made them a contractor. We just said, you're a contractor. You're

not part of the team team, your contractor, and we're only asking you to do one specific thing. And so, I don't know if you call that cheating or what, but it does get them out of the company, but still get their talent. Yeah. So what other thing he said, and I thought this was interesting, is he said, and again, all people are different, right? We all know from our children, same parents, same upbringing. You know your kids.

I know my kids are totally different. And so I do think as employees, there's not just one way. And I think sometimes as leaders, you have a superstar and we're trying to just make it one way and there's not. And you use the example that each person, as leaders, we have to be like artists. We have to understand what makes them tick, what makes them special. And so sometimes in that superstar isn't just, well, you have to do it exactly this way. I think each and everyone, as we know sales teams, all of our sales teams, all of our superstars, salespeople are going to be a little bit different.

Some people are really grinders. Some people are more intuitive. Some people are, you know, want to do something this way. So I don't think we have to say it's only one way. Yeah. I think we have to understand that. And the other great line, and I thought this, and I think this is what separates the great leaders from the rest is that great leaders lie awake at night trying to figure out how to

make their team successful, not themselves. Right. And I mean, if you think about it, that's what, you know, Bill did, is he spent a lot of time trying to figure out how do they make the team win, not the me. And so I've always wrestled with that is me versus we. And we struggle with that, right, is what do I have to do? I got to make my numbers. I got to do, I want to go to club, me, me, me, and sometimes that becomes difficult. So Bill really tried to break that in a, you know, a really tough place.

Yeah, and he did. He did. I mean, if Steve Jobs listened to him, that's pretty damn amazing. Yeah, that was incredible. The other thing I thought was interesting, you know, coming from the football side is Tom Landry, and he had this quote in there, and it said, a coach is someone who tells you what you don't want to hear and has you see what you don't want to see so you can be who you always know you can be.

And I thought that quote as a leader, one of the hardest things we do is how do we lean into people to help get them better. But, you know, people's like our egos don't want to hear it. We want to be told what we're doing right. Yeah. We always want to be told what's great. And if you think about football coaches, basketball coaches, their job is to say, hey, this is where you need work. And I think as leaders, and I think even as like noobs, right, understand that when your leader leans into you and says, hey, you're not doing this. You're not doing that. It's not out of a sign of arrogance or I don't like you. It's really out of a position of love, right? I want to help you be who you are. And sometimes we have these blind spots. And so

for him to talk about that, I thought was really amazing. And like Tom Landry is, their job is how to get better is we all have those blind spots. Yeah. Yeah. And it's also so important he mentions in the book to create a safe environment for these discussions that people not only are they allowed to share their opinion, but it's safe. They're not going to get in trouble. No one's going to hold it

against them or scream at them or you know, it's good because you really, if you are the leader of the business, you would like everyone's opinion because one of them might be okay. Might be a good opinion out there. You don't want them to just clam up and just say, whatever you say, Marty. Right.

And, I mean, John, I want to teach your horn, but I mean, that was one of the things when I worked for you as I thought you were a great leader because you were always open and you love to say, what do you think? What do you think, right? What are your ideas? Like, how many leaders don't do that? No. I just didn't know the answers. I was looking for some help. Which is good.

But even if you do the answers, you still, I mean, you knew the answers. You had a feel, I mean, you were, you know, I always laughed because I think I learned a lot of my reading. from you because you used to always have your reading list. And since I've known you for 30 years, I love that at an earlier interview, and they said, well, what makes a new friend? And you said, well, somebody who's not 25 years. You've known a lot of people, but being open

and to new ideas to hear what people think. I mean, as leaders, right, we think we're visionaries. We're running the company and our ego says, we have to have all the answers. And we don't. Like he even goes in to say, you don't have all the answers just because you're CEO, you're good at one thing. But your team, like when you build, you know, they say hire people smarter than you,

it's not that they're smarter than you might be still the smartest person, but you hire a head of sales because they're good at sales. You hire a CTO because they're good at technology. You hire a really good service person, right? So they're smart in their areas. And so he kind of talked about that team building is not just a good technology. hiring smart people, but hiring people that are really good at what they do. I agree.

And, you know, I think I've talked to you about this before, but of all the people that we've worked with, you know, Reed Wilson has become a really good leader, and he has built a great company, sold the company. But of all the people that we've worked with, nobody called me more than Reed Wilson over the last 15 years. And he would say, John, I got this thing. I'm thinking about firing this guy. and what do you think, you know, but he didn't just call me.

He probably had five or six other people. He would call it. He would just get the input, look at the input that he would decide. Yes. That's something that a lot of the leaders don't understand is they don't have to do what the people say. Just get the input and make a decision. Make a decision. And I think that's, you know, one of, I call them sort of my be better attitudes,

but one of them is courage. Yeah. And it's interesting is, and he talks about courage in the book, is courage to hear other people's opinions. Yeah. Right? I mean, we live in a world. There's Gary Vanderchuk, most people hear him. I was a huge follower. It kind of stopped following him. And I started listening to something. And he said, we're living not in a red or blue world. We're living in a purple world. Like there's no just, you know, we, there's not that one answer. There's purple. It could be different things. And Reed was great. He worked for me in the West Coast. We'd go into a lot of stories. We have to have him as a guest. We do. But some funny. funny, funny stories with Reed. But yeah, I think being open to what other people think,

I think is one of the greatest signs of a leader. And when the leader becomes closed off and wants all the answers, I think that's when there's a problem. Okay. All right. Well, we're going to take a quick break. I guess break here a word from our sponsor, Fruit of the Loom. We'll be right back.

Don't forget to pick up your coffee. of Sales for Noobes. This book will help any young person that wants to go into sales. You can pick up my CD Jazz at the Falls on Spotify or Amazon. Your choice. Hope you enjoy it. All right, welcome back to Noob School. I hope you enjoyed that quick break. We have added, as you can see, Greg Jackson has joined us. Greg is a colleague and friend going back 27 years, we think. 25 years. I worked with me and Marty. And he's in town visiting from Austin, where he runs a technology company, of course.

And anyway, Greg's a good friend. And we asked him on the show today specifically to talk about a book. So what book influenced you the most or what's your favorite business book? And Greg said, I said trillion dollar coach. Trillion dollar coach. I did. That's right. So Marty and I had a quick little pre-discussion about this.

And I said he was. a mediocre high school coach. Marty says, no, no, John. He's a mediocre middle school coach. And Greg says he was a college coach. He was a mediocre college coach. But then when he still coached, like as once he moved, I think it was in Atherton, which is this really richy suburb out there. Yeah. He coached the middle school. I think flagged, girls flag football team. And they were really good. So he made them really good. But as a college perspective, it was not. not that great. So a few of the facts got great, but I did want

to comment about Marty. You're allowed to? You're sure. Well, the purple thing. Yeah. I was like, is that your cue? I was thinking, offline, is that his cue to talk about it's not red or blue, it's purple? Or is it a Clemson thing?

It's, I think it's the purple thing that I was really trying to say, but I didn't think about that, so I'm glad you brought that up. Or it's you know, his favorite artist is Donnie Osmond. Of course. Of course. it is. No, Ozzy Osbourne.

Oh, my gosh. But it is a good book. Can I make one other comment about that? And you actually coached me on the list, and he said, just make sure it's not one of those really heady, hard-to-read books. So I had to pick my favorite book, but there was a sure book. It is a good one.

And the things that you guys were talking about in terms of it, about the people, those types of things, there's a couple other things that kind of jumped out at me. And, you know, one was, you know, I had never heard of this guy. I guess if you were in that ecosystem, you would have. But your comment about how impressive it was that he was helping all these people and the whole coachability and the people aspect of it. And then the other thing that jumped out at me was from a leadership perspective,

the whole notion of solving the hardest problem. And that's, you can get distracted oftentimes on keeping the mechanics right and this and this and some of the routines and those type of things. And you want your habits to be healthy so that you're driving forward. Making sure that you're focused on solving the heartless problem and the candor to be able to have those tough dialogues is interesting. Yeah, I think like that whole accountability. And, yeah, you talked about the elephant in the room. And, you know, one of the hardest things we have as leaders is to lean in to that difficult situation.

Yeah. To handle that accountability. but when we do, right, because there's going to be that blowback, there's going to be that fight. And to stay in the moment, once it's out there, then you can address it and you can move on. And so, yeah, it's a great point in that piece. Yeah.

I had a guy, you know, having a difficult conversation with somebody, a coaching conversation is difficult. And it can be difficult on both sides if not done correctly. But I had this guy, Bill Lee, who's been so helpful to me over the years, And he was the best at it. I mean, he could tell me anything. Yeah. And make me feel okay about it.

Yeah. Because he would say, first of all, his body language, he'd be like, you know, like he'd be close. Like he cared about me. And he'd smile and say, Greg, you know, if you're okay, you know, you asked me to help grow the revenue, right? This might hurt your feelings, but if you're okay with it, I'm going to tell you something. I think if you changed it, it'll help the revenue go up. Are you okay with that? Yeah.

Yeah. And then he would tell me, and then he would, you know, big old smile and turn his head a little bit. And I felt okay about it. But, you know, any other way you kind of put your shields up. Yeah. You're like, what are you talking about? I know what I'm doing. Yeah.

So anyway, he was very good at that. Well, it was funny. One of the lines I kind of learned, and we were working on leaning in, like, there were difficult conversations. And we were taught that we would sit. down at somebody and say, John, is it okay if I lean into you? Yeah. Right?

Because one of the things that we find when we're trying to work through a behavior or a situation is we ask permission. Yeah. It sounds kind of odd, but you know, Greg, is it okay if I lean into you, right? And people will be like, yeah, sure. And so they now know it's coming. You know, I always said it's like when you're driving and you just turn, right? You're a passenger.

You hit your head out like, I hurt. But if I blinker, hey, I'm making a turn. and I think if you can signal a person, it's true. It's good. I've had this, people do this to be before, and I use it now too as a technique, and it's, it's around, this isn't going to be an easy conversation or this is going to be a difficult conversation. And I think people appreciate that.

And it actually kind of gives you the, you know, the full air and the lungs to be able to do it. And then it's never easy some of those things, but I think it's a good way to make it happen. And that's what I liked about this guy. And the other thing that he pointed out in there is if you've got to give somebody a swift kick in the ass, you know, one is make sure you do it privately, right? And then at the same time, you know, remind that you're doing it for, you know, a reason and a purpose. Out of love, right? And it comes back to the love aspect.

Yeah. Which is, and when that happens, you get better and you do better. Yeah. Yeah. You know, one thing I think one of a big lesson out of the book is, and I would hope like any young person, any new leader, is the fact that here is a guy, a football coach, going in coaching the greatest, some of the leaders, but they were open to hearing. They were open to trying to be better. And I think that's where, you know, in sales and leadership and anything we were doing is, you know, one of the keys is to be open to. to learn, to understand we have blind spots, to understand that we don't know anything or everything.

Yeah. Yep. And so hearing sort of this sort of, you think average show guy coaching these people, I think it's like a really good lesson. It is. And it's interesting because, you know, part of it is the narrative on a jobs or, you know, these other, you know, famous leaders is that it's all an individual. They did everything themselves. Right. The truth is they got teams of people that are helping them. Yeah. Not necessarily teams. but key, strategic coaches or those types of folks that are making a big difference, which is pretty cool. Another thing in there was just about the feedback, feedback being key to improving.

Back in our early days, we would listen to the reps make calls, or we'd listen to the tapes of the calls. And some of the people that I would say were good reps, you hear a tape, they'd be doing something entirely wrong every time. Like, for example, they would say something like, they would just talk, talk, talk, talk, talk. And they would say, basically. And then they'd talk, like, basically.

They just kept saying basically, you know, and so they got all the other than the phone is like, this is driving me insane, you know. The guy won't stop saying basically. And so you got to tell him, and say, listen, I know you're doing pretty good, but if you stop saying basically, you're basically going to double your number here, you know?

Yeah. And so, you know, that's just, just pure feedback. If you don't get it, you'll be saying that your whole damn life. That technique that you've done for years, which is awesome, by the way. He actually referred to that in a way when he's asked to go and work with a team of people. And the important thing was, he just goes in and says he listens and observes. Right.

When you do that, it's amazing what you see that others don't. And to be able to, because that's got to be kind of interesting. Going into a Google senior staff meeting and you're just sitting against the back wall seeing what's going on. Like in terms of the dynamics of the people and then to be able to go and help. One, it takes guts to ask for that. Right. In terms of going in there. But, you know, that's a good technique.

You don't, you know, oftentimes it's like if you think you're going to have a coach, they're going to come in and tell you everything to do. Well, the most important thing at the front end is probably to listen a little bit. Yeah. Find out what's going on. I totally agree. Yeah. I mean, blind spots is our biggest problem, right?

We just, we, we sort of have our own internal view, but getting that external view, like you see it over and over again. It's kind of a different example, but we were working in plants, like in the maintenance team, and we used to do these, like we call them wrench time studies, and we would go out and observe what the worker was doing. Now, they hated it. Yep.

Right, hated it, right? All they're watching me and everything out. So you think about it, we're watching them, and so they should be on best pay, but they should do everything, and it was funny because they still never could get over like 20% of their time actually on the machine. And it wasn't, what we were pointing out,

it wasn't a negative. It was really the processes that we had that you're walking all over the price, the parts cribs halfway across the room. It was like, you know, their work orders were over here. And so just through that observation, we were able to figure out how planning, scheduling could increase productivity

had nothing to do with the worker. They were doing everything they could in that observation. And I think being that coach, being on the outside, being in sales, I mean, John, that was to actually sit down and record a phone call, that's nerve-wracking. But man, you learn a lot. I hated it. But, you know, like you said, Greg, or Marty, you know, they would bring a recorded call every day.

And so the one I'm listening to is the best one of the day. And it still stinks. So the good news is by hearing that in those first few months of training, you can fix them quickly. Yeah. Yeah. So they're not, you know, they don't do that forever. They learn. Yeah. And you know what the biggest problem, Marty, on a new rep's call is typically talking too much. Yeah. They just start getting nervous and they start talking and, you know. Yeah. Well, they think they got to be, you know, they got to be, they think they got to be selling. I got to be selling. I got to be selling. I got to be selling. And it's like, no. Like I always said, just reverse it. If somebody got on the phone with you and we're doing. this, you'd be like click, right? But if they opened up and said, hey, just checking out, how's your day, what's going on? Look, I don't know if this is the right fit for you, right?

Ask permission. Yeah. I don't know if this might be the right fit, but, you know, do you have a second? I can just share with you something that other people like you have used, right? And people like, oh, okay, well, I'll listen to you, you know, as opposed to they just jump into their pitch. Right, yeah. Anything else on the book? the only other observation that I that kind of resonated with me was you're coaching the person

in the system right it's you know if you're a leader is both right and and people have different rules to play at different times and there's probably different techniques that you can use to communicate best with them because a you know a big introvert how you communicate with that person is very different than a leader of sales well and then but you know from a leader standpoint you got to figure out how did these pieces fit together in the overall system and yeah and how do you get the best out of Marty's got a really, really good idea. And he's not going to tell in a room of six people, he's not going to say anything. And so you've got to be able to reach in and say, hey, Marty, I know you've got some thoughts on this.

Please, please share them with the team. And you've got to be conscious of how you kind of manage that approach to make sure that that open communication happens. And you model it. And then over time, people get better with it. Yeah. I again, I think it's just constantly that thought about being open. And I think back to some original stories. Like, I don't even think I knew Greg at the time.

And I was looking for somebody to join my sales engineering team. But I don't know if you were here. And I heard about this guy, right? And he was over in Germany and everybody sung his praises. And so I'm like, looking around, like, who's Johnny Bophilios's leader? And Johnny worked for Greg at the top. And Greg's like, no, absolutely not. Like, who is this Osborne guy?

And then I think you, like, took a day and you're like, wait a minute, what's best for Johnny? And you're like, I got a chance to sit down with him. And he was so nervous, right? Like, he was like, I thought he was going to cry. And I was, and I just asked him a question. I was like, look, what do you feel passion about and what do you want to do? And he goes, I really want to go and do this. And I was like, well, that's an easy decision.

The company wins in that scenario, right? Like it was what he wanted. And if his, it wasn't his heart was not necessarily in the other. It was just he wanted to do that more. Yeah. And go and learn from Marty in terms of that technique. And it's worked out tremendously well. And that was kind of, I think, our first interaction was when we first met.

Yeah, it was. It worked all okay. Worked great. And we've, yeah, I mean, I even laughed like, you know, when you left to go to, go to Austin. And I remember you and Ralph were recruiting me to come down there. and I went down and I really liked what you guys were doing. And obviously I love working with, you know, both our great leaders, you and Ralph.

And I remember my wife says, wait a minute, let me get this straight. You're going to make me leave Greenville. You're going to travel all the time and I won't know anybody. Yeah, I don't think this is going to work. Yeah. So I kind of said, you know what, I'm going to stay in Greenville. So things happen for a reason. Yeah.

Yeah. So. Well, anything else? Yeah. Well, yeah, there was one other thing. I thought it was back to the football story. I thought it was interesting, too, what he said. He was, like, he liked to run his football team, like business.

And he said, when you're in business, you've got to stay focused, and you've got to be in the moment. Yeah. And his phone rang. And he turned around and he showed his team that it was Stephen Jobs, and he wasn't going to take his call. He would take it later because he is in the moment. He's there now. Yeah. And I tell you, that's the lesson that, like, and I learned a while ago, like, we,

how do you be where your feet are? Like be in a moment with your team because what signal do you send? You're in a meeting, you're talking, you're having dinner with your spouse or whatever and your phone rings and you answer it and you talk, what message are you sending to the people you're with?

And so it's just funny, that example is he wasn't even going to take a call from Stephen Jobs. Like, Stephen can wait. I'm coaching football. So I thought that was a pretty cool story. It's very good. It's very good. well Greg thanks for coming all the way from Austin and bringing this great book with you

like to come back and do it again sometime it certainly will we have to get a heavy book for next time by the way you talk about Canada holy crap the other thing is with Canada Greg gets me out there and he says hey let's go skiing yeah oh that was great I think it was the coldest I've ever been in my life minus 20 we shouldn't have went minus 20 yeah like we shouldn't have been on the mountain like we're out there for like uh there was no lift lines obviously. Yeah. So you could do one run and then it literally would take you 25 minutes to unthaw your toes. Then we do it again. But I give Marty credit. So when he pays for something, he's going to get his money. He spent the whole day. Yeah. We are not

leaving. Greg's like, can we go home now? I was no. The chairs are still running. All good. All right, guys. Thank you. Appreciate it. See you next time.