Why Doctors Don’t Have 'Are We a Fit?' Meetings

They diagnose, they lead, and they create clarity. That’s what builds trust. 

I’ll show you how to adopt this mindset in your selling conversations to establish authority and eliminate uncertainty.

In this month’s Stump The Guru show, I’ll explore why doctors never ask, “Are we a fit?”

I've made it my life’s mission to create the clarity that is missing in the traditional sales process, through decades of working with thousands of business owners all over the world, refining Trust-Based Selling into a true art form:

· Stop "chasing" ghosts (leads that never call you back!)
· Make the sale in ONE conversation, without pressure
· Stop selling, create deep trust instead

I’ve taken my mission one step further and created a livestream show called “Stump The Guru’” -- where you get the opportunity to jump on live and ask me your toughest sales questions that you’d love an answer for.

Get Ari's latest best-selling book "Trust In A Split Second!" for FREE along with a Complimentary Lead & Sales Growth Consultation (Value $995.00) at http://www.UnlockTheGame.com/FreeConsult, and join him as a guest on his podcast "Stump The Guru" and get your chance to ask Ari one-on-one questions, fill in the form to be clickable to this link: https://links.arigalper.com/widget/form/rh5YanDqzZqPHVBCKlKG

Transcript

SPEAKER_05 0:00

Hi everyone, welcome to Stump the Guru podcast with your host, Ari Galpa, the world's number one authority on trust-based selling and the creator of Unlock the Game. This monthly podcast will bring you guests from virtually every industry unrehearsed to try and stump Ari with their most difficult sales challenges. This podcast is for business owners, financial advisers, entrepreneurs and sales executives. The guests on this show have only one goal in mind: to stump Ari. And Ari has one goal in mind: to overturn the notion of selling as we know it today by building trust between buyers and sellers.

SPEAKER_04 0:44

Hey everybody, welcome to the Stump the Guru Show. It's Ari Galper with Trust-Based Selling. Hope you're doing well. We have a large audience around the world who listens to this through our podcast channels, uh, where we have this recording there available on YouTube and uh Spotify. Uh, we are all about uh 100% trust building that replaces selling in the sales process. Been doing this for now for two decades. We have a large body of work around this, a large following, and this is our show where people jump on live and ask me a question, uh but that's challenging for them, or where they're stuck in their sales process, or they have an opportunity they cannot convert anything, or you feel like you're stuck in your process. You can come here, ask a question, and I'll provide you a unique perspective from a trust perspective. Uh so I wanted to mention a couple of things. First of all, we just launched our trust academy, our six-month deep dive program where you can become a master practitioner in trust-based selling. It starts in a couple of weeks. Uh, the URL or the website is right in front of you, regalper.com forward slash academy. I'd recommend highly, if you know my work, to read that page carefully word for word. If it resonates with you, then submit an application, expression of interest, and then we can have a conversation. And if we match up, then we'll allow you inside the program. It's a small group, just 25 students only, with our head coach and business partner, Sam, who I've mentored for many, many years. This is the first time we're doing a real deep dive for people who understand what we do, but find themselves slipping out of the mindset, really need to make this a new muscle in their body, so to speak, in their mind, and don't want to dive dabble in it anymore, but they want to really get to a level of master practitioner, not just for yourself, but once you get this program, you'll be able to also teach other people in your environment, your colleagues, your salespeople, um, your clients, uh, teaching them the same thing you're learning and you by you walking the talk. So we're super excited about this because it's not a short-term fix, it's a permanent installation of a different mental mindset with a whole set of languaging and processes that you cannot get through a quick video or a quick post or how we're else learning these days. So I highly recommend that you go to arigalper.com, Fortress Academy if you know my work. Uh, this is a once-in-a lifetime only opportunity. We've made the enrollment fee very reasonable for people who are serious about this and committed to want to really master this so they can stop chasing leads, they can stop doing free consulting, stop educating people, and get off the addiction of needing more leads. Um, so hopefully that's inspired some of you to take a look at it. I think you'll you'll enjoy the program because uh it's one and one of a kind. Uh so look, this show is all about um uh helping our listeners and our viewers and our clients and our members to really understand the depths of what are what's possible inside a sales conversation by removing the like and the no process, which is the relationship part of this, and focusing more of it like a doctor-patient um relationship with a prospect who just who is knowing you for the first time. And the theme for today, and you'll see that in our post that led up to today, is this whole idea of the concept of a fit. And a lot of us grew up in an age where we are taught by our mentors of sales coaches that our whole mentality, our whole job was to meet with someone for the first time in our sales process. And in our mind, our our concept is let's see if we're a fit, to find a match between what they're looking for and what we have to offer. And we not only have that so ingrained in our processes in the back of our construct, that we now we even tell our prospects, nice to meet you. Look, we're gonna see if we're a fit today. And if we're a fit, great. If we're not a fit, uh we won't work together. It's a classic sort of sales line that's been used over and over and over again. And let me tell you, that no longer applies in this day and age in this economy. And I'll tell you why, because you know, the whole fit concept worked great when you had a unique product that others didn't have or very few had, then it made sense for you and them to say, yes, we're fit. But now we're in a commoditized economy, what I call the trust recession, where you're being shopped. It's no longer are we a fit. Now they're shopping you. And what that does when you use the whole fit model on top of your conversations, what you're doing unknowingly is creating a peer-to-peer relationship with them where you're an equal, you're not an authority, like a doctor, right? A doctor doesn't say to you, let's see if we're a fit, right? Because once they do that, it first of all be kind of awkward, but if they did that, it what it does, it relegates the relationship back to a almost like a friendship, like let's get together, become friends. That is not the kind of structure you want to have pre-sale where somebody doesn't trust you. You want to have the positioning and the process and the mindset to basically be the doctor and not see if they're fit, but for you to diagnose their problem, for you to determine if their problem is serious enough, uh, is costing them enough, and they're committed to solving it or not. It has nothing to do with your if you're fit or not, because the meeting isn't about you two together at all. Your first meeting is only about your ability to unpack, go down the iceberg, and really get to the bottom of their issues. So they say to you this phrase, how can you help me? That's not a fit moment. That's the patient's hand to the doctor, how can you help me? Uh, and so I want to begin to give you permission to let go of this concept that you believe your job is to see if you're fit with these prospects. Because the the the structure has changed. They're shopping you, they're not saying themselves, are we a fit? We're saying it, it's not it's a mismatch. So anybody that's taught you this concept um it just does not fit with where the world is today because the market is ruthless and your prospects uh view you as one of many. And they aren't looking for a friend, they aren't looking for a peer relationship, I promise you. Now, of course, once they're a client, then you build a relationship with them, but not before they're a client. That just breaks all the trust process. Why? Because when you start your process with a mindset of I'm gonna build a relationship with this person, what you're automatically doing is extending your entire sales cycle from to multiple steps, a long sales cycle, and trust does not arrive until the end of the process once the relationship is built. So think about it for a second. You've got someone on a Zoom meeting or a physical meeting who came through through referral or a lead through LinkedIn or however you get your leads. And now what you're doing is starting the process building a relationship with them. You're automatically extending the time that it takes for them to trust you. Why would you do that? That makes no sense because they're already off to shop for somebody else once you gave them an education and information. So back to the theme today. Your goal is not to see if you're fit with your prospects. Your goal is to see if their problem is serious enough and grave enough, and the impact of it is large enough for them to commit to their own problem, then you can walk them through the treatment plan for how to solve that problem. So I want you to think about that today and ask yourself if you're still going into your conversations, trying to see if you're fit and trying to bond with them and trying to build a relationship with them, which is actually killing your trust process, which I now sounds contrarian. But this is why we're launching our trust academy, because in the trust academy process, we'll be addressing all those myths, all those constructs you're probably still holding on to from all the years of the input you've gotten. And it requires a shift in your thinking and languaging and process to catch up with where the economy is going. If you're hiring new people or new salespeople, they definitely need to get this on board now rather than getting old habits, and then it's too late by then. So we'll open up the show uh and we'll see who's in there in the background today who wants to jump in and ask me a question. I know Sam's here, my business partner as well, and we have a lot to riff off all the time, riff on all the time. So um, because he's he's in the front line just like me every single day. So, Steve, how are we doing back there?

SPEAKER_03 9:47

Alrighty. So nobody else is wearing blue and orange but me for our New York Knicks. I'm shamed to know the two of you, you and Sam, darn you both. I'm gonna bring Derek on, who I do talk about basketball with from time to time. Hey Derek, how are you today, buddy?

SPEAKER_02 10:02

I'm good, Steve, and congrats to the Knicks. So long time coming. Hey, Ari. Um, I got a question. This one's a bit of an unusual one. So I've been dealing with this um this particular opportunity um probably for the last few months. You know, the funds are there, cost of an action is there. The challenge is that um this individual is managing a team of three different sites, and she's refusing to take responsibility on action to do something. She's putting the bonus on all the members of her team. It has gotten to the point where the members of her team have said, I don't care who we choose, let's just choose a solution because we have problems and we need to fix them. So she basically said to her team, Well, you guys got to decide. I can't decide for you. So I'm trying to I, you know, and and Ari, it's it's gotten to the point where you know, members of my internal team have been saying, Why are you still dealing with this person? And the thing is, if I lose this opportunity, it's gonna put other um sites at risk within my account because then they'll find out, oh, we went with somebody else, and that. Um, but I'm trying to figure out a way, languaging or something that I can use to you know pull out the elephant in the room, and that this is getting out of control right now.

SPEAKER_04 11:32

Because it's are you saying, are you saying that she's afraid to take a leadership role and lead to help them make a decision? And she's delegating the whole thing to them.

SPEAKER_02 11:44

That's right.

SPEAKER_04 11:46

I see this all the time, Derek, and more and more all the time. I had a call myself just a couple days ago with a CEO and a couple of salespeople as head of sales, and we went through the same process you're going through. We unpacked their problems, and they are losing so much money every month on conversion because your sales team's chasing leads, doing everything wrong. Um and they they were all talking, admitting, like, you're right, you're right, you're right. We yeah, I hate doing this, and we're losing. I swear, this was happening live. I'm saying to myself, Wow, they're kind of getting it. And at the end, the CEO who's a decision maker says uh says to like it's his money too, like says to the everyone else in the line, they he says, So what do you all think? I'm like, think about what we just laid out your problem, and then they all look at each other now. Goth that work in the same company, you got a boss there's politics. They all look around and go, Yeah, well, I think it sounds good. And and I said, Well, what do you mean you think it sounds good? The real question here is do you want to solve your problem or not? That's costing you eighty thousand dollars a month in lost conversion in your salesperson time and your need to spend more money on leads. Do you want to solve this problem or not? I I said this with a smile on my face because I don't want to, you know, and and then they said, Well, this is this is amazing to me. They said, Well, why don't we discuss it and we'll let you know? I'm like, discuss what so what I'm trying to say is this is more common than not, more often than not, because the leaders in these companies are afraid to add innovation and to show a path to their people because they want to preserve their culture of everyone sharing their ideas, you know, that's which is great, but somebody somebody has to lead the way and make the decision whether people want to do it or not, and that was astounds to me. So, anyways, back back to your scenario. Um what kind of relationship would you have with her? Is she you guys get along, or is she a bit detached, or do you feel like you have something personal with her?

SPEAKER_02 14:13

We get along, Ari. There's no question. I think I I think now it's gotten to the point where now she's pre-screening my calls. And so um why is she doing that? Well, the reason being is because and there's um she wanted to do one final thing, get so two or three stakeholders involved to do some testing, and um, she was supposed to provide us some deliverables for that, and she did not come across it. Um, you know, I was using REAI to communicate in that, and now she's blocked me.

SPEAKER_04 14:49

So hold on, this is like a whole different issue now, Derek. If she's blocking you, that tells me she doesn't trust you. Yeah. So I'm just trying to help unpack this because there's one thing you're saying about what she's not doing. Now, the fact she's not even open to talking to you about this tells me something else was broken earlier on between you and her, somewhere in your process where she's now blocking you, not talking to you, because she must she must be feeling from you that you're maybe attempting to move this thing forward, and maybe she feels some pressure, and that's why she's blocked you out. I don't know. I'm thinking out loud here. What do you think?

SPEAKER_02 15:32

Probably. Well, that's why I've I backed off on this. Sorry, but she's done this before and then she's come back. Um, so this is nothing new. Um, she's gets overwhelmed and and then she circles back. So I I I recognize this pattern. Um, so I'm not taking it personally, but sure.

SPEAKER_04 15:50

No, no, I wouldn't take it personal, but sounds like whatever has happened prior to today has caused her to put her guard up with you.

SPEAKER_02 16:01

Yeah, because the thing is, Ari is when it's happened in the past and she said, I'm gonna get to this and this. It she doesn't, you know.

SPEAKER_04 16:13

I get it, she's she's she's stalling and procrastinating, and you're probably probably your frustration is being conveyed uh somewhere to her in your follow-up process to her out of exasperation, saying, Come on. So now she's like, Okay, I gotta back off. So it's like this sort of accordion kind of listen this dysfunction dysfunctional relationship between you and her. Don't ever go out with her, it's not gonna go very well. No, but but I'm just joking. But I think I think the first thing here, Derek, is we have to recognize what it is, what it is in the right sequence. Okay, I think the first step has to happen here is we have to diffuse the tension between you and her, right? That doesn't happen, nothing is gonna happen, anyways. So have you thought about have you attempted the apology approach yet with her?

SPEAKER_02 17:06

I haven't, Ari. I mean, I the the fall on the sword. Um, I'm I think when to use that because I I also think in the past you had some beautiful languaging, and I don't remember to really call out the elephant in the room when somebody stalls and feels like we're at a so I'm trying to figure out the order of things. I mean, to me, if she had disappeared for two, three months, I would use the fall on the sword approach, no problem.

SPEAKER_04 17:33

No, but she's ignoring your calls now. Yeah, so maybe that it's time to pull out the fall in your sword approach. Here's what you need to do, Derek. You gotta leave her a message or drop her email around the message of uh hi, you know, first name. Uh, hope you're well. I I've I haven't heard back from you. I've left you a message or two, and I just want to apologize. It it's possible that somewhere in our conversations recently, I may have not fully given you what you needed or not answered your questions, or maybe you feel some pressure in some way from me, and I want to apologize for that. Um, because I I only want to help and I don't want to in any way make you feel uncomfortable with the whole process. Um, if you can provide me any feedback to help me um kind of be better at this, this it would be great. Um, I just wanted to make it make it good between you and I to make sure what we're comfortable together to have a chat or something around that concept. You just need to fall on your sword somewhere here because you got to break the tension, you gotta somehow bring the guard down, otherwise you can't even get past square first base. It's you and her now, it's not the other problem right now. The first problem is you and her, the second problem is her and the team. Now, let's just say you do this, Derek, and you get a breakthrough and she talks to you. Oh thank you. An actual I could talk to her. Yep. Then if you if you crack melt the ice on the first level, then the next level would say, let's say her name is Julie. Julie, I've been thinking more about your situation, and I've been realizing I've been thinking more about how you're having your team decide what they want to do, and I know they expressed they want to do something. Um, would you be open to making a recommendation to them to do we initiate at least this first phase in the process and have you lead that process because maybe they need that direction uh to be able to finally make their decision? Would can we come up with some something around that, a strategy around that where you take the first step on this? Would that even be possible at all? I would just present that to her as a kind of message saying, I need you, you need to do something to lead the way, otherwise, no one's gonna go anywhere here, and you're kind of stuck between two places the problem and the solution. And I'm trying to get you out of the middle of that, right? Or maybe you have other ideas. What do you recommend, Julie? See how I'm saying it? It's like we're a team on this together. We have a stalemate, we have a stalemate, it's frozen, right? Go ahead.

SPEAKER_02 20:16

I I I agree, Ari, and I think it's gotta it's gotta shift that way rather than because you know, here's two things that I think are gonna happen. Number one is she's probably uh she might be open to it, and I haven't taken that approach or second, she goes back to the team thing, and and we have to shift away from that because correct, yeah. So if she happens to go, well, you know, I don't know, I gotta check with the team, and you know, some way Ari, I have to keep moving the needle the other way, and and and I'm trying to think how can I do that without kind of irritating her or upsetting her.

SPEAKER_04 20:59

I understand. Yeah, only way I can do that is to ask her how what she thinks is the best process to move out of the stalemate and to provide her other offices the path to move something forward, at least to a first step. Because it sounds like they they they on their own won't do without her her rubber her stamp of approval. Is that right?

SPEAKER_02 21:25

It's not without it's it's it's I think she's just afraid to take the responsibility.

SPEAKER_04 21:31

So why is she afraid? What's she afraid might happen?

SPEAKER_02 21:36

She's afraid that she chooses a solution, and then there could be one group of people that go, you know what, I don't like the solution or whatever that we went with.

SPEAKER_04 21:48

But aren't they already bought in on it? You said they were already a gung ho about the solving it, weren't they the solution or not?

SPEAKER_02 21:56

They're they're not. They're not.

SPEAKER_04 22:00

Because I thought you said they were saying the problem they recognize is they want to work on solving.

SPEAKER_02 22:05

Well, they they recognize the problem they won want to solve, absolutely. And so it's between us and another vendor, and and literally it's like let's just choose one. That's what it's gotten to the point. Let's just choose something. You know, you use both the same? There's some nuances, some differences, but I but at the end of the day, I mean it's just they need to solve these issues. That's the problem.

SPEAKER_04 22:38

Have you been in contact at all with those other uh offices, the key people over there?

SPEAKER_02 22:42

Only her sorry, the the other officers.

SPEAKER_04 22:48

Have you been in contact with the other key people besides her?

SPEAKER_02 22:52

Absolutely. I've gone on site, I've talked to all the other uh stakeholders. Absolutely. Absolutely.

SPEAKER_04 22:58

Why don't you ask them for their advice? Why don't you ask them, John, what would you recommend we do at this point? It sounds like nothing's happening. What what are your thoughts? Because I think, Derek, you're out of answers only because you're on the outside, not the inside. The inside has the answers. Honestly, if it was me, I'd be talking to each of those people around her and asking them for their feedback and their advice how they suggest we proceed. That's the bottom line. They're motivated. Sounds like they're motivated, they want to work on the problem, right?

SPEAKER_02 23:37

Yeah, they want they want to work on the problem, yeah. But we have you we have a double-edged sword here where we have a leader can't make a decision, they want to choose a solution, you know.

SPEAKER_04 23:48

So start start with them, not her.

SPEAKER_02 23:52

Okay.

SPEAKER_04 23:53

Ask them what they recommend as the best process to make this happen. Because you can say, I'm out of ideas. What do you guys recommend? That's what I would do. Fall on your sword with them. Okay, see what they say. I bet you they'll think of an idea you haven't thought of yet.

SPEAKER_02 24:13

You never know. I'll see.

SPEAKER_04 24:15

All right, Eric, good to see you again.

SPEAKER_02 24:16

Yeah, you too. Thanks, sorry.

SPEAKER_04 24:18

All right, we're back to stuff the guru show. As you can see, we often have very thorny, kind of uh challenging, complex issues that can come up, and you can see all the layers that we're in that situation. And when you're in the middle of these challenges, it's hard to see the layers. And so, part of our work that we do here and we teach our clients to do as well is to really see a 360 view of the scenario and break it down, look at all the situations and look, find out where the open doors are to get to the truth, not the sale, the truth of what's really going on. And oftentimes people on the inside will have the path and the answer to help you solve their problem as long as they trust you to be vulnerable with you and tell you what's really happening, and because they would know the nuances in this scenario of how to proceed, as opposed to an outsider versus an insider. So these are the kind of thorny issues that we work with a lot uh in our processes. And and I can tell you in general, what you're seeing here is a classic example of how selling in itself has become so dysfunctional and so complex, very difficult to untangle if you're thinking from sales perspective versus trust perspective. So we've got a few minutes left over. Anyone else uh left over there, Steve?

SPEAKER_03 25:35

Yeah, I'll bring Sam on. So Sam's we've got some others, but they haven't the cameras aren't on. So let me just apologize to Sam. Sam, we were talking in Slack last week. I'm sorry. Australia got just throttled. I don't know what to tell you, man. You you you know, New York is humming right now, USA is going nuts with the Knicks, and it carried over to soccer, the sport I have no clue about. But uh yeah, man, I'm gonna I'm gonna leave you two at it.

SPEAKER_00 26:01

I I thought my tumbleweeds cricket message was a bit enough, but to apologize for it anyway. Yeah, no, it was it was uh it was a good game for you guys. Sam, what are your thoughts on on today's conversations?

SPEAKER_01 26:14

Yeah, look, excellent, Ari. I mean, one of the things going back to what you talked about about the doctor-patient sort of relationship, one of the things I'm hearing a lot from clients, and it's a behavior that they're doing, and I'd like to get your perspective on it. And it's probably something you've come across, but people feel like they've got to go into the conversation, they have to do this framing, right? They've got to frame the conversation. They say, Look, okay, so look, let me tell you what's gonna happen here. Uh, you're gonna talk a little bit about you, I'm gonna talk a little bit, I'm gonna tell you a little bit about the process, and then if we're a fit exactly what you said before, but actually start with this whole concept of framing the conversation, right? What are your thoughts around that? Are you seeing that as well?

SPEAKER_04 26:59

Uh, yeah, you know, the more I think about it, when I start with new clients, I ask them what how do they start their meetings, and most of them start framing with the prospect to try and control everything. This comes from some old sales training programs that are out in the market now who teach this whole idea of overlaying a structure on top of the conversation in advance to squeeze out the answer at the end. And just as I describe it to you, that's pressure oriented on the other person who doesn't know you. And so, as you know, we teach not to do any of that uh because your goal is trust building, not getting a yes at the end, but getting to the truth of whether their problem deserves a solution or not, and that's a different trajectory which changes the approach.

SPEAKER_01 27:52

Yeah, absolutely. And I think you know what you said was perfect. I mean, it creates pressure, even if it's subtle. I mean, you go into a conversation, you don't really know what's happening, other than the fact that you know what the person does, you know what they do, and you're going into it quite genuinely open, and all of a sudden you the first thing that comes out of their mouth is right, this is the framework of how we're gonna have this conversation. We're gonna go through this, that, and the other thing, and then we're gonna have an outcome. I mean, to me, that's like, oh, geez, okay. Now I'm on the box seat here. I've got to comply to this framework. I'm stressed.

SPEAKER_04 28:26

Well, it's it's like the doctor doesn't say, Look, here's the plan for today. All right, we're gonna do this. No, that's for they say to you, where does it hurt? And then it's a natural way you engage with an authority, it's the way you begin to feel comfortable opening up to people by adding that frame and the whole fit concept. What it does is it compresses the trust, the space of trust to allow the other person to be vulnerable with you to open up to you. And I think that's the lesson here as we come to a conclusion, is that the goal is not to sell to somebody, the goal is to create enough space with them where they feel comfortable telling you the truth and they trust you to deep level, where they themselves drive things forward. And of course, you're teaching the trust academy coming up. And I'm encouraging everyone listening today to go to the the aregalper.com forward slash academy and read that page carefully and watch the video and understand the philosophy and approach that we believe has been working for so many years and is so important. And of course, you walk the talk and you'll be teaching that program, and I'll be a guest who could bring in every once in a while. But I think hopefully from today, people have picked up that our way of thinking is different than other other ways of thinking, and it's not for everyone, but those who resonate will be a good fit. So, any last thoughts for you on maybe the Trust Academy program as well?

SPEAKER_01 29:51

Yeah, look, I mean, look, the fact is that there's been a lot of conditioned thinking and a lot of people doing things the old way. And look, it's not working. Times have changed, it's a commoditized environment, there's plenty of people that do what you do. And if you're happy with sort of living in that world and and losing a lot of qualified opportunities, because the main reason is that you know trust is the broken piece, it's a trust recession. And if you want to move out of that, then there is a path forward, and you know what? It's more natural, it's more authentic, it's just more of a pleasure. And once you know, you look back and you think that old way just didn't work, and and the new way is it's just a new learning skill, a new muscle. If you can embrace that, it really becomes a game changer. It's as simple as that.

SPEAKER_04 30:38

Look, in the day and age of AI, only way you win this game is by you mastering the art of human-to-human trust building. That's the last gap left to preserve your business and success over time. So, on that note, Sam, thanks for being here. Uh, again, if you have not gone to the academy page yet, go to arigalper.com forward slash academy immediately. We only have 25 spots that will be closing very soon when we start in July. And I'd encourage you to be open to challenging your own thinking and deep diving into a trust-based approach to help you succeed with what's happening in the world these days. So, on that note, thanks for coming today, and we'll see you all next time. See you all right.

SPEAKER_05 31:20

We hope you've enjoyed this month's segment of Stump the Guru and that you've discovered some new trust-based selling strategies that you can apply directly to your sales process. You can get access to Ari's trust-based selling 60-minute masterclass at www.unlockthegame.com forward slash video. And if you want to go one step further, you can order his latest book, Unlock the Sales Game, and get a free one-on-one sales growth consultation at www.unlockthegame.com. Before we say goodbye for now, if you enjoyed this podcast, please take a moment to review this podcast. It's easy. Just scroll down to the bottom of Stump the Guru Podcast within Apple Podcasts until you reach ratings and reviews. Click one of the five stars under Tap to Rate to leave a rating. Thanks so much, and we'll see you on the next show.