Customer Success Leader
Customer Success Leader

Episode · 1 year ago

Start Involving Customer Success in Sales w/ Josh Fedie

ABOUT THIS EPISODE

Have you ever been to a party with a friend who doesn’t introduce you to anyone? So you just stand there awkwardly and count the seconds before you can leave. 

 

It’s a less than desirable experience, right? Why do we make customers go through it then?

 

Josh Fedie, the founder of SalesReach.io, joins Eric to help resolve the awkwardness that is traditional sales handoffs. Plus, the two talk about… 

 

- How to mitigate buyer’s remorse for new customers

 

- Why sales should be involved after the initial sale

 

- What B2B customer success can learn from B2C

 

Check out Josh’s show, The Buyer Enablement Podcast.

 

For more info, check out customersuccessleader.com or send a message to hello@flatfile.io.

 

To hear more interviews like this one, subscribe to Customer Success Leader on Apple Podcasts, Spotify, or wherever you listen to podcasts.

What I can promise you is thatit grows to be a big amount of virus remorse very quickly if we don'tdeliver on our promises immediately and give them less reasons to question whether or notthey made the right decision. Want to create delightful customer experiences. You're inthe right place. Welcome to customer success leader, where you'll learn about thesuccesses and struggles of leaders who are passionate about their craft. Trust me,you want to stick around. Here's your host, Eric Crane. Hey,y'all, it's Ark Crane, Co founder and CEO, here at flat file, and today I'm joined by Josh Phoebe on the customer success leader podcast.Josh joins us from sales or each out. I Hey, Josh, how youdoing? I'm great. How are you can't complain too much. Wegot a little cold spell here in Atlanta a couple days ago. I thinkit was what, seventy degrees in September? Oh to Oh. I feel justabsolutely horrible for you. WE'RE IN MINNESOTA. We had freezing rain.Just the other day. I had to stand outside in a socially distanced eventsin the rain for two hours to give a presentation on social selling. HowFun is that? So I feel absolutely horrible for you at seventy. Areyou kidding me? Anyway? Well, I will say that I do isthe one part of the Midwest that I don't miss very much. I usedto live Madison, Wisconsin, and the early winter, you know, gettingsnow and like September and October, just not for me. Not the southernor yeah, no, it's not for everybody. I've always told people youhave to find ways to embrace the seasonal changes. Right. So for meand the summertime, I like to go to car shows, I like todrive my fun cars and I like to ride road bikes. In the wintertimeI've taken on cross country skiing and fat biking in the snow, right andthen that way, when the seasons come, I'm actually a little bit excited aboutit because there's something new that I wasn't able to do for the previoussix months. But it doesn't make it okay, it doesn't make it acceptableto live in a place that gets to be thirty below at times, butthat's what we're doing. Well it well. So I understand from our previous conversationyou've got some pretty interesting things going...

...on at sales or reach. SoI'd love for you to explain to our listeners a little bit more about whatyou do there and how you stumbled into this area of working with customer success. So much right. Yeah, no, and we definitely did stumble into it. So my background, I've been in sales and marketing rolls my entirecareer. So for the last twenty years, give or take, the bulk ofmy career has been in business development roles and primarily working for creative servicescompanies or digital firms. But near the tail end of my career working forother people, the last six years specifically, I was working in digital product developmentand that's where I really discovered my true passion, which is creating things. I loved working with customers that had ideas for things and creating those things, and one day I just had the lightbulb moment for an idea that Iwanted to create and I realized that I actually had what I needed at mydispos ousily get that created, because I had this group of people that Ihad worked with in my previous lives that were experts in building these types ofthings, and why not just take a chance so where sales reach actually camefrom was fifteen years ago. I own to my own marketing agency and Iabsolutely hated my business development process, and so I started building custom landing pagesfor my customers to review the information that they needed to review during the dealcycle, because what I was noticing is that sending a whole bunch of emailswith attachments wasn't really working well for me and it doesn't honestly work well foranybody right because when you email a whole bunch of attachments to people, allthey do is lose them and your hope is that they're going to present itto their team. What you're trying to do is build internal advocates, butwhen you make the deal challenging for them, you make their job challenging. Theyhave to download all this stuff, re uploaded somewhere else, figure outhow to share it. Things get lost, things get forgotten, things get notshared for unknown reasons. It's not a great sales process. So Ioriginally built this for myself. Is just my own tool. Fifteen years agoI started working for a hub spot agency...

...and that's when I learned a lotmore about what was happening within bound marketing, and that's when I realized that theproduct I had built fifteen years ago was a huge gap in the marketplace right now, that inbound marketing the way modern buyers by today. Weweren't responding to the way they wanted to buy in a bob space appropriately.We were giving them the information they were seeking in a digital space, butthe digital interactions pretty much stopped once they finally raised their hand and said Iwant to talk to a sales round and I just found that to be alittle bit ridiculous. And so it was at that point that we decided tobuild sales reach and, like you said, we stumbled into customer success. Ithought, I'm a sales guy, this is the tool I need tomake selling easier and to make buying easier for my customers. But the realityis, as you've found with your company as well, there's a lot ofother customer facing teams with a lot of important information that needs to go ouutsome prospects and or to customers, and a lot of information coming from customers. Someone needs to organize that, and shouldn't you be the one organizing that? So we started to get embraced by customer success. Teams, on boardingand training teams, project management teams, just as a way to make aseamless way to interact with their now customers and give them a central source forall the things they need. So that's how we kind of stumbled in thecustomer success it's really cool. I love how the market has guided your careerand your business. Right, you're solving a problem that is known, butyou maybe didn't necessarily know that that was a problem being faced by others.Right, yes, at least. Me To another question, which is,given that you don't have that necessarily traditional customer success background, not that there'sany traditional customer success background, how do you define customer success? Yeah,so I actually went to a little college you might know of called Harvard,and I took their courses on customer success specific I'm kidding, I'm totally kitty. No, you're right. I mean there's how do you define it?And so many businesses define it differently.

But for me customer success has becomeso critically important to my own business. Number One, now that I owna SASS based company, I'm learning that if you don't service those people thatjust came on as customers, that just gave you their money. If youdon't put every ounce of your effort into those people, you experience more churnthen you want to experience as a SASS based company. The better experience yougive them and the more white glove service you give them, the longer theystick around. But what's really important to me, the thing that I focuson above all and the thing that ties my background in sales and marketing tomy now focus in customer success, is I'm always focused on the experience thatI'm creating when somebody is working with me, at whatever stage in their journey they'rein, whether it's pre or post sales, what is the experience ofbuying from my company and working with my company? Because what I have learnedfirsthand is that if you create a powerful experience, something that's memorable, somethingthat's lasting, something that makes them feel like they made the right choice,they become your advocates, not only within their business that they work at,but to the people in their network that they know. And for our businessspecifically, that is our primary mode of business development. We get a lotof inquiries from current customers network that are saying hey, we saw that they'reusing this or hey, they reached out to us and said they absolutely lovethis, this tool and we want to check it out now as well.That doesn't happen unless you create a great experience for those people. And thatpoint where it goes from sales to customer success or two on boarding to train, wherever goes after sales, that is the most critical point in any businessbecause, as you know, every time you've made a purchase in your lifewe all have buyers remorse the second we...

...lay that money down. We alldo, and it's either a big amount of byrs remorse or it's a tinyamount, but what I can promise you is that it grows to be abig amount of virus remorse very quickly if we don't deliver on our promises immediatelyand give them less reasons to question whether or not they made the right decision. Yeah, and I love to dig into that a little bit more becauseI absolutely agree with you right. We live in a subscription based world insays, so it's not like you sell a customer once. You're having tosell them constantly. You have to constantly be proving out the value of whatyou're providing. So tell me a little bit more about that transition from aprecustomer relationship to a post customer relationship and how you optimize for long term valuefor your customers. Yeah, I so. I follow a methodology that I recentlydiscussed. I have my own podcast as well, called the buyer enablementpodcast. We actually just kicked that one off of our first guest was aman named Todd Hockinberry, and if you aren't familiar with Todd Hockinberry, youabsolutely should be. He's a genius. But I follow the exact same methodologyhe does and I always have in my career, and that is that thecustomer facing teams that were involved in securing a deal and growing that deal shouldnot disappear. And what I mean by that is I've worked at a lotof organizations where sales lands the deal and now it's being handed off to anotherdepartments and it's like, okay, sales, go, go sell something else,we don't need you anymore. Will hold on a minute. Why don'tyou need me anymore? Because, let's be honest here, who has thetrust right now? Who was the person that brought this deal in based ontrust, based on reasonable and understanding and mutual understanding of what was going tohappen next. And don't you think that that new customer wants to have salesinvolved in this discussion, to be their...

...advocate? They want to feel likethey have an advocate internally and they also want to know that if something isn'tgoing the way that they were promised it was going to go, that thatperson that made those promises is going to be readily available to them to pointout. Hold on a minute now, Josh, you told me this ishow this was going to go and this is how it's going now. Solet's reconcile this right away. And so the methodology that I've always tried tohave in my life, in the only times where it has and is whenI'm working for someone else that doesn't agree with this, is to keep thoseteams involved into not so much have a handoff process, but to have introductions, the introductions to additional teams that are now coming into the equation and makingsure that everybody's aligned on who they are, what they do, when you wouldneed them, what you should be asking them for, but always beingavailable, because you know, customer success is absolutely responsible for a lot ofrevenue in an organization. They absolutely are, but I have seen time and timeagain that that revenue can grow exponentially if the customer success team in thesales team are staying in contact and are working that customer together, ensuring thatthat customer is getting what they signed on for and is happy and making surethat the right person is checking in with them at the right time and bringingthem additional information that will help move the needle towards more revenue. That's howI approach it. Yeah, you beat me to my next question to Iwant to ask a little bit more about how customer success folks can actually enablethat constant expansion or growth opportunities within accounts. But since you've already talked about thatat a high level, I want to get down the specifics, likehow do you coach Customer Success Reps to be good partners for a sales processwithout damaging trust that they established as a non salesperson within the business? Yeah, that is a it's a great question and again it's going to be differentat every organization, but I think that the one thing that isn't different,at least in my mind, is sales...

...professionals job should really be to settheir additional teammates up for success right. So they should be explaining the storyearly on in the discussions that, if you choose to move forward with this, the people and the teams that I'm going to be introducing you to arethese and singing their praises. The reason I'm going to be introducing you toso andso in customer success is because she's absolutely incredible at this specific thing,which I know is something that you're looking for, and I want to makesure to align you with the right person for that. Beyond that person andthat division, you're going to be introduced to this person on this team andthis person, man, you're what you're going to love about this person?Is this right? Really set your team up for success as a salesperson likesell those abilities that your team has. Get them in there, because thenwhen those additional teams come in, they know why they're coming in, theyknow who they are, they know the value that they're bringing to it.And as long as you're chewing your team into the things that you've said,the conversations you've had, start involving them earlier than later. You it's okayto involve them before the deal is closed. As a matter of fact you shouldbe. I mean, in most businesses, involving those additional layers earlierthan the then later is just going to help amplify that deal, help speedit up for you right, because they're going to have even more trust thatwhen this moves forward. Not only do I like Josh who sold this in, but I like the next person, the Josh is going to introduce meto as well, and I like the person that's going to come into thepicture later too. I trust that this entire team, it's not just youas the sales professional selling it in. It's not just you as the customersuccess person trying to find additional dollars after you've brought it in. It's involvingthe team, the group working together is really where you're going to find thatmix. But I think, beyond that, to just kind of round out yourquestion, salespeople and Customer Success People and marketing people we think differently,we write differently, we talked differently. Right, we're different. That's whywe're in different roles. We have skill sets that are very applicable in thosedifferent roles and one thing that I talked...

...to a lot of people about alot is, you know, when you're in sales, the kind of emailsthat you send are much different than when you're in marketing. The kind ofemails you send there and there are a lot different than the emails that yousend when you're in customer success. Customer Success and project management teams are verydetailed. Sales people aren't always super detailed right. It kind of depends onthe business that they're going after, but we're kind of in the business isshort and sweet and fast. That's what sales people do right, and sohelping your customers success teams and your other customer facing teams understand what this customeris expecting from you from a communication standpoint is also really, really important.And helping those teams understand when a sale needs to be made, when anupgrade to this a count needs be made or when we need to move thisto another level. Here's how this customer responds well to that. Don't thinklike a marketer here, don't think like a project management professional here. Let'sreally think like a salesperson here, let's write like a salesperson here, andthat's sometimes really hard for other teams, customer facing teams, to understand.We're doing an experiment right now at sales reach, where my marketing manager,jared, is effectively working as a parttime sales professional in our sales team.Why are we doing that? Well, other than just to kind of like, you know, beat him up a little bit, because why not?It's kind of fun. But no, we want our marketing team to understandexactly what sales is going through in the field. We want our marketing teamto hear firsthand what customers are saying on those demo calls, because I thinkthat what we're going to find, and what we're already finding, is thatit informs our strategy from a content perspective. Additionally, it's informing our customer successteams as to where the most amount of training is going to be requiredat post sale, where the bulk of the questions are going to be postsale, what kind of the future iterations of our software are going to beimportant to communicate to those customers after we bring them into upgrade their accounts andthings of that nature bring an additional revenue. So it's all so important. Andwhere does it go wrong? I...

...don't know, where do you startwith that? What I mean it could go wrong in so many different waysright. But I mean, I think the number one place where deals gowrong is when there isn't appropriate a communication internally for the company, when theydo consider it more of a handoff and less of an introduction, and whenthe when the appropriate information is not handed off appropriately and it's a true handoff, words like okay, I'm out of here now. Well, that'swhen customer success comes into the folding goes all right, let me ask youfifty questions that sales already asked you, and I'm going to waste the nexttwo hours of your life asking you things that you already answered. And hedidn't. He or she did not give me that information, so I haveto ask you this again. That moment right there, that's like red alertfor any new customer. It's come on, we just spent all this time togetherfiguring out that we were going to move forward and that this was agood fit. How did none of this information make its way to you?This doesn't make any sense right. Don't put customers through that. That's whereit starts going wrong, and I hear that pretty consistently, which is it'sreally normally not the customer's fault when you have an issue like that. Imean if the sales team, which is trained on understanding and identifying what thevalue is for perspective customers, says there's definitely value to be found here andthat customer ends up turning a few months later, a couple of years later, it's usually a miscommunication. Internally. The value still there, it's moreabout, hey, we're not seeing that your team actually cares as much aboutthe value that we want to achieve. So how do you kind of turnthat into a succinct transition of information in terms of goals that the cus SMERwants to accomplished? Like, how do you make sure that that knowledge getstransferred in a way that a salesperson and a customer success person could both equallyunderstand? Yeah, and before I answer that, what I would actually takea step back and say, because one of the things you said made methink of it as well, is we...

...need to hold our client facing teamsaccountable for gathering the right information to qualify that this is actually a good customerfit. Right, and this is something that I talk to a lot ofsales professionals about. Bringing on customers that are not a good fit is goingto damage you in multiple ways. Number one, it's going to it's goingto damage your personal brand. You're not going to be the person that getswarm leads from your network anymore when you're selling deals that aren't a good fit, because if they're not a good fit, they're not going to bring the resultsthat they expected. Number One. Number two, if they're not agood fit and you're not gathering the information that you need, then you don'thave any information to bring your customer your other customer facing teams up to speedand set them up for success. And now, if you get to thatlevel, now you've wasted time and effort and resources and multiple divisions in yourorganization to do nothing but lose a customer. And we all know there isn't abusiness out there that isn't frontloaded. Right. All of US lose alot of money in those first couple months because we don't actually make money ona customer until the six month point of them staying in. Right that's whenwe start seeing the return on the investment and bringing that customer in. Sowe got to be really, really, really careful about how we're bringing thosecustomers in. But my main focus every single day is very similar to yourfocus at your company. We talked about this at the beginning of the call. My product in your product solved for almost the exact same thing, butin reverse, which is really funny to me. It's awesome to like getconnected with you because we're focused on immediately after you land the deal. Weneed to organize this like we need to make sure that everyone has a centralsource of truth moving forward, and that is how our product became a customersuccess software on its own was because that is a challenge that customer facing teamshave every single day. Now that we have this customer it there's not justinformation that needs to be distributed in the...

...sales process, there is information that'sbeing distributed post sale in a myriad of departments, and if we stopped organizingthat at any point, then it becomes frustrating for our customers. Now,the challenge that our customers were facing was their sales teams. Using our software, we're becoming more organized in their prospects minds than they ever had been becausethey stopped sending PDFs and loose attachments in emails and dropping off brochers printed grocers. Can you believe that they stopped doing all of that? Stuff and theystarted organizing it in this portal. And then what happened immediately after that wastheir customers that now came on. We're saying, well, wait, wellnow, why aren't we continuing to do this? And that's literally how ourproducts started to being used by customer facing teams in customer success and on boardingand training. Was Our customers, customers, saying well, wait a minute,we love that product you used in the sales cycle. Why aren't youusing it here anymore? Right, if you listen to your customers, they'lltell you exactly what they need to be happy working with you. and honestly, who doesn't want a little bit more organization in their life? Why shouldwe have to dig through endless amounts of emails and attachments and all kinds ofdifferent sources? Think of all the tools we use every day. I havecustomers that I communicate with on text, slack, email linkedin. I mean, there's communications going on in so many different places. It's so crazy.We need to be better about organizing everything, because otherwise this is where you slowdown deals, this is where miscommunication happens, this is where other teammembers that need to see things can't see things. Everyone needs visibility on bothsides, and if we don't have that visibility on both sides, then we'regoing to have issues. As a builder, I can empathize with that more.Right, like the technology should be working for us, not against us, and every time, you know's a place where this is something that techcould do right, like, let's let's find a way to solve that problemwith with the machines. Right. Have the humans focus on the things thathumans are best at, building relationships, building intuition and providing guidance, personalconnections, and that's the out like you...

...said, that's what we focus on. Is a business to is like, Hey, can we have humans dothings that human should be doing and machines do things that machine should be doing? Well, let's hope it stays that way. I recently read an ArticleGartner. Gartner does some incredible studies. Gartner has done some great studies onwhat's called by or enablement, and that's that's what we that's kind of theheading that we put our software under, is buy or enablements. Okay,and so they they've done a lot of great articles about that that I'd behappy to send to you after we're done here. If you're ensuing looking intothose as well. But beyond that, I came across something new, anew term just the other day via Gartner, called guided selling, and this scaredme a little bit because in a way, what our software is doingis helping to guide customers through their buying process. Right it's helping sales peopleto help guide their customers to the right conclusions. But what Gartner was focusingon right now our sales tools that are doing this through Ai. This scaresme to death. Man. I'm not a huge fan of AI right now. I honestly haven't seen a lot of ai that I believe is truly Ai. For being honest, most of it, if you pull it back the curtain, it's like, oh, cool, there's a bunch of people pushing abunch of buttons, and that's what's actually happening. Great, but whatyou said there is so important to me. People buy from people and people willalways buy from people, especially the people that they like and trust,and I don't think that robots will ever be able to reply place that.I do think that we need to infuse smart technology into our sales efforts tohelp guide the buyer through where they're going. But you know, some of thetechnologies that they were focusing on in this article are literally a handsoff approachfor salespeople like it's just going to magically give people this, based on somepredetermined equation to give them this, and I'm like, I'm terrified the peopleare even thinking this could happen right because,...

...you know, is it cool?Yeah, it's cool, but like, why would we take the human outwhen we know that the human is the differentiator and any deal? Weknow that the human is the differentiator any experience created for a customer. We'veall tried to call into customer support line and had to listen to a robottalk to us for far longer than we want to. Are we friendly tothe the human that finally gets on the phone when they do? Absolutely not. We all have bots on our website that start to answer questions for people. Have you seen some of the nasty things that people put into bots?And the best part about those botses when I intervene, when I come intothe BOT, when I come into the conversation, they just assume I'm nota person because they were already talking to a Bot and they say horrible thingsto me and I have to say no, no, I'm the CEO of thiscompany. I'm just jumping in here to give you an actual human here. This is I'm not a robot. Please don't, don't use those wordswith me right here right but we just get programmed to like we're always thinkingthat these robots are out to get us right now, and I don't seehappy customers dealing with ai situations, I really don't. But I see peopleturning around and getting really happy once they know they're actually talking to a person. So it's it. There's a big Delta that's going to have to becrossed before I feel like a ibots are going to, you know, takeover the humanized aspect of sales and I have to get a new career.But that's that's kind of where it's head. It's they're saying it's heading anyway.But I think the the whole point of a guided process. You're solvingfor that as well. I'm solving for that as well. A lot ofcompanies are starting to figure this out. We do need to be guiding ourcustomers through the process and reassuring them that they have what they need and thatthey made the right decision and that we're making good on all of our promises. And you know, not to be a total cliche, but in aBETB space, giving them the same sort of experience that they get in aBETC space, such as on Amazon, who has completely figured it all outas far as it comes with an experience right and telling them you might alsobe interested in this. I'm mean,...

...they have the whole business development andcustomer success mechanism built right in the Amazon last few weeks you were here.You bought this. Why didn't you get this? Ninety percent of our customersalso got this. Well, if our customer success teams can start getting thatIntel and acting that way in a bob space, we're going to win.Yeah, totally. And it's also a difference between the type of buying cyclethat you might see. To write. If you're dealing with a transactional baysale, first of all, you're probably not listening to this podcast because you'reprobably not in customer success, because you generally see customer success involved in abusiness where there is a relationship they sale and especially with the level of informationthat buyers that access to today. Absolutely the relationship is oftentimes a differentiator thereand that's something that's very difficult to replicate absolutely. So I know we're gettingup on time here. I like to ask a question about advice I'm makinga little bit different for you, which is I want to know what youradvice is for customer success folks who want to influence the way that the salesprocesses a run. All right, so you know my advice for that one, honestly, would be don't be afraid to stand up for yourself. Ithink I see a lot of customer success teams that are sometimes afraid to pushback on sales, and I understand it, because a lot of people get intosales because when we turn it on, we are we're hard to say noto. When we turn it on, we come across very aggressively, andthat's just a characteristic of a lot of salespeople. We like to win, we don't like to lose and we're we are aggressive people. But don'tbe afraid to stand up because at the end of the day this is goingto be your mess to clean up if it's not going the right way,and so fight to be involved in the process earlier. Fight to know thatwhen this becomes your primary focus, that you're going to be equipped with whatyou need to be successful in your role,...

...all so that you don't feel likeyou're being forced to perform when you don't have what you need to perform. Don't be afraid to speak up. At the end of the day,sales will see any sales professional should be, and I would have hope would bevery receptive to that, because most sales professionals there's a clawback in theircontract with their employer that if a deal goes south in a certain amount oftime, we're taken back your commissions, and there is nothing that sales peoplehate more than losing commissions. So if you tell them I'm going to beable to better service your customers, if you give me x, Y Z, and if you involve me at this point and if you support me postsale on these initiatives, they will be all years because you're literally affecting themoney they bring home if you don't perform and if you're not performing and it'soutside of your control because you you're not getting what you need, get whatyou need. Yeah, and I mean also there's the longer run view ofthis to write, which is that in any subscription based business at a certainpoint your net new revenue from expansion and upsell is going to far exceed yourrevenue from net new sales. Right you're you're going to be working your existingcustomer base more than new market and I think customer success needs to be preparedfor that responsibility to the organization, and that is by getting involved in thesales process as early as possible and understanding why customers even by well, Imean I'm sure you've seen the news. I'm sure that listeners to your podcasthave seen this all over the news. How many more customer facing teams arebeing held to the fire for revenue expectations. I'm not sure where this came from, because it seems to coincide with Covid, which is kind of strangeto me. I can't I can't like, I can't pin this on anything,but it seems like all the sudden...

...other customer facing teams are being heldaccountable for revenue, including marketing, and you're seeing both sides of the fence, where there's marketing professionals and customer success teams that are saying yes, wewant to be held accountable for revenue. You're seeing the other side too.Were they're going now. That's not fair. You know, we've been putting togetherthese greatly. It's not our problem that sales can't close it or thecustomer success has an insane churn rate, right, but I think that itis the right way to go. It falls in line with my belief thatthere shouldn't be a handoff, there should be introductions, and if there's moreintroductions and less handoffs, than those teams are aligned on ensuring that that revenueis growing and that those customers stay. Again, I don't know where itcame from, but it's kind of a fascinating thing to watch happen right now. Well, it's interesting to talk to other folks on this podcast as well, who would say, well, really, customer success is us just like puttinga face to really what we're trying to do as a business regardless.Right. So when you're in sales, you're really in customer success, whenyou're in marketing, your in customer success and when you're in product here incustomer success, because it's all a line around creating value for the customer.If you don't, you don't have a business. Yeah, well, don'tforget, I'm a sales professional so I would say if you're in marketing here, in sales, if you're in customer success, you're in sales, you'renot. Not. I'm kiddy. That's what I would say, though,because I think, I do think everybody's responsible for revenue, right, andI think that you need to have a little piece in your head all thetime, if you're not specifically in the sales department. That's your little salespiece right there that you can turn on when you need to and you canunderstand how to think and speak like a sales professional, right, because youneed to know how to close. Everyone needs to know how to close.I was speaking with someone just the other day that I made a comment.He he had asked me do sales people are they always on? Are theyalways on? And I said no, absolutely not. Most sales professionals,most good sales professionals, are introverts. Most sales people, professionals, thesales professionals, know how to like turn it on. My marketing manager callsit the Josh Show. Right, whenever...

I get on these sorts of things, he sees me flip that mental switch and it turns into the Josh Show. And this is this is what comes out and and and that is whatit is. But I was telling him, I said, look, look atthe last time that you had a family get together for the holidays andyou had to invite the inlaws over. Were you excited the entire day beforethe inlaws get there, or did you hear the doorbell ring and you takea moment, you pause and you turn on that switch and you go intohappy mode right to turn into the entertainer. That's what sales people do every day. Then you let me know that it's been a long time since hehad to go to a holiday and see in laws because he's single, andI informed them that if he was better at sales, we can probably solvethat problem right there, right. So sales is an important, important ingredientin so many aspects of life, not just business but personally as well.Oh, I agree. Well, thank you so much for your time today again, y'all. That was Josh feedy from sales reached out IO.I highly recommend you check out what they've got, especially for the customers successleaders out there who are looking to sablish strong, ongoing connections with your customersby making all the information they need readily available I'm are crane from flat file, signing off on this episode of Customer Sus later. You depend on thefastest time to value for your customers, so I light data on board andsell you down. Stop emailing spreadsheets, creating CSB templates or setting up FTPtransfers. Create collaboratives, secure workspaces with your customers and their data, savingyou time while providing a memorable onboarding experience. Oh and there's no code required.You can go to flat file DOT IO C S leader to learn moreand get started for free. Thank you so much for joining us for thisepisode. Customer Success leader is brought to you by flat file. If you'rea fan of the show and want to help a share these conversations with others, leave us a rating on apple podcast. Just tap the number of stars youthink the show deserves. That's it for today. Catch you in thenext one.

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