Cracking the Sales Code: Expert-Level Sales Advice with Garrett Wood, Founder/CEO at Get Scale
In this episode of Exploring Growth, host Lee Murray talks with Garrett Wood, Founder and CEO of Get Scale, about building successful sales and marketing teams. Garrett shares 4 steps every successful sale should follow. The episode offers valuable strategies for sales and marketing leaders looking to enhance their efforts and improve conversions.
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Garrett Wood
00:00:00
The more prescriptive and immediate the call to action can be, the more effective it will be. And so this isn't always relevant on the marketing side, but at least for salespeople, the buyer, the prospective customer that you're talking to should know exactly what you're what they need to do next when they're expected to do it, if applicable, where they're going to do it, how they're going to do it, then most importantly, why they're going to do it. You got to go sort of back to high school journalism class, but you should be very prescriptive in saying, okay, this is what we're going to do next. And even planning out those steps with them.
Lee Murray
00:00:43
Today we have the opportunity to hear from a founder CEO, but also who is an expert in building sales and marketing teams. I'm not going to belabor this intro because we have a great discussion planned. I'm talking to Garrett Wood, founder CEO at Get Scale. Welcome to the show, Garrett.
Garrett Wood
00:01:01
Natalie. Great to see you. And happy New Year.
Lee Murray
00:01:04
To you as well. It's exciting to have this conversation, and I think that our listeners have a lot of value coming their way. you know, a lot of the companies that are listening or the CEO's are listening to this. Our building companies are building sales teams, building marketing teams. And so, you know, to hear from someone that has such a track record in doing this is going to be very valuable. So let's get right into your background. Tell us about, you know, where have you been and how did you get to where you are now?
Garrett Wood
00:01:32
Yeah, I appreciate that. There's sort of the old joke that there's only two things that matter in the business. You're either building a product or you're selling it. Yeah. If you're a CEO, it's important to get both. Right. So, hopefully some relevant, experiences to share as far as background goes. And just to give you a little bit more color here. So I worked for a pair of VCs in Michigan, where I grew up, North Coast, which is based out of Ann Arbor and then DVP.
Garrett Wood
00:02:03
Detroit Venture Partners, based out of Detroit, and getting referrals to a variety of the different founders. I got a lot of experience selling a huge array array of different products and services. So, okay, everything from mouth guards to software. yeah. Really everything in between. And effectively, I served as a low cost and rapid way to test whether sales made sense for that product or service. Then if I could gain traction working without a lot of support and resources, that was a really strong signal. This is worth investing in. And then I'd work with that company to not only establish the pitch and the process, but start to get some of the people and systems in place before they scaled their sales initiative. So that's kind of my first experience with sales, but I found some interesting applications, outside of, well, I'd say throughout my career as well.
Lee Murray
00:03:08
Yeah. For sure. So that was you said VC's. did you also work with private equity?
Garrett Wood
00:03:14
No. Primarily working on very early stage companies.
Garrett Wood
00:03:20
So series A, series B that thought they had a good product thought they had a good service. Okay. But we're starting to run into questions about how can we scale the distribution, really accelerate the customer acquisition. So it probably had some early traction from people who were already looking for the product. Yeah. But then when they wanted to be able to scale and start to reach new audiences, people that maybe weren't already looking for it, didn't know it existed, didn't have experience with a similar product. That's really where I would come in and start to build out a bigger and more effective sales team.
Lee Murray
00:03:58
Gotcha. Okay. And then where did you go from there?
Garrett Wood
00:04:02
Yeah. So, when I joined Uber in 2015, the biggest challenge Uber was facing is that they didn't have enough drivers on the platform. Uber wanted to be able to expand its coverage and launch new markets. So not just in major cities like San Francisco, but smaller markets like Tahoe. We needed to get more drivers on the platform if we wanted it to be more reliable.
Garrett Wood
00:04:29
For you to be able to get a ride at 2 p.m., heading to the dentist, or 4 a.m. heading to the airport. We needed to get more drivers on the platform, and maybe most significantly, if we wanted to have faster pickups than the competitors. We needed to get more drivers on the platform, so probably 80% of the people at Uber at the time. We're thinking about how could we get and keep more drivers on the platform. Yeah, there's the old adage, if you're hammer the whole the whole world looks like a nail. Yeah, I had the background building sales teams, so our conversion challenges looked a lot like a sales problem to me. Without getting into specific numbers. For every 100 applicants, we would get to sign up people who were interested in driving with Uber. Less than ten. Closer to five would actually get started and start working and earning with the platform. And so I built and launched a team of people that would reach out to people who had signed up to drive, but never taken their first trip.
Garrett Wood
00:05:42
And then we'd use one on one conversations to educate them on how to be successful, but more significantly, Motivate them by showing them. Well, really figuring out what challenges are they facing in their life? A better earning opportunity, more flexibility or better work environment could really help improve. And then by focusing on what challenges they were facing and matching them with Uber as a solution, we're able to dramatically increase conversion from application to work and driver.
Lee Murray
00:06:17
Interesting. So it sounds like a B2B SDR play where you're you're getting inbound leads and you are I mean, even though stars are all a lot of times focus on outbound SDR leaders, you know, they get leads and then they're following up with them to convert them. was that your thinking or or were you taking something you did, you did previously and just applied it as you knew?
Garrett Wood
00:06:42
I think that's an interesting observation. I think probably one of the most sort of interesting and impactful lessons of glean from selling a wide array of products. So Mouth Guards software, which is a very traditional sort of SDR motion all the way to getting to sort of sell jobs with Uber.
Garrett Wood
00:07:08
Yeah. Is that the principles that motivate someone to take action? So the underlying architecture of every sort of successful sales and marketing campaign look very similar. Whether you're selling and a B2B role or whether you're selling in the B2C role, the tactics, the sort of tricks, scripts, how you should approach it varies. But the underlying architecture or the principles or the goals of every interaction remain the same. And so I think what allowed us to find success at Uber and what allowed us to find success selling mouth guards was really figuring out how can we apply these principles to the appropriate way? To this conversation, this individual.
Lee Murray
00:07:59
Gotcha. Okay, so was that was that where you ended up becoming like, that's how you ended up here? Or did you have another step in your your your your your journey?
Garrett Wood
00:08:09
No. So going from Uber, I and a swath of our founding team here, had worked and focused a lot on the driver recruitment there. And we left in 2018 to launch recruiting as a service to other fast growing gig economy companies.
Garrett Wood
00:08:30
And so as of today, we're the largest recruiting provider for the gig economy. We recruit a little over 100, closer to 150,000 new workers every year. But we've also applied the same tech that we've built for that the same ops principles and sourcing, assessing training that we use for recruiters to offer sales as a service. So we also work with trade schools and bootcamps to help them recruit new students. And then a variety of B to B to C or B to C companies to help them increase conversion and acquire additional customers.
Lee Murray
00:09:14
And that's that's really cool. I like that that pathway of really just following the art and science of what you found that worked in creating principles around it and then applying it, then in your own company. that's, that's that's a cool track record. I mean, to me, it shows focus and commitment to, you know, staying in that domain and, just becoming more and more of an expert. and now you have, you know, get scale, that offers an immense value to clients, because you have all of that track record that you brought with you.
Lee Murray
00:09:50
So it's cool.
Garrett Wood
00:09:52
Yeah, it's been interesting to sort of continue to focus and iterate on how can you motivate people to take action. Yeah. The fundamental question problem that we're trying to solve is how can you generate interest, but then sort of more significantly, actually take someone from maybe aware and interested, but then to actually purchasing the product. And I think that's been the focus of really my entire career. It's like, what's the architecture where the principles are the tools that allow you to do that more efficiently and more effectively?
Lee Murray
00:10:35
Okay. So to answer that question then is that that sort of answer is buried in the architecture and those principles all together. Or is it one singular answer?
Garrett Wood
00:10:48
No. I, I'm happy to sort of, share the secret sauce.
Lee Murray
00:10:53
Yeah, that'd be great.
Garrett Wood
00:10:55
Architecture that we believe every successful sale follows. So. Okay. I preface this by saying these aren't my principles. I didn't walk into a room one day and think like, hey, what's really catchy way to, teach or describe sales? If I did, I think I'd come up with something, a little more catchy, like ABC always be closing.
Lee Murray
00:11:20
Yeah, right.
Garrett Wood
00:11:22
But it's really a collective effort of a lot of mentors and a lot of experience to observe and distill the tactics that worked for that particular sale or that particular product away from a tactic and into a principle. So what that said, I believe every successful sale follows the same first step. Step one you need to earn their attention. And I really say earn their attention because it's going to be a function of credibility and value. If you're credible, but you're not solving a problem for someone, you don't deserve their attention and hopefully without making any enemies. I'd use like, academic papers as an example of this. They're highly credible, but because they tend to be either, like, so broad as to not be relevant into a specific action or some niche into a specific feel. Like, I don't spend a lot of time reading them. Incredible. But they're not very valuable to me, right? On the flip side of that, if you check your spam folder right now, you probably, I would find offers that, like, seem unreal and incredibly appetizing.
Garrett Wood
00:12:45
I was like, hey, give us $100,000 and we'll give you $200,000 back. Yeah. Two months. You're like, that would be awesome. But you're like, this is from, you know, one, two, three. Big money at proton gmail.com. You're like, that's not credible. Yeah. So I think to really earn someone's attention you need to have both credibility and value.
Lee Murray
00:13:11
Okay. I like that.
Garrett Wood
00:13:13
Next step. Once you've earned their attention, you need to find the pain. I think fundamentally, pain drives action. Like without a problem, solution isn't worth anything. This is kind of a trite example, but it's an incredibly gloomy and rainy day in Austin. if you were selling umbrellas on sixth and Congress or downtown Austin Yesterday, you wouldn't have sold one umbrella. Right. We take the exact same umbrellas out on the street today. And you're comparing same size, same color, like it's the exact same product. Exact same solution. Yeah, but now it's valuable because it can solve the problem.
Garrett Wood
00:13:54
We've got to get to lunch, or you have to get to your next work meeting. You don't want to show up, like, soaking wet and looking terrible. You need an umbrella. And so I think the second step is probably the most important, which is fine pain. And that's really a function of knowing what questions to ask and listening incredibly carefully.
Lee Murray
00:14:19
Okay. So before we go forward, let's step back once to your first step. You know, adding value and having credibility. I know like people are probably sitting here thinking, all right, well what does that look like for my product service. My solution And and maybe even thinking per channel. Right. Because if you look cold email, as you mentioned, you know, spam emails, cold email, cold phone outreach, Facebook ads, you know, all the different go to market channels. give us a good example of like how to put that together in our minds.
Garrett Wood
00:15:01
Yeah, I think that's a great call out. And I think it's where great sales and marketing leaders can really set themselves apart.
Garrett Wood
00:15:14
It's not in having just a bag of tricks or tactics that have worked in the past. If you know the principle that you're trying to achieve. Do I understand their problem? Do I have their attention or do I still need to earn their attention? You can start to get creative and figuring out what makes sense for this demographic or for this channel. one thing I would sort of recommend as a general tactic, both in sales, but I think it's often overlooked in marketing is we've got the saying has actually taken from a mentor, Josh Lindner, sell aspirin, not vitamins. And I think a lot of marketing leaders, they spend a lot of time with the product team and the engineering team, and they're very focused on what are all the features my product offers. And I think one lesson that we frequently try to remind ourselves here at Get Scale about is that it's not about your solution, it's about their problem. And so early on, especially in the marketing, whether it's a cold email or you're running ads on meta or SEO? Really focusing on, hey, how can I sort of drum up pain or drum up a problem here that's going to resonate and be relevant to my potential customers rather than just espousing the benefits? And so that's probably the tactical advice that I'd give to marketing leaders, is even at the very top of the funnel.
Garrett Wood
00:17:00
Start to think about how you can arrest attention by highlighting a problem or something that's very painful to your potential customers. Not just sort of beating the drums around. Hey, we've built all these features. Our engineering is awesome. Like that only matters in the context that it can solve their problem.
Lee Murray
00:17:20
Yeah, because if you're taking away pain and versus adding something proactive, it's sort of like, you know, you get ten people that use your product and not, you know, nine of them that have positive things to say. I won't say anything, but the one who has negative things to say will say, you know, be the loudest person online. Negative reviews. it's sort of like that. Like the pain is so much more palpable than the, the, the positives. So if you focus on the pain, if you can remove that, if you can remove pain, you're probably more likely to get to that next step.
Garrett Wood
00:17:54
Yeah, that's actually a really good parallel. that I think does an awesome job of illustrating the difference between like a mildly pleasant experience and really not so pleasant experience in terms of how it motivates people to take action.
Garrett Wood
00:18:12
Right? A restaurant is pretty good. You probably don't write a review. Restaurant gives you food poisoning. That same person writes a review.
Lee Murray
00:18:20
It becomes your job.
Garrett Wood
00:18:22
Yeah, pain drives an action for sure.
Lee Murray
00:18:25
Yeah. It's like even if it's a great it's got to be almost like Emotionally, you know, great that it's got to really hit you in some kind of spiritual way for you to get on Google and give a good review. You know, unless you're just I'm sure there's some kind of study about the wiring of people and how maybe people that are more, you know, calculated or analytical, maybe they're the ones that give the reviews over someone who, you know, isn't, I'm sure personality has to do with that, too. But even if you have some great, great experience, you're probably less likely to give a review than you are if you have a just a slightly negative experience. So then that that plays out perfectly. If you're reaching out, you know, talking about that negative pain point, you're probably going to get further than if you're trying to talk about something that could be improved.
Garrett Wood
00:19:14
Yeah, I think that's a stellar example. I really like that one. I'm going to keep that one for sure.
Lee Murray
00:19:19
For sure. It's free. Free to use.
Garrett Wood
00:19:24
Yeah I appreciate that. So step one earn their attention. That's a function of credibility and value. You need to have both. Step two. Find the pain. Fundamentally, pain drives action. Step three. You need to match your solution to their problem. And this is probably the principle we should spend the least amount of time on, because you don't want to get caught talking about everything that your product or your service can do. It's not relevant to solving a specific problem. one sort of interesting example of this is if you ever watch infomercials. They're like wacky and they're weird. Yes. They're also incredibly effective.
Lee Murray
00:20:14
Yes.
Garrett Wood
00:20:15
You've got very intelligent people who have gotten a lot of reps and data and feedback to the right. How do we take someone from like unaware and probably apathetic, like sitting on the their couch to get them to actually pick up the phone or go to a website and buy something.
Garrett Wood
00:20:32
And if you watch infomercials, like the product does a lot, and they will talk about, hey, it does X, it does Y, it does Z, but they never just list x, y, z. It goes. Here's a problem. Here's the solution, here's a problem. Here's the solution. And I think one sort of note that is worth highlighting for marketing leaders and sales leaders. If you're doing marketing, you don't always have the ability to really understand what's relevant for that particular customer, that prospective buyer. Yeah. So you kind of have to go through the process of saying, here's the problem, here's the solution, here's problem two. Here's solution two. But for sales leaders, I think the worst thing that bad salespeople do is they talk too much. Yes. And it doesn't always come from a bad spot, right? They're just excited about the product. And the more I think the more they share, the better they'll be, right? The best thing that great salespeople do is ask questions and listen incredibly carefully.
Garrett Wood
00:21:43
And what that allows them to do is very precisely match your solution to their problem. That allows you less focus. It allows you to stay relevant. And that's really what sort of allows you to drive action.
Lee Murray
00:21:56
Yeah. And I would say that's even more effective. The more it becomes more strategic, the more you understand really how to do it. Because if you understand the let's let's go to problems. Right. If you understand the problems that your product actually solves, then you can get more strategic about your questions you're asking, you know. Mr. Jones, if you had XYZ that could fix ABC. Would that be helpful for you in your in your business and, you know, in moving such and such forward. You know, that's a it's a question that is built around solving a problem and you're leading them in the right direction versus just asking questions that are more general. Right. So understanding your product, understanding their problem and then formulating questions and and you know, sort of sniper questions. Right.
Lee Murray
00:22:51
So like you only have a certain number of questions because you know, once you get answers to these questions, you, you know, they have a picture in their mind and you have the information you need. It's only natural to go to the next step.
Garrett Wood
00:23:04
Yeah, I think that's a really great example. And this metaphor is maybe a little bit of a stretch. But you can imagine if you're a doctor and someone walks into your office and you know that they would never fell off of a ladder and their arm hurts. Yeah. If you're like, hey, I think we should do your blood work and figure out what your cholesterol is at.
Lee Murray
00:23:27
Yeah.
Garrett Wood
00:23:28
They're like, what? You know, like, that's not why I'm here.
Lee Murray
00:23:31
Which, by the way, is every medical experience we have.
Garrett Wood
00:23:34
Yeah. Yeah. That's, you know, maybe a podcast for another time. Yes. But if you're really good, doctor, you can ask, why are you here? And then you can isolate.
Garrett Wood
00:23:44
Hey, they fell off of a ladder. Their arm hurts. You can X-ray the arm. And I think doctors probably shouldn't do this. But what great salespeople do is they sort of poke, they prod, they pull up that arm, and they really find, hey, this is the most painful spot, right?
Lee Murray
00:24:02
Does it hurt when I touch here? Does it touch here? Okay, we're getting closer.
Garrett Wood
00:24:08
Exactly.
Lee Murray
00:24:09
Yeah, that's a great analogy.
Garrett Wood
00:24:10
Yeah. I think being able to tie your specific solution to their most painful problem. Yes. Is something that can't be understated. You're not there to say, hey. That's right. Give you Crestor and Lipitor, and I can run a full blood panel. You're like, I'm here to solve a broken heart. I gotta cast this or I gotta help you get to rehab place, whatever it is. you got to solve their problem.
Lee Murray
00:24:38
Yep. And then the more you do it, the more patterns you see and the more insights you have to treat the next patient, the next prospect, more adequately.
Lee Murray
00:24:49
And I would even take this one step further. And I don't know if this is where you're going, but if you like, from a marketing standpoint, once you have all these insights that are clear and there's patterns now, you can start developing much more impactful marketing, content and messaging around those, insights. And now your marketing becomes more powerful.
Garrett Wood
00:25:09
Now that's a really great call out. I think what's probably relevant to sales leaders, this is where experience comes in, but you can also run your sales team through a host of games and sort of training exercises to improve your ability. But great doctors, you go in and you're like my knee when I bend it and then strain it. It kind of feels like there's like Pringles in there. Yeah. If it's your first day on the job as a doctor and someone describes their pain as Pringles. Yeah. You're so lost.
Lee Murray
00:25:45
Yes.
Garrett Wood
00:25:46
But if you get a lot of repetitions. Yeah. Sort of, you know. Hey, this is how someone described it.
Garrett Wood
00:25:53
Yeah. And this was the problem after that x ray or MRI or after I treated it, you get really good at listening and making the right inferences for sure. And I think all of the training exercises that you can put your sales team through to say, hey, here are our personas. Here are the most pervasive and painful problems. How can I get really good not only asking questions that surface those, but get really good at listening and making the right inferences. You can become much more effective because some buyers and prospective customers are like, you know, they're not so loquacious. They're a little more ornery or skeptical, and they don't want to share a ton of information. Yeah, and that's where becoming a really good listener and being able to glean the most relevant information from just a little answer, I think can separate a new or maybe okay salesperson from a really great one. Yeah. as far as marketing goes, I think it's a great reminder that you should be listening to conversations. And we're building and I'm sure there's other companies that are building similar things, but we're able to take the unstructured, conversational data and use the LMS to process that, to allow us to sort of freeform query questions like, hey, what are buyers from this channel most interested in? What are they asking the most questions about? Yeah, and that's a really great way to do it.
Garrett Wood
00:27:42
But you don't have to have tools like that, right. Go talk to your sales team. Go shadow calls. Go listen to calls. Right. And people will tell you what they're concerned about. And I don't think that should replace a B testing and all the iteration that you do on the marketing side. But it can give you a lot of good direction on hey, where should I test.
Lee Murray
00:28:05
Right. Okay, good. So I think we did we end up at step three or did we make it to for you.
Garrett Wood
00:28:12
Know, so we're still on step three. So step Okay. Earn attention. Step two find the pain. Step three match your solution to their problem. Then step four. This seems obvious, but people miss it. You need to give a clear call to action.
Lee Murray
00:28:28
Yes.
Garrett Wood
00:28:28
And I think, going back to sort of the, like, restaurant, dining experience. motivation dissipates with time. Like, I.
Lee Murray
00:28:48
Am this quick.
Garrett Wood
00:28:49
Poisoning from a restaurant in Mexico City a few years ago.
Garrett Wood
00:28:53
Yeah. at the time, I was like, that sucks. I'm, you know.
Lee Murray
00:28:58
About to die. Yeah.
Garrett Wood
00:29:00
Yeah. Like it's painful. Oh, yeah. Like, this is a real problem. I'm motivated to, like, take action, maybe give them some feedback. Yeah. If you asked me if I wanted to take time out of my day now to call that restaurant and ask for a For refund and post review. You're like, no.
Lee Murray
00:29:15
The pain is so far removed.
Garrett Wood
00:29:18
Yeah. And so I think it's really important that you're giving an immediate call to action. And it doesn't always have to be hey by the product. Yep. It can be. Let's schedule like I need this or I need you to do that. Yeah. And the more prescriptive and immediate the call to action can be, the more effective it will be. And so this isn't always relevant on the marketing side, but at least for salespeople, the buyer or the prospective customer that you're talking to should know exactly what you're what they need to do next when they're expected to do it, if applicable, where they're going to do it, how they're going to do it, and then most importantly, why they're going to do it.
Garrett Wood
00:30:03
You got to go sort of back to high school journalism class, but you should be very prescriptive in saying, okay, this is what we're going to do next. Yep. Even planning out those steps with them.
Lee Murray
00:30:15
Oh for sure. But I mean, if you go back to what we're talking about before with pain questions. That's a that's a leading action that you're doing as a salesperson. If you're leading them it would make perfect sense. So you just continue to lead them and say, okay, well here's our next step since this is happening and this is obviously, you know, solution. And this is our next step. Does it make sense to do that. And you move to the next step. I since we're talking about restaurants and reviews and stuff this this this story came to mind that I think is as applicable. You know, I don't know if you've ever been to a Benihana or Kobe Steakhouse, but, here in Orlando, we have Kobe Steakhouse. And, I'm not sure if they do this at other locations, but this one location we went to, we had a birthday party.
Lee Murray
00:30:59
We're there. And, you know, you sit around like a horseshoe shape and someone's cooking in front of you. they got the chef hat and all this, you know, the skills doing, you know, throwing things around. And it's a show like that's really what you're spending the extra what 30% of what you're spending is for the show. Well, there's sale in this case. You know, their sale is kind of built in, like you reserved a space or you're there, you've ordered your drink, you're going to buy dinner, so you're going to pay for dinner. So now they've taken it one step further and said, instead of resting on the laurels and saying, well, okay, the sales made and we're just going to kind of just do the show on as average. They did an internal, competition amongst all the chefs on, I guess, on that shift. And they said however many but whatever chef can get the most Google reviews, five star Google reviews from their patrons will win a steak dinner or something that the management would provide.
Lee Murray
00:31:56
So they start the show. This guy starts the show, and then as after he starts, he kind of gets us going. We got our drinks at the table. He tells us this. He's like, you know, hey, you know, I got this competition going on and I'm like pretty close to winning this and I'd love to get your help. Well, we're all there. Just like not doing anything. We're all excited, ready to eat, like we're we're at his beck and call. And so he tells us how it works. We all pull out our phones and as he's cooking, we're giving a five star Google review to this guy who's a chef with, you know, naming him, because that was part of the thing. We had to name him and say, he's doing a great job, but he got probably 5 or 6 of us at the table to leave a five star review right then with his name on it. And we, you know, it was me and my brothers when we got going and everything.
Lee Murray
00:32:45
And I was like, we're going to make sure you win this contest. So, you know, we we confirmed that he did win the contest. But to me it was it was genius. Because you've got a captive audience. You know, you need Google reviews. Why not make it fun for the patrons? Why don't get them to do it right then. And to your point, you know, if anybody has a bad experience, of course they're going to leave a review As long as that's not too far removed. But if I leave there. I had a great time, and now I'm on my way to the car. I'm not going to think about getting on Google and doing anything, whether it's good, bad, or indifferent. I'm moving on to the rest of my life. But if you read my Google review that I gave at the point of service, it seems like I was having the best time of my life.
Garrett Wood
00:33:28
Yeah, no, that's a really beautiful example.
Lee Murray
00:33:32
Is genius.
Lee Murray
00:33:33
Yeah.
Garrett Wood
00:33:33
Yeah, I think it. Yeah, it's just a perfect.
Lee Murray
00:33:36
It's capturing that emotion, you know, with the, the customer when they're there. And I think that's applicable for B2B as well. When you're leading people you're leading them across that kind of threshold of, of a sale. It's like, oh, here we go to the next step, here we go to the next step. And those next steps need to be laced with, you know, a good experience.
Garrett Wood
00:33:58
Now, totally. I think from the very top of the sales process, what you're striving to do is sort of create enough motivation, like really sort of addressing on I almost want to say an emotional level, like a need or a desire to take action. Yes. And if you wait to ask someone to take action, particularly in the context of a B2B sale. Follow up. Falls off of a cliff. That's right. It's not always like a lack of value. Just people get busy. Like here's my.
Lee Murray
00:34:40
Value right then.
Garrett Wood
00:34:41
Yeah. My performance reviews are due soon. I've been asked to be a hiring manager for a new operations analyst. like, I gotta work to submit my PTO before I go and do x, y, z.
Lee Murray
00:34:57
There's a million things that will take them away from that.
Garrett Wood
00:35:00
Totally. And so when someone's motivated, they're in that state where they're ready to take action. Right. We need to prescribe what the next steps are and get people moving on that as close as possible. Yeah. Like, even if they're interested, they'll get busy. And it just doesn't become the highest priority thing, even if it's the most important or impactful thing. So I really wouldn't underestimate the impact of immediate and prescriptive calls to action, whether that's in marketing or sales. I think that's maybe even more relevant in B2B sales, where there's a lot of competing business needs and challenges and priorities and expectations. As in B2C sales, as you're battling against just an influx of emails? Yes. Like they might mean to do it, but you have to in order to get someone to follow through.
Garrett Wood
00:35:51
You have to ask them to do it when they're available and interested. That's right. So that usually means right now.
Lee Murray
00:35:58
That's right. That's awesome. This has been this has been a great discussion and I appreciate you coming on and sharing all this wisdom with us. if we want to send people your way, where do we send them?
Garrett Wood
00:36:08
Yeah, I'd have them just check out get em. if they are interested in learning more about the company, just email info at com or feel free to find me on LinkedIn. My name again is Garrett. Would companies get scale? I think you'll be able to find me.
Lee Murray
00:36:28
Yeah. For sure. Cool. Hey, this has been awesome, Garrett. And, thanks again for for being on and sharing all this.
Garrett Wood
00:36:35
Yeah, really a pleasure. I'm going to keep some of the examples you laid out. We really resonated. I think you understand how the principles can apply in different settings. That's right. They're really good job of adding the texture. And the color I think makes them relevant.
Garrett Wood
00:36:53
So that was awesome.
Lee Murray
00:36:55
That's great. All right. Cool. Well, we'll, we'll have to have you back.
Garrett Wood
00:36:59
Yeah, I appreciate that and look forward to it.