Episode 78
The Roadmap to Sales Team Success and Problem Solving with Michael Peveler
Get FREE Sales Leadership Resources at go.transformedsales.com/pod
Highlights
- [00:48] - Becoming a sales team-building and problem-solving guru.
- [05:25] - Transferring his skills from the education sector into sales.
- [12:57] - Taking up a sales manager role and killing it where many had failed.
- [14:58] - How to ensure your sales team (Including the remote team) performs as expected.
- [20:26] - Strategies for establishing core values that will keep your sales team winning.
- [27:28] - Why being vulnerable as a sales leader is so powerful.
- [31:51] - The great potential of a sales team that takes ownership of their business.
- [36:40] - Being passionate about making the world a better place.
In this episode of the Transformed Sales Podcast, I interviewed Michael Peveler, the Vice President of Sales at AtlasIED, a company that manufactures next-generation communication systems and commercial audio/video products that protect, inform, and entertain within the education, transportation, hospitality, industrial, security, and corporate markets.
Michael is a senior executive with a proven track record of planning and executing business objectives. He has a strong business management background with expertise in training, development, strategic planning, and market development. He’s a problem-solving team leader and he loves what he does.
Michael will share his wealth of knowledge in sales with us and talk about his many years in sales leadership after transitioning from education. He will also teach us what it takes to build a strong sales team that will stand the test of time and keep your business growing in the long term. Stay tuned!
Quotes
“To be a salesperson, you gotta be willing to learn, teach others, help your co-workers, and share experiences. All of that is a critical part of going and being successful in what salespeople do on a daily basis” - Michael Peveler
“It’s really important as a sales leader to be transparent” - Michael Peveler
“You lead with culture first and foremost” - Michael Peveler
“As a sales leader, your job is to remove obstacles for your team” - Michael Peveler
Learn More About Michael Peveler in the Links Below:
- LinkedIn - https://www.linkedin.com/in/peveler/
- Twitter - https://twitter.com/PevelerMichael
Connect with Wesleyne Greer:
- Wesleyne’s Website - https://transformedsales.com/
- Wesleyne on LinkedIn - https://www.linkedin.com/in/wesleynegreer/
- Wesleyne on Facebook - https://web.facebook.com/wesleynegreer
- Wesleyne on Twitter - https://twitter.com/wesleynegreer
- Email Her at wesleyne@transformedsales.com
Transcript
Thank you for joining another episode of the
Wesleyne Greer:transform sales podcast. I am so excited today I get to interview
Wesleyne Greer:a fellow Texan. I interview people all over the world and
Wesleyne Greer:very seldom do I get to interview people right here in
Wesleyne Greer:Texas. And so today I have Michael P. Fleur. How are you,
Wesleyne Greer:Michael? I'm fantastic. Thank you. Thanks for giving me the
Wesleyne Greer:opportunity to be here. Let me tell you guys a little bit about
Wesleyne Greer:Michael. He's a senior executive with a proven track record of
Wesleyne Greer:planning and execution of business objectives. He has
Wesleyne Greer:strong business management background with an expertise in
Wesleyne Greer:training, development, strategic planning and market development.
Wesleyne Greer:He is a problem solving team leader and he loves what he
Wesleyne Greer:does. So Michael, how did you start your career? And how did
Wesleyne Greer:you become this amazing person that actually says I like team
Wesleyne Greer:building and problem solving? In my bio? Yeah, well, it sounds
Wesleyne Greer:like it was written by somebody that liked me. So let's just
Wesleyne Greer:start there. So my background is education. I was actual, I
Wesleyne Greer:started as a music education major in college and went to
Wesleyne Greer:school at Texas Tech up in Lubbock. And then my first gig
Wesleyne Greer:was teaching down in Houston, I was a junior high in high school
Wesleyne Greer:band director down in the Fort Bend area and taught for eight
Wesleyne Greer:years there and a couple of other spots in Texas. And for
Wesleyne Greer:those who are from Texas know that everyone outside of Texas
Wesleyne Greer:knows that football is a big deal. Friday night football,
Wesleyne Greer:right Friday Night Lights. Well, if you also know that that's
Wesleyne Greer:big, you know that Friday Night Music is big, too. So the band
Wesleyne Greer:programs were huge, big deal. So I taught for eight years made
Wesleyne Greer:the decision to get out, see if I could do something out else
Wesleyne Greer:wanted to kind of test myself I grew up pretty poor. So I
Wesleyne Greer:started working when I was about 15. So I took every job I've
Wesleyne Greer:ever had and checked off everything I liked about what I
Wesleyne Greer:did and didn't do in my life, you know, putting myself through
Wesleyne Greer:college and all those things and came up with a set of skills
Wesleyne Greer:that I said, Man, how do I get paid to go do that. And that led
Wesleyne Greer:me to corporate training and development. So I am in every
Wesleyne Greer:way a teacher, that is who I am. And so I came to a company as a
Wesleyne Greer:corporate trainer, we were doing soft skill, business
Wesleyne Greer:development, late 90s, early 2000s, when companies were
Wesleyne Greer:growing so fast, we were fighting to keep people you
Wesleyne Greer:know, on board and recruit and building the next level of
Wesleyne Greer:talent. So I was doing a lot of that stuff really got my
Wesleyne Greer:business acumen sharp getting a chance to do that. And then my
Wesleyne Greer:boss, who is a mentor of mine came to me and said, Listen,
Wesleyne Greer:I've got this opportunity to run this program. And it's a
Wesleyne Greer:basically, it's a business development program, partnership
Wesleyne Greer:program. But the last three people that have had the job
Wesleyne Greer:didn't make it to 90 days. And you run training as well as
Wesleyne Greer:anybody I've ever had. So you can just stay and keep running
Wesleyne Greer:training, or you can do this. And I said, Well, that sounds
Wesleyne Greer:exciting, Mike, but who's gonna run training? I care a lot about
Wesleyne Greer:it. He said, obviously, this is the cool part, you get to do
Wesleyne Greer:both.
Wesleyne Greer:Okay. And so what if I hate it? Can I go back to just running
Wesleyne Greer:training? And he said, No, that's not how this works. If
Wesleyne Greer:you want to play, you got to put skin in the game. And I said,
Wesleyne Greer:let's go. And so I did. And that really got me into it. So I
Wesleyne Greer:started traveling 20 countries a year working with other
Wesleyne Greer:manufacturers building programs. And then eventually it led to
Wesleyne Greer:hand eyes in the Drake hotel in Chicago, going out to see
Wesleyne Greer:customers. And he looked at me and said, Look, you've done
Wesleyne Greer:everything I've ever asked you to do. But you never carried a
Wesleyne Greer:bag, never been a salesperson. And I know you've got the work
Wesleyne Greer:ethic to do it. So I'm not going to let you just go be a
Wesleyne Greer:salesperson, I'm going to make you build teams, we're going to
Wesleyne Greer:build a new focus, vertical focus in the company. And you're
Wesleyne Greer:going to go build the teams to go build it. So you got to build
Wesleyne Greer:the business case, you got to go give us the justification, the
Wesleyne Greer:return on investment, find our product and how it fits in for
Wesleyne Greer:that it was education. So we had a K 12 team, which was a very
Wesleyne Greer:different model. And then we had a higher education, but very
Wesleyne Greer:different models, different product offerings, different
Wesleyne Greer:solutions. And it just kind of grew from there and kept going.
Wesleyne Greer:And I was there for 17 years. And then we got acquired by a
Wesleyne Greer:company that was really slow compared to what we were like
Wesleyne Greer:big giant came in. And after about two years of sitting
Wesleyne Greer:around waiting to go do something. I left and went to a
Wesleyne Greer:little bitty company. And we started really growing that and
Wesleyne Greer:it was exciting and fun. And then we got bought by a much
Wesleyne Greer:bigger company. And it was really slow again. And so a year
Wesleyne Greer:in I was calling them going man I'm working 30 hours a week.
Wesleyne Greer:This is the most boring job I've ever had, like, make it our
Wesleyne Greer:number were your top Forecasting team in the company. But we're
Wesleyne Greer:dying here. And at that point, I just decided to leave and go
Wesleyne Greer:find another opportunity and I came down let's ID family owned
Wesleyne Greer:business. Been around for a three years plus second
Wesleyne Greer:generation Oh worship at this point, looking to kind of
Wesleyne Greer:reinvent the brand and really reinvigorate the team with the
Wesleyne Greer:the younger generation now running the company and got to
Wesleyne Greer:join some amazing people. And I've been there for it'll be
Wesleyne Greer:four years in October. So fantastic. I love what I do.
Wesleyne Greer:I've got a great sales organization and a great team of
Wesleyne Greer:people. And yeah, wow. So you have so many things that we were
Wesleyne Greer:gonna unpack. The first one is, there are a lot of people who
Wesleyne Greer:are actually in education right now. And they're like, I don't
Wesleyne Greer:know, if I want to continue doing this, maybe I want to be
Wesleyne Greer:in sales, maybe I want to do this. And what you said is, hey,
Wesleyne Greer:I took something that I knew how to do really well. And I use
Wesleyne Greer:those skills and translated them to a different industry. It's
Wesleyne Greer:the same thing that I did when I went from being a chemist on the
Wesleyne Greer:bench. And I started selling to those people, because I
Wesleyne Greer:understood that world, right? I really understood and I got what
Wesleyne Greer:they needed. So tell me about how you were able to transfer
Wesleyne Greer:your skills from doing one thing within the education realm and
Wesleyne Greer:to really getting into the training environment.
Wesleyne Greer:Yeah, sure. So really simple. I get talked to my teachers all
Wesleyne Greer:the time, who know that I made the jump. And they want to know,
Wesleyne Greer:and it's sad state of our country in our world right now
Wesleyne Greer:that people want out of education like they do. And I'm
Wesleyne Greer:at a point in time, my age, where all of my friends that I
Wesleyne Greer:was teaching with, they're all retiring, now they're hitting
Wesleyne Greer:it, as soon as they get their number they're getting now they
Wesleyne Greer:just don't want to put up with anymore. And it's a sad state of
Wesleyne Greer:affairs of where we are. But I tell every single one of them
Wesleyne Greer:the exact same thing. Most people in the real world have
Wesleyne Greer:not worked a day as hard as you have as a teacher. People have
Wesleyne Greer:no idea the amount of effort and time and compassion and patience
Wesleyne Greer:and multitasking it takes to manage a classroom period after
Wesleyne Greer:period and to manage administrators and to manage
Wesleyne Greer:parents, and to manage all the other forces that go into it.
Wesleyne Greer:And so I always tell people look, find what you love to do.
Wesleyne Greer:Find what, what it is that when you do the clock goes really
Wesleyne Greer:fast, right? Not the thing that every time you look at the
Wesleyne Greer:clock, it's like, Ah, man, it's only been three minutes. Like,
Wesleyne Greer:you know, when I'm in the gym, right? It's like, Hey, man, I've
Wesleyne Greer:only been doing this for three minutes. I thought I've been
Wesleyne Greer:doing this for like an hour, right? Yeah. It's like it, the
Wesleyne Greer:bias has taken so long. Find the thing that you love to do, and
Wesleyne Greer:then figure out how to get paid to go do it. And don't worry
Wesleyne Greer:about your skill set. Because your work ethic and your ability
Wesleyne Greer:to learn because teachers are learners, fundamentally, you
Wesleyne Greer:know, your ability to do that will take you far, good
Wesleyne Greer:communication skills are critical as a teacher critical
Wesleyne Greer:in business, right? Understanding what it is you're
Wesleyne Greer:talking about. Right? Being prepared? Yeah, that's what we
Wesleyne Greer:do every day, right? Do we know what we're talking about? Are we
Wesleyne Greer:prepared to handle it? Are we prepared to practice it? Are we
Wesleyne Greer:prepared to go out and talk to somebody? Rejection is one thing
Wesleyne Greer:from a sales standpoint that teachers aren't used to in the
Wesleyne Greer:same way. So that is a little bit of a jump. But everything
Wesleyne Greer:else? I remember when my boss came to me and said, I got a
Wesleyne Greer:team not performing well, can you go in and fix it. And as I
Wesleyne Greer:was going through the process of trying to understand the
Wesleyne Greer:staffing and the focus, and how they're using their time, and
Wesleyne Greer:all that stuff, I was like, I'm just doing a gap analysis, this
Wesleyne Greer:is the same thing I did as a teacher, right? Here's where you
Wesleyne Greer:are, here's where you're trying to go. Here's the plan of how
Wesleyne Greer:you're gonna get there. Same exact thing. So yeah, I tell
Wesleyne Greer:teachers all the time, you guys will kill it in the corporate
Wesleyne Greer:world. And you'll work much harder. And you'll look around
Wesleyne Greer:at everybody and go, Why does everybody need this much time to
Wesleyne Greer:get this done? I got it done in half the time. I love it. I love
Wesleyne Greer:it. And you know, one thing that most people don't realize is
Wesleyne Greer:every single thing that is in the environment that you're
Wesleyne Greer:working in is sold by a salesperson, those textbooks
Wesleyne Greer:that you're using the overhead projector, or the whiteboards,
Wesleyne Greer:and smartboards all of those things are sold by a
Wesleyne Greer:salesperson. And so the easiest step into sales from any career,
Wesleyne Greer:whether it's education, or engineering, or your nurse, like
Wesleyne Greer:look around you and look at all of the different product names,
Wesleyne Greer:and go to those companies and apply for those jobs. Right?
Wesleyne Greer:Like reach out to those hiring managers on LinkedIn and say,
Wesleyne Greer:Hey, XYZ I've used your product for 10 years. It is amazing. And
Wesleyne Greer:I am looking for a career change. I would love to come
Wesleyne Greer:sell for you be a corporate trainer be in supply chain,
Wesleyne Greer:whatever it is, like you said that thing that makes you so
Wesleyne Greer:excited and really stepping your toes into sales. That is one of
Wesleyne Greer:the things people don't do. They're like applying for all of
Wesleyne Greer:these giant companies out here who they don't know anything
Wesleyne Greer:about and they don't know them. Start with what you know. So
Wesleyne Greer:yeah, no, that's it and look, one of the reasons that I have
Wesleyne Greer:headed up so much effort into education is because I came from
Wesleyne Greer:In the space, and you know, I had people I worked with, and
Wesleyne Greer:then I get up in front of a group of teachers and start
Wesleyne Greer:talking to them, and they would look at me like, Who are you
Wesleyne Greer:like, you're a teacher, holy cow, you've been hiding the
Wesleyne Greer:whole time. And I was like, these are my people, right? I
Wesleyne Greer:mean, these are the folks that look, to be fair, it's one of
Wesleyne Greer:the skills that I think is necessary to be a salesperson,
Wesleyne Greer:you've got to be willing to learn, and you got to be willing
Wesleyne Greer:to teach, you got to be willing to teach each other, teach your
Wesleyne Greer:team, help your coworker, help your person share experiences,
Wesleyne Greer:right. All of that is, is a critical part of going and being
Wesleyne Greer:successful in what we do on a daily basis. So it's really,
Wesleyne Greer:again, transferable skills.
Wesleyne Greer:Absolutely. I always say we serve, we don't sell. And one of
Wesleyne Greer:the things that keeps saying one of the things, one of the many
Wesleyne Greer:things that I talk about all the time is teach them and they will
Wesleyne Greer:come right. So whether you're a leader, or you're an individual
Wesleyne Greer:contributor, your job is to impart your knowledge, the
Wesleyne Greer:things that you know, on your customers on your sales team.
Wesleyne Greer:And if you already have that background, it's so much easier
Wesleyne Greer:to do it. Right. Absolutely. So you took the skills that you had
Wesleyne Greer:in education, and you translated them into the corporate arena.
Wesleyne Greer:And I really enjoyed when you talk about a box that you had
Wesleyne Greer:and said, yeah, no. So pretty much you don't have the option
Wesleyne Greer:to fail. It's just going up. What was some of the emotions
Wesleyne Greer:that were going through your brain at that point? I was
Wesleyne Greer:excited at the opportunity. I'm not a person that sits around
Wesleyne Greer:well, I you know, he and I read event and event years later, and
Wesleyne Greer:someone said, So Michael, what is it you do? And he stepped in
Wesleyne Greer:and said, let me answer this question, if you don't mind. And
Wesleyne Greer:I was like, oh, no, what's he gonna say? Right? And he said,
Wesleyne Greer:Michael is my FIX IT guy, he builds things that don't exist,
Wesleyne Greer:and he fixes things that are broken. And that's, that's a
Wesleyne Greer:good definition of who I am, right? I don't have long term
Wesleyne Greer:patience. I have a lot of patience in the moment. But I
Wesleyne Greer:get bored doing the same thing forever and ever and ever. I
Wesleyne Greer:like building stuff. I like evolving and growing, if we're
Wesleyne Greer:just gonna do the same thing every day. It's I'm not that
Wesleyne Greer:person. There's other people that are great at that. Right,
Wesleyne Greer:that are those great Sustainer type personalities for for me,
Wesleyne Greer:it's building. So when there was an opportunity presented, yeah,
Wesleyne Greer:there's a risk, but there's always a risk. And so I jumped
Wesleyne Greer:at it. Because why wouldn't you write I trusted him. He didn't
Wesleyne Greer:give me any reason not to. And look, I spent that whole holiday
Wesleyne Greer:It was right before Christmas. And I remember I spent two weeks
Wesleyne Greer:on my computer during my Christmas break, trying to learn
Wesleyne Greer:about all these customers I was going to be working with. So for
Wesleyne Greer:me, it was exciting. It was it's what I do. Once I get the
Wesleyne Greer:opportunity, I dive in both feet. And I go right, the more
Wesleyne Greer:knowledge and more understanding I have. And the more I speak the
Wesleyne Greer:language right and more I understand their terminology,
Wesleyne Greer:their words, the more comfortable I'm going to be when
Wesleyne Greer:I get in front of them. You mentioned that the position that
Wesleyne Greer:you took over the last three people had only lasted 90 days.
Wesleyne Greer:How were you able to take a position that in literally 12
Wesleyne Greer:months, there were four different managers? How did you
Wesleyne Greer:take that and really start driving change within that
Wesleyne Greer:organization within that that group that you were leaving? You
Wesleyne Greer:know, look, I just tried to consolidate as much information,
Wesleyne Greer:you know, our company had gone through a lot of transformation.
Wesleyne Greer:And there was a point in time and some of the chaos of
Wesleyne Greer:leadership change, where people were able to hide, we all know
Wesleyne Greer:it, you know, we all see when organizations go through
Wesleyne Greer:turmoil. There's people that aren't doing anything any you
Wesleyne Greer:know, during the day, and they're still getting their
Wesleyne Greer:paycheck. And that's what had happened. It wasn't you know,
Wesleyne Greer:there were just people have gotten away with not doing
Wesleyne Greer:anything. So for me, it was learning as much as I could
Wesleyne Greer:gathering as much information as they had put together and then
Wesleyne Greer:coming up with the direction of what made sense of where we were
Wesleyne Greer:trying to go and then laying out a clear pathway. Again, you
Wesleyne Greer:can't follow a road if you don't know where it is you're supposed
Wesleyne Greer:to go. And sometimes you only have visibility to the next two
Wesleyne Greer:weeks. Sometimes you got visibility for the next two
Wesleyne Greer:years. But visibility is visibility. Right? You know, my
Wesleyne Greer:family and I we like to backpack and hike and there's times we
Wesleyne Greer:were talking about last night at dinner, we went hiking where we
Wesleyne Greer:were in a cloud where we were hiking. So our visibility, felt
Wesleyne Greer:a little bit like an ad slasher movie, right and kept watering,
Wesleyne Greer:who was going to come out from around the tree, but you only
Wesleyne Greer:have visibility of 1020 yards, because it was a heavy cloud.
Wesleyne Greer:But that's where you hiked. You just you followed the path and
Wesleyne Greer:you you went with what you could see and you went at the pace
Wesleyne Greer:that you can move comfortably and still see and be
Wesleyne Greer:comfortable. And in business. I think it's the same way. So I
Wesleyne Greer:laid out a path and we started going and as we learn more and
Wesleyne Greer:got feedback and all those things that come in and help
Wesleyne Greer:drive your direction we added to the plan and the path. That's so
Wesleyne Greer:good. You talked about people hiring, right? Like, that's what
Wesleyne Greer:so many people do, especially if you have a remote sales team,
Wesleyne Greer:they can do just enough to get by. And as long as they're not
Wesleyne Greer:ruffling feathers, and they're kind of close to their quota,
Wesleyne Greer:then managers leave them alone. But I am very outside of the
Wesleyne Greer:box, like, ya know, if
Wesleyne Greer:you're always just close or right at it, that means you're
Wesleyne Greer:not really pushing yourself, you're just in your comfort
Wesleyne Greer:zone. So I want to kind of push you a little bit further. And
Wesleyne Greer:sometimes that push, like you said, may push them out. But
Wesleyne Greer:they need to understand this is the new culture. And this is
Wesleyne Greer:what the we're gonna be doing. What did you do for those
Wesleyne Greer:hiders? Those lurkers? How did you really impact upon the
Wesleyne Greer:organization like, this is our vision for the future, this is
Wesleyne Greer:what we're going to be doing?
Wesleyne Greer:Well, so let me fast forward to the current company that I'm in,
Wesleyne Greer:right. And I'm comfortable talking about it. I won't name
Wesleyne Greer:any names. But you know, when I came to the company, I had seen
Wesleyne Greer:historically a higher turnover rate. I'd seen you know, you see
Wesleyne Greer:it, we all do people that always you know, I've got a job at this
Wesleyne Greer:company. And then three months later, they're somewhere else.
Wesleyne Greer:And I'd seen this company, I'd seen Atlas IDEs name in that
Wesleyne Greer:worship, people were moving from one place to you know, and
Wesleyne Greer:coming out was for a few months and then going. So when I came
Wesleyne Greer:here, my first thought process was, I've got to listen, I've
Wesleyne Greer:got to listen. And the first thing I need to do is learn
Wesleyne Greer:what's working, not what's not. And so because what's in motion,
Wesleyne Greer:and has positive momentum, we can use that right. And then
Wesleyne Greer:we'll work on the other stuff that we have to so I started off
Wesleyne Greer:my first week, with every one of my reports, I had two phone
Wesleyne Greer:calls, right? One was like a 30 minute, hey, this is who I am I
Wesleyne Greer:have I have a family, I have kids, this is what I've done in
Wesleyne Greer:my career. Tell me about yourself, right? Build some
Wesleyne Greer:personal rapport. And then I had a call that was it's about an
Wesleyne Greer:hour and a half to two hour call, but I 10 questions. And I
Wesleyne Greer:told them, I said, Look, I've got my Microsoft notes here, all
Wesleyne Greer:I'm going to do is write what you say. And I'm gonna ask 10
Wesleyne Greer:questions. And if you really want me to come in and help you
Wesleyne Greer:fix, and grow this company, and you want to be part of it, this
Wesleyne Greer:is your opportunity to be as honest as you're willing to be
Wesleyne Greer:this your chance, right? And I'm going to ask these 10 questions,
Wesleyne Greer:and you can say anything you want. I'm not, I won't respond,
Wesleyne Greer:unless I asked you to elaborate something or something, it just
Wesleyne Greer:goes way too long. I might have to cut it short. Right. So my
Wesleyne Greer:first question was, what is the company do? Well, And my second
Wesleyne Greer:question was, what is the company not do? Well, well, I
Wesleyne Greer:had one person that they weren't like, 45 minutes on this, right.
Wesleyne Greer:And you're getting a lot of good information, you're also
Wesleyne Greer:learning a lot about your person. And so through the
Wesleyne Greer:process, I was able to gather a lot of stuff and find
Wesleyne Greer:commonalities, and then being transparent, because I think
Wesleyne Greer:it's really important. As a leader, I came back to all of
Wesleyne Greer:them and said, Look, here's the compiled results of what you all
Wesleyne Greer:told me. And these are things that I think are easy to fix.
Wesleyne Greer:And we can go work on that together. Does everybody agree
Wesleyne Greer:that that would be valuable that that would be beneficial, if we
Wesleyne Greer:worked on this stuff, and got this stuff fixed, and they all
Wesleyne Greer:went, Yeah, that'd be great. Immediately, I got their buy in
Wesleyne Greer:on it, I gave him a chance to, you know, for me to come in and
Wesleyne Greer:start solving their problems, and it pulled anybody that was
Wesleyne Greer:hiding out. So you pull those people into the process, and
Wesleyne Greer:then they're all accountable for helping, I didn't say I haven't
Wesleyne Greer:gotta go solve it, I said, we're gonna, we can go solve this
Wesleyne Greer:stuff together, and we can get rid of this, I may be the point
Wesleyne Greer:of the spear, right, I may be the one that asked to go have
Wesleyne Greer:the conversations with the CEO, or, you know, whatever, that's
Wesleyne Greer:fine. That's what I signed up for. I don't have the competence
Wesleyne Greer:to do that I shouldn't have taken the job. But the next most
Wesleyne Greer:important thing to me is the culture. And the culture in the
Wesleyne Greer:team is what I can control and impact the culture of the
Wesleyne Greer:company. And so by setting up and being very clear about what
Wesleyne Greer:we were going to work on, as I started solving their problems,
Wesleyne Greer:I started being able to insert my solutions for other things
Wesleyne Greer:that weren't named, that were obvious to me, based on my
Wesleyne Greer:experience, hey, by the way, we're working on this, but I
Wesleyne Greer:want to make sure we get this too. And they would go Oh, and
Wesleyne Greer:that some of them may have thought we never talked about
Wesleyne Greer:that one. But nobody ever said that. And the end result was we
Wesleyne Greer:started removing obstacles, people started feeling better
Wesleyne Greer:about it. And then it became, I gotta verify that you're really
Wesleyne Greer:pulling your own weight, right? And you could see who was doing
Wesleyne Greer:it or not, you could see who was prepared. Who could talk about
Wesleyne Greer:what their pipeline look like, who could talk about projects
Wesleyne Greer:who can name names, right? I've told them all if I ask you about
Wesleyne Greer:a project and you start with them, that's a bad sign. Right?
Wesleyne Greer:Ah, bad sign, stalling for an answer. Not a good sign. Like
Wesleyne Greer:you got to know what's in your pipeline. You got to know what's
Wesleyne Greer:going on. Right? And if you can't answer those questions and
Wesleyne Greer:stay on top of it, and we're not seeing orders come in when you
Wesleyne Greer:say they're going to come in, and we're not seeing activity,
Wesleyne Greer:or at least understanding why. And obviously, gosh, the last
Wesleyne Greer:couple of years, we've been through a couple of major
Wesleyne Greer:events, global supply chain challenge COVID, all that stuff.
Wesleyne Greer:So certainly, they're just a couple of little things. And
Wesleyne Greer:that's obviously slowed down and given us reasons for why things
Wesleyne Greer:haven't come in. But you just have to be reasonable through
Wesleyne Greer:that process. And through that, you can establish your core
Wesleyne Greer:values, what really matters, right? For me, it really matters
Wesleyne Greer:that as a team, we compete with each other. But we focus on the
Wesleyne Greer:competitors outside the building, the other people that
Wesleyne Greer:we sell against, right. So it's great to have salespeople that
Wesleyne Greer:want to push each other. But I also want them to be each
Wesleyne Greer:other's biggest supporters. Right? When somebody else gets a
Wesleyne Greer:big order, I don't want them to be like, I want them to be like,
Wesleyne Greer:Great job, that's good for the company, right? But I also want
Wesleyne Greer:you to be pushing to be the one that got that big order, so that
Wesleyne Greer:everybody's calling you going, Hey, congratulations, right. And
Wesleyne Greer:so we spend a lot of time celebrating our wins as a group,
Wesleyne Greer:so that everybody gets to hear those kudos, Pat's on the back
Wesleyne Greer:all those kinds of things. And the great thing is, everyone's
Wesleyne Greer:gotten to be the hero at some point in time in the last few
Wesleyne Greer:years by getting that big order in and saving the month or
Wesleyne Greer:saving the quarter or whatever, and everyone's going to go, or
Wesleyne Greer:it didn't work out and you're like, I'm doing everything
Wesleyne Greer:right. You're like, just stay patient, stay focused. And you
Wesleyne Greer:know, when they're calling the other salespeople frustrated,
Wesleyne Greer:they're hearing the same message. Because we built that
Wesleyne Greer:culture.
Wesleyne Greer:Wow, that right there, everyone listening that is a complete
Wesleyne Greer:masterclass on how you step into an organization get buy in very
Wesleyne Greer:quickly and start executing on the things that needs to happen.
Wesleyne Greer:Because the roadmap or the recipe that I heard is, hey, I'm
Wesleyne Greer:just Michael, I'm just introducing myself. Now I want
Wesleyne Greer:to understand from you what's good, what's not so good. So we
Wesleyne Greer:can work together to solve them. And you don't just listen to the
Wesleyne Greer:words they're saying, you listen to how they're saying it, you
Wesleyne Greer:listen to their body language, you listen to their demeanor,
Wesleyne Greer:how long are they complaining? How long are they giving
Wesleyne Greer:solutions? Are they making excuses like so as a leader,
Wesleyne Greer:having that kind of conversation with your salesperson, whether
Wesleyne Greer:you've been in the position, two months, two years, 20 years, if
Wesleyne Greer:you don't have this information, you really should understand it,
Wesleyne Greer:don't just use your preconceived notions of what you think this
Wesleyne Greer:person is like, or what you think they may do, really use
Wesleyne Greer:their words. And then you take that and you say, we're a team,
Wesleyne Greer:we win as a team, we lose as a team, this is what we're going
Wesleyne Greer:to do, we're going to work on one to three things. And then
Wesleyne Greer:you help them all celebrate their wins. And when somebody
Wesleyne Greer:needs to be uplifted, they have the collective team around them,
Wesleyne Greer:because at some point, everyone has been in that seat. So really
Wesleyne Greer:building that strong organization based on the
Wesleyne Greer:culture, the way everybody collaborates with each other.
Wesleyne Greer:That's what drives sales. I mean, so many sales leaders are
Wesleyne Greer:out here beating people with the CRM and KPIs and all this and
Wesleyne Greer:that, and yes, it does have a place. But that's not what we
Wesleyne Greer:lead with. We lead with you're a human being. And this is the
Wesleyne Greer:behavior that drives sales. And so that is what we need to do to
Wesleyne Greer:push the needle forward. Yeah, I couldn't say it better you lead
Wesleyne Greer:with culture, right? We use the tools CRM, and KPIs are tools
Wesleyne Greer:that help with the direction of where the trials gonna go. But
Wesleyne Greer:we lead with culture, first and foremost, right? So I have, if
Wesleyne Greer:you don't mind, I'll keep this one short. But I have the same
Wesleyne Greer:conversation with every person that works for me, right? And I
Wesleyne Greer:tell them, it's the first conversation we have after they
Wesleyne Greer:start, obviously, we go through all the interview process, but
Wesleyne Greer:it's the first conversation and through the interview process,
Wesleyne Greer:I'm really looking for culture, right? Can I talk to this
Wesleyne Greer:person, my going to be able to call them and tell them that
Wesleyne Greer:there's a problem? And they're going to be able to handle that,
Wesleyne Greer:right? Because I've got to be able to deal with a world of
Wesleyne Greer:conflict, right? We're salespeople, that's what we deal
Wesleyne Greer:with all the time. And there's going to be times I need to be
Wesleyne Greer:able to call someone and say, Hey, I don't think we had the
Wesleyne Greer:right game plan here, the right approach. And there's going to
Wesleyne Greer:be other times where I'm going to be like, you know, you need
Wesleyne Greer:to be able to call me and say, Hey, I didn't get the support
Wesleyne Greer:from this other team area, or I, you know, I felt like you let me
Wesleyne Greer:down or whatever, that's okay, that we have to have those
Wesleyne Greer:conversations. So I'm listening for that. I'm asking questions
Wesleyne Greer:about that through the interview process, because I need to know
Wesleyne Greer:that you're going to come in and fit the culture we built. But
Wesleyne Greer:the conversation is really simple. I hate surprises, even
Wesleyne Greer:on my birthday. So don't let me get surprised. That's rule
Wesleyne Greer:number one, right? There's a problem you call me about it.
Wesleyne Greer:Rule number two is good news is great. But bad news comes first.
Wesleyne Greer:Right? Again, as a sales leader, my job is to remove obstacles
Wesleyne Greer:for you. I can use my title, I can use my relationships. I can
Wesleyne Greer:use my pool with the other senior managers in the team or
Wesleyne Greer:in the company to potentially help get you out of a problem.
Wesleyne Greer:But I can't do it if I don't know about it. Right. Now, if I
Wesleyne Greer:find out about a problem from somebody else in the team,
Wesleyne Greer:that's like two strikes. Right? You got it. You call me first. I
Wesleyne Greer:don't care day or night you call me first because again, I can't
Wesleyne Greer:help you. If I don't know there's a problem, right? It's a
Wesleyne Greer:servant attitude. Right? The third thing is we do what's
Wesleyne Greer:right, because it's the right thing to do not because it makes
Wesleyne Greer:people happy. So as I tell them all you learned everything you
Wesleyne Greer:need to know in kindergarten, right? We don't lie. We don't
Wesleyne Greer:cheat, don't steal, we hold hands when we cross the street.
Wesleyne Greer:We don't do anything that even smells like we were being
Wesleyne Greer:unethical in the way we go. When. Right? And I always tell
Wesleyne Greer:them, this is your official warning on that. Right?
Wesleyne Greer:Everything else, you will get a chance. This one, this is your
Wesleyne Greer:official warning. Right? You won't get a chance. If I find
Wesleyne Greer:out you lied, cheated, still misled any of that stuff. Our
Wesleyne Greer:next conversation will be I wish you the best of luck. And then
Wesleyne Greer:the fourth thing is, you're absolutely welcome to disagree
Wesleyne Greer:with me. There's nothing wrong with that I have my own opinions
Wesleyne Greer:based on the information that I have. But if you think I'm just
Wesleyne Greer:off my rocker, don't call and tell all the other salespeople
Wesleyne Greer:call me.
Wesleyne Greer:Right? In the old day, come into my office, right? Come talk to
Wesleyne Greer:me Shut the door. And let's have an honest adult to adult
Wesleyne Greer:conversation. And I will drop my expectations and just listen
Wesleyne Greer:without judgment to what you have to say. And if you
Wesleyne Greer:absolutely can bring a compelling reason, or compelling
Wesleyne Greer:point that I didn't consider or information I didn't, that
Wesleyne Greer:helped me adjust my direction. I'm glad to do that, right. But
Wesleyne Greer:at the end of the day, I get paid to make decisions as a
Wesleyne Greer:sales leader. So at the end of the conversation, I'm going to
Wesleyne Greer:make a decision, I'm not going to spend days thinking about it,
Wesleyne Greer:I'm going to make a call. And at that point, we're all on the
Wesleyne Greer:same page. Right? So we're not going back and complaining that
Wesleyne Greer:you didn't agree with me? No, I'll explain to you why I'll
Wesleyne Greer:open the books, I'll show you the stuff that maybe you don't
Wesleyne Greer:need to know as a salesperson. But in this case, I'm going to
Wesleyne Greer:tell you, I'll give you a perspective. I don't mind. But
Wesleyne Greer:then we're going to focus on getting back to work, right? And
Wesleyne Greer:we're just going to realize that that didn't work out the way you
Wesleyne Greer:wanted it to. And I've been I've absolutely changed my mind.
Wesleyne Greer:Right? When people have come and given me a compelling reason to
Wesleyne Greer:understand why my decision maybe wasn't, you know, fully
Wesleyne Greer:informed. That's okay. And that's it. If you can follow
Wesleyne Greer:those four rules, and you can put your work ethic in every
Wesleyne Greer:day, and you can work with the team every day, you probably
Wesleyne Greer:have a chance to be successful. And it's amazing to me how many
Wesleyne Greer:people can't follow those four rules. Yeah, I just recently
Wesleyne Greer:onboard a new employee. And so um, you know, what we, as
Wesleyne Greer:leaders have to do, we have to mentor our next generation of
Wesleyne Greer:leaders. So I just promoted somebody up to become a manager.
Wesleyne Greer:And one of the things that I overheard her telling the new
Wesleyne Greer:employee is be honest with Wesleyne. She likes to if you're
Wesleyne Greer:not honest with her, that is her Achilles heel, like, I need to
Wesleyne Greer:know, like, you need to tell me the consequences. Like don't
Wesleyne Greer:worry about that. We can figure it out together. But like you
Wesleyne Greer:said, if I find out from somebody else, oh, that's a big
Wesleyne Greer:problem, because you didn't come to me. And then I had to be
Wesleyne Greer:introspective and say, was there something I did that made you
Wesleyne Greer:feel uncomfortable with sharing this with me? Was it my
Wesleyne Greer:reaction? Or was this your insecurity? And then once I
Wesleyne Greer:worked through that, then we can move forward. But there's
Wesleyne Greer:something that I call being a hot leader? Yes. Hot, honest,
Wesleyne Greer:open, transparent, right. And that is what we literally, as
Wesleyne Greer:strong leaders, we should always have that hot mentality and not
Wesleyne Greer:hot, swerving off as soon as something happens, but be
Wesleyne Greer:honest, be a person of your word, do what you say you're
Wesleyne Greer:going to do. I expect you as a team to do this. And I'm going
Wesleyne Greer:to hold myself to the same standard open. Openness is yes,
Wesleyne Greer:I've not always been perfect. But this is where I am now. And
Wesleyne Greer:this is how we're going to get to the next level and being
Wesleyne Greer:transparent. Transparency is Hey, guys, I know you may not
Wesleyne Greer:want to do this. However, I just had a board meeting. And if we
Wesleyne Greer:don't do xy and z, then I'm going to be on the chopping
Wesleyne Greer:block. You guys are still going to be here. But they told me
Wesleyne Greer:that my job is on the lie. So I need you to help me save my job
Wesleyne Greer:that's being transparent, that's being vulnerable. And for a lot
Wesleyne Greer:of leaders, they can't lean into that. They can't get into that
Wesleyne Greer:vulnerability to be like, Oh, I'm going to tell them what's
Wesleyne Greer:going on behind the scenes. But that's the only way that we grow
Wesleyne Greer:as leaders and our teams grow also.
Wesleyne Greer:Well, I so love that you have no idea how much we're aligned. So
Wesleyne Greer:I use the word vulnerable all the time. I'm a 54 year old guy
Wesleyne Greer:and saying vulnerable people sometimes like me, like but I
Wesleyne Greer:tell the team so we have we have a sales meeting every week,
Wesleyne Greer:right? Like every sales team does line alternates, so one
Wesleyne Greer:week it's everybody in the company that impact sells so
Wesleyne Greer:product management, customer service, marketing, all those
Wesleyne Greer:people and they they've got one hour a week to get everything
Wesleyne Greer:into the sales team they need to write because I can't have my
Wesleyne Greer:salespeople spending hours orders in meetings that aren't
Wesleyne Greer:related to sales, right? You can't hold them accountable for
Wesleyne Greer:a number and then go like, but I need you eight hours and other
Wesleyne Greer:stuff. And when I came here, that was a problem. So I said,
Wesleyne Greer:like, you get one meeting one hour, every two weeks. And guess
Wesleyne Greer:what it works fine, everybody's able to get in what they need
Wesleyne Greer:to. And if something special like and brand new products
Wesleyne Greer:coming out, we're doing training, obviously, that's an
Wesleyne Greer:exception, right. But for the most part, it works fine. The
Wesleyne Greer:other meeting the other every other week, it's just myself and
Wesleyne Greer:my direct reports. And the whole theme of that meeting is be
Wesleyne Greer:vulnerable. This is where we get better. This is where you have
Wesleyne Greer:to admit I don't do this, well, hey, I've been trying to sell
Wesleyne Greer:this, I've been trying to talk to a customer about this. And I
Wesleyne Greer:didn't go well or I tried to demo and the product didn't work
Wesleyne Greer:like it right? Whatever it is, or I'm struggling with CRM, and
Wesleyne Greer:I can't figure out how to make this work. And you know, people
Wesleyne Greer:are is on me about I gotta be tracking this stuff. But I can't
Wesleyne Greer:Oh, guess what your email and CRM aren't synced. They're not.
Wesleyne Greer:That's why and but you got to have those conversations. And
Wesleyne Greer:everybody's got to be willing to be the learner. And everyone's
Wesleyne Greer:got to be willing to be the teacher in that session. And I
Wesleyne Greer:will tell you that my team loves that. In fact, they have, they
Wesleyne Greer:have lobbied me to only to do that meeting three times a month
Wesleyne Greer:into the other meeting only once a month, instead of every other
Wesleyne Greer:week. And it's just because they all professionally get better.
Wesleyne Greer:During that time. They learned something. Most weeks they go,
Wesleyne Greer:Oh, that's good. And you know what, when you're out there
Wesleyne Greer:doing this every day, that's all you're looking for? Hey, give me
Wesleyne Greer:one more little tool. One more little nugget. One more thing
Wesleyne Greer:that I tried that last week, and it blew up on me and you did it
Wesleyne Greer:and it worked? How'd you do it? Huh? Good. You know, the thing
Wesleyne Greer:is, there's so many sales leaders out there that have
Wesleyne Greer:these sales meetings that just make me pull my hair out. I'm
Wesleyne Greer:like, why are you going through the CRM? Why do you have this
Wesleyne Greer:put like this, you should do this on your own. And then you
Wesleyne Greer:bring up issues. But using your sales meeting what it is meant
Wesleyne Greer:to do, which is moving the needle. And if that's moving the
Wesleyne Greer:needle on product knowledge, what's happening on customer
Wesleyne Greer:service side, what problems they're seeing in the field
Wesleyne Greer:issues with customers, all of those things. And then also,
Wesleyne Greer:hey, I'm a salesperson, and I'm struggling with this, can
Wesleyne Greer:someone help me and you let them I like to call a mastermind
Wesleyne Greer:around that you will let them collectively work together as a
Wesleyne Greer:group to really overcome those obstacles. And you're right,
Wesleyne Greer:because as a leader, it's like, I know how. And I always tell
Wesleyne Greer:people, as a leader, as a business owner, I should know
Wesleyne Greer:how to do everything in my business or everything that my
Wesleyne Greer:team is doing. But I have to know how to do it. Well, like my
Wesleyne Greer:podcast, I am so very, very happy to know that all I have to
Wesleyne Greer:do is show up and do an amazing interview everything before it's
Wesleyne Greer:done by somebody else. And everything and afters done by
Wesleyne Greer:somebody else. I do not desire to know how to edit videos. I
Wesleyne Greer:just don't, right. I know what good looks like, but I don't
Wesleyne Greer:have to do it myself. And as leaders, we have to recognize
Wesleyne Greer:that we have to let those strongholds go. We don't have to
Wesleyne Greer:do everything. We don't have to touch everything. We don't have
Wesleyne Greer:to be everything to everyone. We need to allow our team to do
Wesleyne Greer:some of those things. No, it's exactly right. And listen, my
Wesleyne Greer:team is much better at selling every day than I am. I'm good.
Wesleyne Greer:They're better, right? And the great thing is I tell them use
Wesleyne Greer:my title use my stuff to help you, right? Hey, I need to bring
Wesleyne Greer:my I'm gonna bring my VP and for this I'm gonna you know, I'm
Wesleyne Greer:when next time we go out and do a meeting, I'm gonna I'm gonna
Wesleyne Greer:have my VP fly in, right? And people go, oh, this person must
Wesleyne Greer:be important. Okay, great. Yeah, when I come off the back row of
Wesleyne Greer:American Airlines,
Unknown:all the way by the bathroom.
Wesleyne Greer:You know, but what I can do is bring a bigger
Wesleyne Greer:picture perspective and a level of competence in the company and
Wesleyne Greer:reinforce the message that my salesperson has brought in and
Wesleyne Greer:help them go be successful. Right. And that, again, my job
Wesleyne Greer:is to remove obstacles for them. Their job is to sell, right, but
Wesleyne Greer:my job is to remove obstacles that keep them from being able
Wesleyne Greer:to sell effectively. And if I do that, yes, we review CRM, yes,
Wesleyne Greer:we go through opportunities. Yes, we do forecasting, like any
Wesleyne Greer:company, we have to do that stuff. But do we do that in
Wesleyne Greer:meetings that consume everybody's time, only the
Wesleyne Greer:forecast meeting, and we do that once a month, we do that one.
Wesleyne Greer:But we have to and especially in the world we live in with supply
Wesleyne Greer:chain as a hardware manufacturer, gosh, it's such a
Wesleyne Greer:struggle that if we don't give clear sight to our product,
Wesleyne Greer:purchasing people and those folks then we won't have
Wesleyne Greer:something to sell. So the both sides of the house have to
Wesleyne Greer:really connect through this process. And three years ago,
Wesleyne Greer:people didn't know what supply chain meant. Now everyone has
Wesleyne Greer:the textbook definition of it. So those kinds of things. It's
Wesleyne Greer:worth the time and it's actually built confidence in others. So
Wesleyne Greer:leaders in the company, because they sit in that meeting, the
Wesleyne Greer:forecast meeting, and they listen to the salespeople talk
Wesleyne Greer:about the opportunities in the activity of what's going on in
Wesleyne Greer:the field. And I tell them all, you guys can ask these guys, any
Wesleyne Greer:questions you want, right? These men and women are prepared. And
Wesleyne Greer:so they'll go, so what are you hearing from the field about
Wesleyne Greer:this? Or what's the customer said? And they can drill the
Wesleyne Greer:answer off because they're, they're doing it. And the end
Wesleyne Greer:result is that people whose and we all know there's always
Wesleyne Greer:senior leaders in the company like how the sales guys are they
Wesleyne Greer:really even work in Maine, I just see their expenses. Are
Wesleyne Greer:they really doing well, not mine, because mine are sitting
Wesleyne Greer:in that meeting going, they know what they're talking about.
Wesleyne Greer:They're out there hustling, they've got activity, they're
Wesleyne Greer:closing deals, they told us they were going to close. So their
Wesleyne Greer:confidence level in the team is high. And if you come into this
Wesleyne Greer:team now and you don't meet that expectation, it becomes really
Wesleyne Greer:clear really quickly. Oh, Michael, Michael, Michael, we
Wesleyne Greer:can talk forever and ever and ever, because you're talking
Wesleyne Greer:about your salespeople taking ownership of their business,
Wesleyne Greer:like actually thinking about it like this is their own small
Wesleyne Greer:business, and I put into it what I get out, I need help. Because
Wesleyne Greer:I can't actually go into the warehouse and make these parts
Wesleyne Greer:myself, right. I can't make sure the order is set to the all the
Wesleyne Greer:right facilities, and so that every sales person needs to
Wesleyne Greer:think about their book of business, their territory, as
Wesleyne Greer:their own small business. Because you input output, the
Wesleyne Greer:more you do to understand your customers, your territory, the
Wesleyne Greer:needs of what they need, you can translate that back into the
Wesleyne Greer:organization. And that means they can better serve your
Wesleyne Greer:customers, right? It's a full cycle loop. Absolutely. So as we
Wesleyne Greer:like I said, we could probably talk for like 90 minutes,
Wesleyne Greer:because we're so well aligned. But as we wrap up, I always like
Wesleyne Greer:to ask you this final question, what is one thing, just one
Wesleyne Greer:thing within your personal or professional life, you are most
Wesleyne Greer:excited about having accomplished? Ah, gosh, so
Wesleyne Greer:everybody's got their own personal philosophy of why we're
Wesleyne Greer:here. And mine is that we're here to try to make the world a
Wesleyne Greer:better place. And we've got four children to biological to
Wesleyne Greer:adopted. The oldest two I made do charity when they were
Wesleyne Greer:growing up, because I don't think fundamentally were
Wesleyne Greer:charitable. They fundamentally were kind of selfish. So I made
Wesleyne Greer:them donate their money or their time, to things that they cared
Wesleyne Greer:about, right didn't matter. Right when my agenda was theirs,
Wesleyne Greer:but they had to do it. But then when we were faced with the
Wesleyne Greer:opportunity, we stepped up and did it and brought two kids and
Wesleyne Greer:out of foster care. And our fine line crazy. It's not always
Wesleyne Greer:easy. There are two teenage boys now, some days good, some days
Wesleyne Greer:bad, some hours, good, some hours bad. But the fact that I
Wesleyne Greer:think we've tried to live by the credo that we try to teach as
Wesleyne Greer:well, I think that probably makes us a better person. And I
Wesleyne Greer:think that very much contributes to how we approach business as
Wesleyne Greer:well. And how I approach business, right? We didn't come
Wesleyne Greer:here to destroy, we weren't sent here to destroy each other, we
Wesleyne Greer:were put here for whatever you believe, while we're here, we're
Wesleyne Greer:to lift each other up. And I think we do that in the way we
Wesleyne Greer:manage. And I think I do that. And the way we parent and all of
Wesleyne Greer:that.
Wesleyne Greer:Wow, you gave me chills. That was That's amazing. I always say
Wesleyne Greer:that, you know, my philosophy is the same. I have been so lucky,
Wesleyne Greer:so blessed to have this talent, and what my calling is to share
Wesleyne Greer:my time, my talent, my expertise with those around me, so I can
Wesleyne Greer:help uplift others because I didn't get to where I am by
Wesleyne Greer:myself. And so I like to pour back into people and the fact
Wesleyne Greer:that you have adopted two children after raising two of
Wesleyne Greer:your own biological children, that definitely speaks volumes
Wesleyne Greer:to the type of person that you are. You're kind it was a family
Wesleyne Greer:decision, obviously. And there's been a lot of sacrifice a lot of
Wesleyne Greer:work and we have great kids, we our life is much better because
Wesleyne Greer:we they have we have them in our lives. So it sounds like we're
Wesleyne Greer:superheroes, we're not we get a lot we get a lot more than we
Wesleyne Greer:give. And now they'll just you know, finish high school and
Wesleyne Greer:move out or be great. Spoken like a true leader, minimizing
Wesleyne Greer:your contribution and really talking about this wasn't just
Wesleyne Greer:me, it was a team effort. It was a family decision, and they're
Wesleyne Greer:giving to us as much as we're giving to them. Those are the
Wesleyne Greer:words that true leaders lead with lead their life personally
Wesleyne Greer:as well as in business. And so I'm so honored. I have enjoyed
Wesleyne Greer:our time together so much my Oh, thank you. And if people want to
Wesleyne Greer:get in contact with you, what is the one best way? LinkedIn? It's
Wesleyne Greer:just Michael PE v e l e r. You can search me there Atlas ID is
Wesleyne Greer:the company and And, yeah, just reach out to me, you can contact
Wesleyne Greer:me directly through it. Awesome. Well, thanks again for sharing
Wesleyne Greer:your wealth of knowledge and all of your many, many years of
Wesleyne Greer:being in sales leadership, transitioning from education and
Wesleyne Greer:really helping us understand what it takes to build strong
Wesleyne Greer:teams from the beginning, not in two months, three months, 10
Wesleyne Greer:years, but how do you grab that organization by the horns and
Wesleyne Greer:really write it? So thank you so much again, Michael. No, thank
Wesleyne Greer:you for the opportunity. I really appreciate it really
Wesleyne Greer:enjoy it. And that was another episode of the transformed sales
Wesleyne Greer:podcast. Remember in what all you do, it is most important to
Wesleyne Greer:serve and not sell. Have a wonderful day until we meet
