Facing uncertainty can be challenging – being a business owner facing uncertainty is tougher.
Red Direction helps you [fast track and] grow your business – authentically, pragmatically, and resiliently.
Starting the conversation:
Finding repeatable processes offers indications about what levers you have within your business to grow. To acquire new clients and keep existing customers. To get the word out and make the phone ring. To have a sales team that is selling the solution you are offering. Once your process is known, the levers become clear and your focus can be on optimizing the process for higher return.
You will hear about the five types of sales questions you must know regardless of your industry; the fact that the skills you have may not be the skills you need; and the importance of committing to your personal skill development. Jess Dewell talks with Jeremy Miner, Chairman at 7th Level, about having a set of skills that will support your success today and in the future.
The skills you need to run and grow your business are different than the skills you have selling and delivering your solution. The learning you choose to do, like listening to the BOLD Business Podcast, helps deepen skills you already have and develop skills you want to acquire to guide your business successfully. Knowing what you can control in the sales process is something that Jeremy Miner, Chairman at 7th Level, can help you with.
Host: Jess Dewell
Guests: Jeremy Miner
What You Will Hear:
Boring is the new cool – accountability outshines new ideas every time.
Pick the skills you want to develop and know can ensure tactical execution.
Rote repetition creates ruts, it is important to keep developing your skills and adding depth and technique.
Big setbacks occur because didn’t have (or didn’t use) the right knowledge.
Hear the 5 sales question groups that you must know – regardless of industry.
Your sales process has levers that you can control.
Skills to grow a company are very different than skills for sales.
Additionally, for the Fast Track Your Business Today Uncut conversation:
Multiple hats are common in small and medium-sized businesses, you will still have a primary focus area.
Growth is intentional, and to grow your business you must know where you want your company to go.
Keep learning – read, listen, and engage in conversation.
Flex your learning muscle and your desire to dig into topics that help your business become exciting to pursue.
Make the time to seek information and grow your skills.
It is BOLD to build a set of skills you know will grow and scale your business.
Welcome. This is the Bold Business Podcast. Your business has many directions it can travel. The one true direction of your company creates the journey for you to move toward a new, exciting level. We call this the Red Direction. In today’s program, we delve into one idea. The idea will support you as you work on ever-present situations, including how to stay competitive in a changing market, how to break through the business plateau, and how to anticipate the changing expectations of your stakeholders. Jess Dewell is your guide. Jess brings you a 20-year track record of business excellence, where strategy and operations overlap. Your Path comes from consistently working from the special place. Your unique True North. Now, here’s Jess.
Jess Dewell 00:51
Welcome to the Bold Business Podcast. And here, this is where we’re getting together, we’re talking about what shows up for us. And you know, the things that we’re facing the challenges, we may have gladly accepted them and planned for them. And we may not have gladly accepted and plan for them yet, we still have challenges, we still have priorities, we still have the way that we’re navigating here and there and everywhere. And bringing the people who have hitched their missions to ours along with us. This is something that is incredibly important as a Bold Business Podcast listener. And for those of you who are also part of our Fast Track Your Business program, this is also for you don’t forget this, not maybe not today, Jeremy is gonna say something that goes Yes, I can use it right now. But by listening by knowing by absorbing, you will remember that the Bold Business Podcast and something that Jeremy has shared with you today is going to be relevant. So that’s why you come back. That’s why you listen to this podcast. That’s why we record them the way that we do. So you can have the information you want when you want it when you need it, in addition to being inspired, and continuing your development of curiosity, and goals and skills to get you where you want to go. So I have to tell you a little bit about Jeremy, because when he and I met, right, I’m like, Oh, I understand these salespeople, by the way, I am one of them. So I can say that with all the love in my heart and all the cheekiness that you have ever heard. When he started to talk to me about 7th level, which is the company that he’s the Chairman of right, this is a global sales training company. Not only is it fast growing, not only is it for many years in a row, not only is Jeremy miner, a contributor for Ink Magazine, in addition to being featured there as a growth company. He’s also been in the Wall Street Journal, Forbes Entrepreneur Magazine. And you know, that’s just the highlight. That’s the tip of the iceberg. So if you haven’t heard of Jeremy minor, I suggest you look him up. Because there’s great things out there that he is saying and we are going to get to talk with him hear from him learn from him in our time together today. Now, not only that, but you might like to know podcast listeners that he also hosts a pause a podcast, so you might want to check out Jeremy miners closers are losers, and his new book, The new model of selling, selling to an unsellable generation. And without further ado, I just have to say, Jeremy, I am so glad you are here with us today.
Jeremy Miner 03:26
Hey, Jess, I’m going to take all of that as a very nice compliment because my kids Sam pretty boring. So thank you very much. And just so you know, that this is important for ,for me. I mean, you brought not care, but this is my 75th podcast had been on this year. Wow. 100 we were getting to 150. We have a lot scheduled in September, October. You’re right in the middle. 75.
Jess Dewell 03:51
I like being right in the middle. That’s so great. Now, that’s you appearing on podcasts? How long have you been podcasting?
Jeremy Miner 03:59
I started our podcast we started probably about nine months ago. Okay. We have about 50 That 60,000 downloads a month right now. So it’s great. Yeah. And fantastic thing that we just kind of started part-time. And then about three, four months ago, the people that edit our stuff, they’re like, whoa, like this thing is really a lot bigger than what you guys think I’m like, Well, how many people download is like, Oh, we’re getting like 50,000 downloads a month and I’m like, Oh, well, is that good or bad? Or I don’t know what that means. Okay, that’s a really good start for podcasts and like, oh, maybe we should put in some more time to this.
Jess Dewell 04:31
The, I’m telling you, that is fantastic. Well, you can’t be that boring, then let’s just be real. It’s okay. And I’m also okay about being boring because that means there’s all kinds of other stuff that’s going on below the surface right? It’s kind a cat.
Jeremy Miner 04:49
And why? Why is boring the new cool?
Jeremy Miner 04:49
Like my CEO would says he’s like, you know boring is the new cool.
Jeremy Miner 04:56
I think I think boring in our sense when we say hey, we’re boring. It’s like we’re, we’re a global sales training firm. So we focus on training salespeople, training organizations, how to sell more of their products and services, not by pumping them up and hyping them up. Because we all know that’s external motivation. It wears out very quickly. It’s like a personal development seminar, you get pumped up a couple days, you come home, everything goes back to normal, but teaching like real tactical skills, like what to say, and what to ask when the prospect says hello, right riggers, then to actually want to engage and actually want to open up to you and go below the surface. You know, we talked about that today. So tactical skills is what we train, because in our mind if you don’t have tactical skills, all that personal development, all that journaling and all that, you know, meditating that you do in the morning, none of it means anything, when the prospect picks up the phone, you don’t know what to say. And you get a lot of resistance and rejection pretty quick, for sure.
Jess Dewell 05:55
And that starts within our own head. So when we say that we’re boring, I want everybody to know that it’s for that very reason. It’s, it’s not shiny, it’s not new, it is something that requires the accountability piece. And so when we talk about boring, there’s also a self-accountability. So your commitment to the skills to the tactical pieces, also then reflects inward, I’m guessing, that’s boring
Jeremy Miner 06:23
Because it’s so important, because without tactical skills, all the personal development you have, it’s like, you know, if I go to an event, and I asked an audience, right, like, how many of you, you know, raise your hand if you worked your butt off? If you work hard. Everybody raises their hand. Right? Right. How many of you work hard? How many of you, you know, you know, read books on personal development? How many of you do this how to do that, like everybody raises their hand and nice, okay, well, you know, keep your hand raised, if you’re making the exact income you want to make as a sales professional, everybody puts their hands down, right? All the work is great. But just like, you know, Michael Jordan says in his biography, I think he said it best. He’s like, look, you can take 1000 jump shots today. But if your technique is off, if your technique is wrong, if you were taught the wrong skills, you’re still going to suck at basketball, sales, it doesn’t matter if you knock on 1000 doors a day, or call 500 people a day and go through the motions. If you don’t know what to say, if you don’t know what to ask that triggers engagement, and continually disarms the prospect from point A of the sale to point B to point F to all the way to the end of your sales process for the sale, b2c, or b2b. If you can’t continually disarm the prospect where they want to engage and open up to you and tell you the truth of what’s really going on, you’re going to really struggle in sales, or if you’re doing good, you’re just going to stay where you’re at, you’re never going to go to the next level without learning advanced skill. So it’s all about learning advanced skills that work with human behavior, that trigger your prospect to go below the surface with you. And that really, that creates confidence in your mind, that gives you the ability to go into each conversation, having full-blown confidence that what you’re saying and asking actually works, to get the prospect to pull you in not just into a really cool YouTube video that pumps you up.
Jess Dewell 08:15
I’m all about, I’m all about getting pumped up. However, when we can do it from the inside when we can do it because we are excited to share when we do it because we know we want to have a true connection. It makes all the difference. And that’s what I hear you saying.
Jeremy Miner 08:28
Think about as a salesperson or an entrepreneur. Yeah. You knew like, Hey, I know that if I follow this process step by step by step in, and I have the right questions at the right time at the right tonality. And I’m going to get XYZ percentage to convert. And it’s a pretty high percentage is that going to give you a lot of freakin confidence to get on the phone, you’re not going to be scared to get on the phone. If you know you get those type of results. You will however get be scared to be on the phone or get into conversations. If you don’t have the right skills, you trigger a lot of sales resistance and you get a lot of objections, of course, you’re going to run away from that human behavior one on one, none of us want to go through that pain. So it’s getting externally pumped up and motivated is all great. But it’s not going to help you sell a lot for sure.
Jess Dewell 09:13
And I think that would be true never any. Now I’m thinking about New Year’s resolutions. I know when we’re recording this and when this is going to air is going to be so far from New Year’s resolutions. But it, I think that this is, this is really important because as we’re here, we’re between the half-year check-in and we’re also between the 2023 beginning of the planning right? Where are we at? What are we going to do? Are our one-year priorities still on track? What do we want to do that’s bigger than ever before? And you’re you were talking Michael Jordan, you don’t have the right technique, you’re not going to get better. And so that wrote motion, that commitment to somebody else’s process. Yeah, always has a ceiling is what I’m hearing you say.
Jeremy Miner 10:01
Let’s say you want to lose 25 pounds. And you probably keep saying that every year and you keep gaining weight, right? What is your specific step-by-step plan that you’re going to follow that ensures that you lose 25 pounds not only ensures you lose it, but you keep it off. If you don’t have that plan in place, you’re not going to lose 25 pounds.
Jess Dewell 10:19
You’re just not, not from inspiration alone. Absolutely. And so that internal motivation, sometimes, and I could say, me specifically, but I also know a lot of our clients, and a lot of our listeners have been in places where they’ve been where they failed, they feel like they failed miserably whether they have or not. Yeah. And, and it was, by design, accidental erosion, right, that was overlooked but could have also just been totally out of the blue. And so what do you do when you need to dig deep for that inner grit to keep going after a big setback?
Jeremy Miner 11:02
You know, here’s my take on, you know, I always hear all these gurus that say, Oh, you got to fail and fail over and over so you can learn and okay, I get that. of it’s like, look, you know, go right ahead, I’d rather not fail, I’d rather actually acquire the right skill sets that ensure I don’t fail, because I’d rather not go through failure, and you only fail if you don’t have the right knowledge. If you don’t understand something and have the right skills and ability, of course, you’re going to fail. I mean, unless you have like just blind luck. And you know, one out of 100 you just get lucky. But in my mind, if I acquire the right skills, my failure are very minimal, compared to people who don’t have those skills that are doing the same thing, right? So I’m we’re as a company, the reason why the companies train with us gets such crazy results, is because we, we train them with the right skills. So they don’t they when they start with their salespeople, they actually get results from day number one, not just hoping and praying that it’s going to work out and failing. And then oh, well, we’ll readjust, I’d rather have the right skills. If I have the right skills, I acquire the right skills, my chances of failure are very, very small, if at all.
You’re listening to the Bold Business Podcast. We will return to the show soon. But first, I want to take a moment and give you a peek into what additional services and solutions you could access to Fast Track Your Business. This program was created to develop your capacity on demand by sharing insights, tips, as well as lessons learned by business leaders, unedited and uncut. And we don’t just stop there. There are three additional benefits to help you reach your growth goals. You will also have unlimited access to one, hearing tips and insights to develop yourself as a leader to get better results more often. Two, experiencing viewpoints from many different business leaders. Three, receiving frameworks to build core competencies and to more effectively focus on business growth and leadership. Altogether, The Fast Track Your Business program will allow you to face uncertainty, anytime, anywhere. You can access what will become your most versatile tool in your toolkit by going to FastTrackYou BusinessToday.com. Now back to Jess.
Jess Dewell 13:28
So how did you not fail to develop this during your process of developing this IP that you have in your training programs?
Jeremy Miner 13:36
Well, I my visor is probably a little bit different take on what sales actually is. So my background is behavioral science. Psychology that’s what I actually dropped out my senior year when I had 13 credits left. So I got an everyman got it. I remember my mom about 15 years ago, and I was I you know I was very successful as a, as a sales as person as you, as you said there my intro, but she even told me that, oh, you need to go back and get your degree. I’m like, Mom, really? I make 100 times more than you a month like what are you talking about a degree is not going to get anything. But I took what I was learning behavioral science and human psychology from my professors and all the independent study that I was doing, as I got my first sales job, right? salesperson when I was I think I just barely turned 2022 hours, almost, almost 22 Somewhere in that range. And this company hired me straight commission door-to-door sales and they gave us a script. Here’s a couple of books by what I now call the old sales gurus go make some sales. And I quickly found out that what they were training us really triggered a lot of sales resistance, just saying you know, be excited and they’re gonna be excited and do this and, you know, show them you know, and manipulatives like money you know, as these manipulative questions to get them to say yes, seven times and I quickly figured out that for most human beings from what I was learning from human psychology when you did those type of things unless they re lay down sale, it actually triggered resistance, sales resistance. And when you sales resistance, then you’re competing against the wall, the prospect stays closed off throughout most of the conversation, meaning you ask a surface-level question, they give you a surface-level answer in return. They never go below the surface and none of their emotions come out on why they want to do like what’s behind them wanting to change, possibly. And then at the end, you get a lot of objections, like, I want to think it over, I need to keep doing more research, I need to keep looking at other companies, I need to get more quotes. That’s all triggered by us not creating a gap in their mind from where they are, you know, we call that their current state compared to where they want to be, we call that their objective state. Now, what’s the gap in between the gap can only be determined by the amount of skilled questions you’re asking them that triggered them to want to go below the surface and tell you what’s really going on, the bigger that gap that you’re able to create in their mind by doing that, the more likely they are to buy now, the smaller that gap is, the more objections you get, the less likely they are to buy. So I quickly figured out that very quick and the first 234 months, okay, because I’ve been saying behavioral science for a few years before that. So I’m like, How do I take this theory and behavioral science because there was really no sales training around that and buying that into sales and come up with a methodology that actually triggers your prospects to want to pull you in. Instead of you trying to push them forward. Any PQ or neuro-emotional persuasion questioning was developed now over the years. As a sales professional, obviously, that process got much more refined, it got more smoother, and it got far more duplicatable. And then I started set I retired for two years. Yeah, and I was 39 and then two years later, just got bored and started setting up about four years ago. Here we are.
Jess Dewell 17:02
Oh, you know, I think that’s great. And there’s so many places I want to go I’m going to start here and we’re probably going to end up taking a tangent I don’t think there are any rabbit holes but I do think we’re gonna have like sharp left turns and we might be on a roller coaster instead of a merry go round. Who knows what this is actually okay?
Jeremy Miner 17:22
As long as it’s a fun roller coaster, I’m game.
Jess Dewell 17:24
Oh, wait are what roller coasters aren’t fun?
Jeremy Miner 17:27
I mean, Six Flags has some really good ones.
Jess Dewell 17:29
Six Flags does have some really good ones. Yeah, it’s been a long time since I’ve been to a six it’s actually been a long time since I’ve been on a roller coaster now I want to go I mean we are in the summer I want to go to a theme park I think that’d be great.
Jeremy Miner 17:40
Oh, I was just I was just a Disneyland with the kiddos. Their roller coasters are okay, but nothing compared to Six
Jess Dewell 17:46
Flags. Yeah, no. Okay, so you like the big ones? When you go up in new ones? You like the big big ones? It’s kind of Yeah, yeah. was the first roller coaster you were ever on?
Jeremy Miner 17:56
Teenagers? You know, I’ve got teenagers they like big rides. They don’t want the little Mickey Mouse stuff anymore.
Jess Dewell 18:01
Right? I hear that completely. Yeah, what was the first roller coaster you ever on? That little? No, I’m curious.
Jeremy Miner 18:07
Gosh, what roller coasters my first roller coaster? And I don’t know but the one at Six Flags I really like is the Superman and the Batman row.
Jess Dewell 18:15
Do you like the Superman and the Batman? Okay, yeah.
Jeremy Miner 18:18
That means like, all over the place. Superman all the weapon like bam, all the way down. Batman is pretty fun because it kind of Yeah. What about you?
Jess Dewell 18:26
Well, the first real I was like almost a teenager the first time I wrote a roller coaster. So I have a closer memory I guess. Since we’re about the same age. And that was it was the Space Mountain roller coaster. So not only was on the first roller coaster the same time I was in the dark. Right? That’s pretty good. Yeah. So Space Mountain was the first one. Although my favorite is actually pretty tame. It’s called the Zambezi Zinger Worlds of Fun. And Kansas City, Missouri. Hey, and it and it’s still my favorite.
Jeremy Miner 18:55
I had been that theme park can’t see I don’t remember that one. But that was I had memory loss.
Jess Dewell 19:00
It’s pretty tame. That’s what I mean. You probably if you like, if you, you would probably remember the Timberwolf when you saw it, maybe not by name, because it sounds like the Superman. But anyway, side tangent CS. This is what, exactly what we’re talking about why? Why are these important? And why are these experiences important? Because they allow us this connection with people. And we get to see people and environments that are different than where they might be solving problems. So we can create connections so that we can understand, to your point about what are those smart questions that you are helping each company develop to understand what that gap is and how to get to where you want to move that conversation forward?
Jeremy Miner 19:43
Oh, you’re asking me? Yeah, I’ll give you kind of an overview. So in any conversation, because we train 158 Industries at this point. Yeah. And actually, you know, I didn’t know this, but I was reading in Forbes the other day. There’s actually only 158 industries in the world. Did you know that? Well, only, I think there’s like 5000. There’s 158 industries and then there’s subsets of those. Yeah, yeah. Okay, we’re in all those. So whether you sell b2c or b2b, the sales cycles a little bit different, but as far as the methodology would be the same. So we start off by asking what are called Connecting questions that take the focus off you on the prospect, okay, yeah, once we’ve done that, we’re gonna ask what are called situation questions, situation questions help you and most importantly, your prospect, you’re talking to find out what their real situation is. Most prospects don’t even know what the real situation is, when you first start talking to him realistic. Those are more factual questions. So there’s not much emotion there. But we’re trying to get a picture of where they’re at now. That we’re getting them to see what they’re once again, you know, for asking situation questions, we’re finding out what their current situation is, or what their current state is that helps the prospect understand where they’re at. Okay? Then we’re gonna go and ask what are called problem awareness questions, these allow the prospect and you to see and feel, most importantly, feel, what their real problems are right on, when we first start talking to a prospect. Most of our prospects, as you know, don’t really know what their real problems are, right? Maybe they understand a problem, but they don’t really know how bad that problem really is. Or maybe they don’t understand the consequences of what will happen if they don’t do anything about solving that problem. Right. Now, once you learn advanced questioning techniques, not only are you able to help them find one problem, but now you’re able to maybe help them find two or three or four or five other problems they didn’t even realize they had, right? And not only are we helping them, find out what the real problems are, but most importantly, we’re helping them find out what the root cause of the problems are, and what’s causing the problems. And see how those problems are actually affecting them. Even personally, even if they are a CEO of a Fortune 500 company, how do those problems affect them personally, or the department head, whoever you’re talking to? Okay, those are problem awareness questions, that starts to build that gap we’ve been talking about right? Then we get into what are called solution awareness, questions, solution awareness questions help the prospect see what their future is going to look like, once all of the newfound problems are actually solved. Right? Objective state, okay, then once they feel how it’s gonna feel like once those problems are solved, okay, that they didn’t know they had maybe 20 minutes before you got there. Okay, you jerk it away with what’s called a consequence question that gets them to see and feel what the consequences are, if they don’t do anything about solving these problems. Yeah, what are the Okay, but what are the possible ramifications if your company doesn’t do anything about this? What happens that? See, that’s an example of a consequence question just a generic one, we make that more industry-specific, depending on the industry, okay? If we’re, let’s say for an A b2c, let’s say if we sold life insurance, we b2c, we’re in a home or on Zoom or whatever, we would then transition into our presentation. Okay. And then we would ask what are called commitment questions to close the deal and get them to commit to take the next step and purchase what we’re offering. That’s if you’re in like a b2c one call close. Let’s say if you’re an a b b2c, to call close, maybe you’re going to transition into the next step is a proposal or a next step meeting, let’s say if you’re in a b2b complex sound environment. So we train everything, you might your whatever your next step is, in your sales process, maybe your meeting with the first call discoveries with a C level executive who’s not decision maker, then you’re going to transition into meeting the department head, maybe the third step is transitioning into a demo. If you sold some type of SAS or software something right, maybe the next step after that is transition into a proposal. And then a final meeting with the board. It just depends on what your sales process is. And so it’s a duplicatable process, when we come into a company, that we instill what everybody is on the same sales process. Typically even we’ll come into like a Fortune 500 company, and you’ll be surprised their salespeople for the most part, they’re all just all winging it, reading off a script going off on tangents, and then they wonder why their sales are stagnant, or their sales just depend on if the economy is good, or if there’s a recession. See, that shouldn’t be the case. Like if we have no control, we have no control if there’s a recession or not, or depression or whatever. Like we literally have no control in the policy that maybe triggers that are outside circumstances as a company. What we can control is our sales process and what our, what our salespeople are saying and or asking, that’s going to trigger the prospects are talking to, to either purchase from us to solve their problems and get where they want or not purchase from us and stay in the status quo. That’s what We can control and if you’re a company or a business owner and you’re dependent on how well the economy is going because you don’t have a duplicatable sales process, man, that’s a scary place to be, especially right now.
Jess Dewell 25:13
Yeah, yeah, well, okay, so growing a business, you know, you’ve been on a lot of, you’ve won a lot of awards you’ve been, you’ve been noticed for the growth of your, your business. So how do you get out of the supposed two’s? We’re supposed to do this versus what we, we really must do the right thing versus right, the shiny object?
Jeremy Miner 25:33
Yeah, this might help everybody, because this was something that I feel that in the beginning, because I hadn’t acquired the right business skills, much different from sales skills, right, like running a company, much different than being a sales executive, or an account executive, or even a sales manager or even at a vice president, much different than actually being the owner of Setka. Yeah, that out the hardware. For the first year and a half, you know, just me, my assistant, and a salesperson, right, I was running the business, putting together all the training, doing all the training going all over the place, from A to Z to B and back and forth. And it was just a lot of headaches, putting out stupid fires, like I was doing everything responding to customer service emails, and that’s just lunatic. That’s just crazy if you’re really going to grow a business. Now, about a year and a half in, I figure this out, like, hey, I need somebody that really understands how to run a business very successfully. So I brought in one of our first b2b clients, he’s my business partner, now he’s our, our CEO. He, we trained all of his gyms, he’s, you know, credit, he grew by like, 1,000% in a year. And then he got bought out. And I’m like, Hey, why don’t you come over here, because I saw his business acumen, run the company, you be the CEO. And when that happened, we went from like me, my assistant, and a salesperson, to like 40 employees, like within about three months, okay. And our revenue went from where we were at times about 3,000%, in about the first four months, because what I did is I was just focused on my length focused on content, the training, the delivery, all of that stuff. And that’s all I did, I never saw invoices, I never saw emails, I never saw that. Now, each month, we kept adding people to the team, you know, reinvesting a lot. And then, you know, last year, we ranked by Inc, you know, in the top 5000, fastest growing companies in United States, rank 1200, something overall in the company. And then we were ranked number one fastest growing sales training company United States. This year, we just won the same award, we just got the email from make about a week ago. Now we don’t know where rank yet they announced that in about a month, we want it back to back years into when that back to back two years, you have to have a certain amount of revenue, and you have to grow, usually at least four or five 600%. So to do that, you know, over and over two years straight. It’s because we put in the right team, I could not have done that myself, because I don’t have the business skills that my CEO does, that our chief revenue officer does that our chief sales officer does that now we have all these people in positions where they’re extremely talented in their lane. And in the beginning, you can’t really do that, as you know, when you’re when you start a company. It’s not like you come in and you know, unless you’ve got outsider funds, or let’s say I was going to take $5 million, and be like, Look, I’m gonna hire everybody, even though we don’t have any revenue. And we’re trying to figure this marketing stuff out. It’s kind of like in the beginning, as an entrepreneur, you kind of go through a little bit of a learning curve, we gotta figure out marketing, we got to figure out delivery, we got to figure out this kind of stuff. So sometimes, you’re really talented. Let’s say you’re really talented operations. But you’re really horrible at sales, or you’re really horrible at marketing. Well, what are you going to do, you got to bring in people that are exceptionally talented in those areas, if you bring in people that are untalented in your same areas, your host. And so I had to learn that hard way. Like you need to bring in people that are super talented customer service, you need to bring people with really talented at sales, you need to bring people really talented at marketing, operations, finance, and it takes a while to build the right team. And we’re still doing that, right? But the reason why we’re growing so rapidly is because a number one, we get results for all of our clients. Here we have 7000 plus testimonials in two years. And be you have the right team in place to execute everything, even down to the delivery of the training. And once you’ve learned how to do all that and you have a really good product or service, whatever you’re doing, your company is going to scale extremely quick. If you don’t have the right people in place. Even if you have the greatest product and service. It will take a while for you to get there. And I learned that the hard way my first 18 months for sure.
Jess Dewell 29:53
I told yes. It’s what that is yes. All right, everybody. You’re listening to the bold buzz In this podcast, we are talking with Jeremy miners today the chairman of 7th level, I have to say this conversation has been really great and it’s going to continue. So for those of you who are part of the Fast Track Your Business program, head on over to your TrueNorth and get the rest of this conversation for the rest of you. Until next time.
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