Transcription
You know, being in the program just taught me like I got to work on I have to do revenue generating activities and everything else is a third and a fourth priority. So every day a number one thing is to generate revenue and that's what your leaders want you to do too. Knowing that they're not going to buy is just as important as ones that are going to buy so that you do know where to focus your time. If they don't want to talk to you then don't spend your time there. And then every morning I have a really thick post-it note right here and I write down like what are the things that I need to do today before anything else gets done? What are those things that need to move the needle? And I make sure that no matter what that those things get done.
>> Do you ever get imposter syndrome?
>> All right, welcome everyone to this month's fireside chat. This is your opportunity to learn from top sellers, what they're doing in the field, what's working. And I'm so excited to have Christina Godwin in the house today. She is a Untap Your Sales Potential alumni. She came from our program and she's had a tremendous amount of success and it's only continuing to get more and more um in her career. She works at Workday. She's one of their top performing enterprise AES. She's been there for nine years. And what impressed me most about Christina was her consistency. So, um, get ready. So, she's been over planned over 150% of plan for the past six consecutive years. You and and her W2 has never fallen below 500K during that period. So, we talk about consistent income. Christina's living it. um extreme discipline, extreme focus on RGAs. And what impresses me most about Christina is is um she is working a 9to-5, a true 9 to5, not burning the midnight oil, not working nights and weekends. Um she applies the 8020 rule with ruthless discipline. Um eliminates lowv value tasks, pretty much practices everything that we preach at Untap Your Sales Potential, and secures executive alignment in all of her deals. otherwise she doesn't spend time with it if it's not qualified. And she attributes much of her success to embracing the mindset, time management, and selling frameworks that she learned through Untap Your Sales Potential. And today, she's passionate about giving back to the sales community. Um, sharing her make your work count philosophy with other high performers. And I'm thrilled to share she will be coming to our mastermind as one of our guest speakers. So, you guys are hearing that for the first time next month. Aren't you in Georgia? Um, you're pretty close, right?
>> Yes. Yeah, I'm in Atlanta, so very close to Barnesley.
>> I love it. Works out perfectly. So,
>> yeah,
>> the big the big thing that about Christina is she got two kids, four and six. So, she's doing all of this as a working mom, which I respect so much. I have a two boys and I I don't know how you do it.
>> Yeah,
>> that's all I can say. So, let's
>> I don't really either. So, yeah.
>> Well, let's dive let's dive in. Um, let's kind of start at the beginning. Christina, first of all, welcome. Thank you for, you know, sharing your wisdom today and it's so great to have you here.
>> Yeah, thank you for giving me this opportunity. I'm really looking forward to chatting with all of you today and hopefully get some questions at the end so I can learn a little bit more about you all too. But thanks for having me.
>> Awesome. Well, my first question is what drew you into enterprise sales and how did you how have you stayed motivated? Because a lot of people they eb and flow with the motivation, but your consistency is pretty impressive. So, how do you stay motivated every year and what kind of drew you in to enterprise sales? Not nine years is a long time at one company. So, um, tell me tell me more.
>> Yeah. So, again, thanks for thanks for having me here. I'm really excited to share some things with you all today. So, um I think you know 9 years is a long time in a company. I I definitely drink the workday Kool-Aid. I am very uh grateful for the company that I work for. I think it's really important to um to work for a company that you that you like to work for that hires good people that you have friends that kind of support you along the way and also sells a really great product. So I'm grateful to be at workday. Um I want to kind of start out with just a quick like background story. I think it's important to understand like when you think about what motivates people to kind of understand a little bit about their background and where they come from. So, if that's okay, I'm going to give you a really quick snippet of how I got to work dayto day and into enterprise sales. Um, so I am from Savannah, Georgia. Um, my I don't know if you guys know Forest Gump, right? It's filmed there. Um, I'm sure most of you have at least at least half of the girls in here have been on a bachelorette party to Savannah. It's like the bachelorette capital of the world now. Um,
>> it's past Nashville or Austin.
>> Yeah, exactly. Um, so grew up in Savannah. Uh I I come from a very blueco collar family. So my dad worked in a plant at a paper mill and my mom was an assistant at the ports. And so I'm the only person in in my family that went to college. I went to a small school in um southeast Georgia. Most of you probably haven't heard of it. Uh it's Valdasta State University. So not like a big SEC school, but um I did go there and graduated with an accounting and finance degree. Um because I am the only person in my family that went to college, I did have you know to have to finance my education. Um so I thought what are the two things that are definitely going to get me a job outside of you know outside of graduation and tax was one of them. So graduated with an accounting degree was lucky enough to move to Atlanta right after college. my old college girlfriend um she her grandmother had just passed away which was really sad but her dad still owned the house so he's like you guys can go live there for free so I'm like great I have no money I'm like 21 years old sounds great we'll go to Atlanta so I knew that I wanted to get a job at one of the big four firms so um Iworked my way into doing that um very quickly which was great and really kind of was a launching pad for my career um and so I worked in tax for four years at Deote and then went and worked for a deote client. That was when I realized that tax was not for me. I put in my resignation. The SVP of tax was like, "You don't belong here. You need to go to sales. Like this is you are not like the rest of these people." Um, and so I took a big leap and I went into dental sales. So I was driving around Georgia and Alabama um selling teeth like selling dentures and implants um which was quite the experience. So so during that time I took it I took that year to
>> I have a veneer I don't know if that is like but that's yeah
>> but you had to send it off to a lab to get made and that was what I did. So, I finished my work about in about three days every week and the other two days I spent trying to network my way into getting a job in tech sales. And I mean, I was like I treated it like a different job. I was on LinkedIn every day. I was messaging people. I was having coffee with strangers. I was single at the time. I was on Bumble. Like if they had uh Oracle, if they had Oracle, SAP, Microsoft in their profile, I swiped and I would tell them, "I would love to meet you. I'm not looking for anything, but I really am looking for a referral to one of these um to one of these companies. So,
>> you went to the dating apps to go find people that were working in tech so you can network. That's
>> brutal. But I did tell them ahead of
>> time. You know, I'm sure
>> Yeah. No, I I don't think I'm like decept, you know, if you're a guy and it's a single pretty woman, you might be thinking, hey, you never know. I'll meet them. you know, that's so smart. I love that. I love that.
>> Yeah. And it it did work. Like it got me some interviews. Um, and so anyway, so f I really wanted a job at workday. I wanted to try to leverage my previous experience with um accounting software. So I really wanted like Oracle, SAP, Workday.
>> And so finally saw that one of my friends was connected with somebody at workday. Texted her. I said, "Hey, I want you to connect me with this guy Matt." She's like, "Oh, Christina, you don't want to date this guy." I'm like, "No, it's about a job. And so anyway, one thing, you know, I called him, he was great. He got me into an interview and the person that I interviewed with decided to take a chance on me. Um, got me a couple more interviews and I ended up getting the job as a solution consultant. So I came into workday as a solution consultant because of my prior experience. Um, which I was a little bummed about, but um, in hindsight, it was a blessing. I got to experience net new evaluations. um I got to know the product and then three years later when I went into um sales I was able to kind of hit the ground running on that.
>> What I what I what I like about your background it's so interesting because I don't know if anyone wants to be in sales initially like when they're I guess they have a few sales courses in university but most people land there because they want to make money and they just don't have other options to to make money quickly. But you came from accounting which can help with selling the CFOs and you um had the SE background which can help with really understanding like the technology in there. So by the time you got into sales you had a lot of I'd say business and technical acumen that
>> yeah it definitely helps build um credibility and also helps understand like what you know if I didn't have a finance background I'm not sure that I would understand like what they care about.
>> Yeah. Um, and so it definitely helps with knowing a little bit just about the operations of
>> Did you Did you move right from Did you like go down the BDR path and you went right from SC to AE?
>> No, no. I I mean I was pro I think I was like 20. Yeah, this about 10 years ago. So I was 27. Um, and I I mean I I made it really clear I did not want to be a BDR.
>> Good. Good. So you knew what you wanted, you went after it. This is like a know what you want, go for it. And and it's like the all-in mindset. Like I'm all in a workday. I'll do what I need to do to get in.
>> Um which is amazing. I've never heard that in my life. Like going on
>> a dating app to find people to network with that work in a company that you want. That's so smart. I love that, Matt.
>> Yeah. And yeah, and some of them are still in my phone. My husband was like trying to look for something in my contacts. He's like, "Who is Matt Bumble? Who's John Bumble?" I'm like, "Oh, those are just people that help me get jobs later." You know,
>> that was a long time ago. That was a long time ago. But um
>> if my wife found a Dina Bumble in my phone, I would be out the door. She would not
>> I know. Well, I don't erase my contacts. I mean, I don't talk to them anymore, but yeah, it's pretty funny. That was a few years ago, too. Um so so yeah it was it is I think you know in hindsight looking back you know every every phase in your life helps
>> you know bring you into to being like who you are at work. Um, so what keeps me motivated is, um, I mean, you know, money obviously keeps me motivated, especially when you have been consistent, right? It's like, okay, well, I've been doing this now for six years. Like, I've set up this life for myself, making this money. I need to continue to do that, whatever it takes.
>> Um, and then also, you know, just like I don't, it's hard to say like what keeps me motivated because I do have a strong work ethic. Um, both of my parents had a very strong work ethic. both of my brothers do and I don't really know how to work any differently. Um, and so, you know, I think being at a company that has a good product keeps me motivated and being at a company that is giving me opportunity and doing things like I'm doing today with you, um, just kind of bettering myself is what is what keeps me motivated and being in a network of people that allows me to do that. So you're a mom and you're working 9-to-f5. I I'm very curious how So this is something that we teach. Obviously you you know you're in the program, but you don't have to work long hours. I work less than 40 hours a week. I'm probably the only CEO of a startup that's growing our fast that as fast as we are that's working. So, I I like your approach to like time management and discipline and like focus. Can you just elaborate on how you spend your time during your 9to-5 and how you plan for that time to make sure that you only have to work 9 to5
>> um to I think that would be a good place to start.
>> Yeah. I mean, one thing I will say because you said that I'm a mother is that when I became a mother like my work just even my outlook on work just drastically changed, right? like I don't have a choice. My husband travels all the time. So I am I can only work 9 to5. Um and I don't want to be the mom that I mean sometimes this does happen if I'm if a deal is closing or something like this has definitely happened. So no judgment but I don't want to be consistently like giving my kids um a distraction because I can't get my work done from 9 to5. So it's really important to me that that I get it done. Um and so you know I think even you know being in the program is ju it just taught me like I got to work on I have to do revenue generating activities and everything else is a third and a fourth priority. So every day um you know I look at my calendar every week I take things off of my calendar that are not revenue generating. Um I will say for any of people that work in a big company like it is a little bit of a balance right like I have been a top performer for several years now. So, I have the ability to not join things and it's okay. Um, but just PSA for all the people out there, right? It is a balance. Like, you have to build your brand a little bit internally, but the number one thing is to generate revenue. And that's what your leaders want you to do, too. And so, I don't I just personally delete things off my calendar that I don't feel like are going to move the needle in my deals. Um, and then every morning I have a really um, thick post-it note right here, old school. And I, even though I write it down, I write it down at the end of every day, but then sometimes I sleep on something and maybe I change my mind the next morning. Um, and I write down like what are the things that I need to do today before anything else gets done and what are those things that need to move the needle and I make sure that no matter what that those things get done. Um, and you know, there's a lot of different conflicts with working on big with big teams, working with different time zones. I'm on a national team now, so there's a lot of things to take into account. So, I need to be prepared of how to get those done in my 9 to5 time zone. Um, so it's just like being on top of people, like make holding people accountable for what you need, including your and I work in uh with our customer base, so including my customers, like I need this from you because this is what I need to do today. Um, so just holding people accountable. And
>> it's funny you me it's funny you mentioned that just just to elaborate on this point by you putting it on your list. It it's a sticky I have my 12week here. Everyone knows that here it's like I have my sheet. Same idea. You're doing it daily. I'm doing it weekly. I have my weekly non-negotiables and I white them out if I start the week and I'm like this doesn't really need to be on there and I have two weeks. But by you getting, let's say you're getting to your third item and it's dependent on someone else, you're going to be all over them to make sure you get the thing you wanted to get done. And that creates this level of urgency around holding other people accountable. Has that been your experience, too? Because I know if I have something that's dependent on someone, but it's on my list, I'm all over them because I want to check that box.
>> Yes. So, I nicely harass people all day long over Slack. But I think it's important too because we work in such a collaborative environment on these deals. Um, and I wish I could tell my leadership this and I and I need to, but I think it's important for everyone to understand like why you need something fast, what the outcome is, what is like what is the risk if you don't get this, what happens.
>> And when they understand that, they're saying, "Okay, she's holding me accountable now. I know like there's no excuse. You got to I got to get this for her." and why they need to prioritize this.
>> Especially with clients. Especially with clients.
>> Yeah. I just wrote an email today and I was like, "This is what we need from you." And I have to put it in chat GBT to soften it sometimes. And uh, you know,
>> it's about them hitting their deadline or them getting their deliverables in time. But being direct and Ian, I think you are very direct too, which is also why you are so successful in your nineto-5 is like you you can ask things in a way that isn't offensive. You can ask for things in a way that is respectful. Um, and I think people actually appreciate it. Like they appreciate you holding their hand. I mean, I had a procurement guy today. He's like, "Okay, yeah, remind me of this every day." Like, great. I will for sure. you know, so you like they want you to hold them accountable and you have to do that with people internally, externally, um, and and be direct with them about what you need.
>> Yeah. Just because someone doesn't get back to you mean it doesn't mean they're not interested or serious. It just means they're busy. You have to like be on people to make sure they
>> remember and people will thank you. Thank you. Sorry. They'll apologize. They'll say, "I'm sorry that, you know, I haven't got back to you. I know
>> other people don't know how to manage their time." So, mostly they don't. And so, you know, you have to that's why I think it's important to say like this is what I'm doing today. I have to do this later. I need this today. The customer needs it today.
>> So, I want to dig a little deeper because, you know, a lot of these contents motivational, but I want to actually get into some tactics with you because you're so consistent. So, first of all, just to paint the picture for everyone, what what's your um how many accounts do you manage at Workday?
>> Um, this year I have 16.
>> Okay. So, you have 16 accounts and you're in the enterprise space, correct?
>> Yes. Is that like a billion plus? What what constitutes enterprise in?
>> Ours is employee based. So it's 3,000 to 6,000.
>> Really? The ARR is like anywhere from like 2 million to four.
>> Okay. So they're spending two to four. You're managing, you know, roughly that sounds like $30 million territory or something to that. 30 to 50. Um what is your quota typically in in that period? Is it a renewal quota plus a new business quota or is it just a new business growth quota?
>> Um well it's all lumped together but it is does have um components of renewal forecast in there as well.
>> Okay. Are you comfortable sharing what the what the quote is what the target is that you have to sell each year?
>> Um well mine this year what over the past couple years it's been about three million.
>> Okay.
>> Um this year it's 1.9.
>> Oh nice. Wow. How'd you negotiate that?
>> I didn't negotiate it. I'm just like, I'm not saying anything.
>> They lowered it by 50. That's insane. So, you're gonna have
>> But I will say that um that the last the last several years, my quota has been the highest of anyone in our organization. So, I've had a very high quota. The last couple years, it's been like 35.
>> Um with less accounts. Like last year, I had a 35 and 10 accounts.
>> Yeah. So
>> I I mean I got the quota and I was like I'll sign it.
>> Good for you. Yeah. No, I'm all
>> people watch this. It really doesn't matter. It is what it is. You've earned you've ear as far as I'm concerned. My my reason I'm asking is you're selling realistically if you had three five quarter you're selling five million four five million a year. That's a lot of revenue, right? and and fundamentally I I'd love to like have you talk about how you qualify maybe at the beginning of the year you're an enterprise seller you have all new accounts how do you pick your bets and then as the sales cycle progresses how do you like make sure you're working with people that are serious what are your kind of
>> strategies there because it's just so consist consistent. You've kind of your playbook is working so well. I'd love you to just break it down for us if you could.
>> Yeah. I mean, I think some of it comes from one experience, but two, um, you know, I I think I was I think I was good before Untap Your Sales Potential. I think I really like crossed over after or during and after Untap Your Sales Potential. I think, you know, I remember you saying you if you if you have a customer or a prospect that really leans in with you, like they're they're likely going to buy something either way. They're going to give you a decision.
>> And and I never believed when you said 80% of your quota can come from one account. I didn't believe that because of the average size of our deals and we typically just have like more high volume. Um, and the year of untyper sales potential, 80% of my uh, quota came from one account and that account like really leaned in with me. Um, and so I think it's it has to be a balance and I think like getting a new territory and knowing where I got a new territory this year and I was like, wait, I don't really know where to focus my time. But I immediately got into the field and went to go spend time with these customers. Even though I knew that, you know, I was leaving my kids, I was traveling to some of these accounts that I knew weren't going to buy. But to me, knowing that they're not going to buy is just as important as ones that are going to buy so that you do know where to focus your time. And I think like what you say in the program too, if they don't want to talk to you, then don't spend your time there. And I think you can still try, but you want to minimize the time spent on those accounts. Um, because timing is everything. So, you don't want to completely, you know, not talk to them. Um, but focus on the ones that are leaning in with you. You know, if you don't know that much about those accounts or who the decision makers are, focus on research of those industries, which ones are growing. I now I now work in professional business services vertical and you know the the plumbings the HVACs the the field services types of companies are like booming right now and construction's doing well and so like I'm spending time with those types of companies but I don't need to know I knew that from the internet right I don't need necessarily to spend like a lot of time with them to know that they're growing and PE is is backing all of them and so um so yeah I mean just focusing on like you know doing some some quick research and the ones that can lean in with you and um also like talking to their CIO is always a good idea to to kind of get a quick sense like what is their CIO's thoughts about if you're selling like a platform like I am right like are they a best of breed type of you know is their philosophy best of breed is their philosophy platform play are they focused on innovation are they focused on optimizing what they have um so just kind of knowing like what questions to ask and being really curious about um you know what they are instead of sitting there asking like what their strategic objectives are.
>> A lot of a lot of reps get intimidated when talking to executives, CIOS. What's your kind of approach to um you know, new account, never met the person? How do you go in? What's your general demeanor? Is it the same way you're talking to me now or do you do more prep or do you write out all your questions kind of what's your what's your interaction like?
>> Yeah, I definitely do. I mean, I definitely do prep. Um, but I think also, you know, something that I learned in the program is that we all put our pants on the same way.
>> And, you know, just I explained my background earlier, like you never know where people come from. Most people want to hear and like like in my scenario, they have investments in workday. If they don't want to talk to me, um, then that's kind of on them, right? like I can help. They don't trust me to know that I can help yet. So, I have to earn that trust.
>> Um, but I think, you know, depending on um I think you just kind of cross over the hump. You you you just you know that we're all the same people. And when I say I prep, I I want to make sure that I don't waste their time because that is a great way to um never get get on a call with them again.
>> What do you prep? What's your prep process look like?
>> I'm prepared for anything and I get a team together because, you know, executives like just kind of fly off the wheel. Like, you never know what they're going to say. I mean, I just went to Charlotte and brought a whole team of people and we were prepared to talk about AI. We were prepared to talk about optimizing what they own. We were prepared to talk about, you know, implementing these new things I thought they would be interested. We were prepared to go any of those different ways. I had the CTO of Workday like on Slack to offer him to call in. Um, so I was just kind of prepared for it to go anywhere and it went in a direction that we were prepared for, but it it wasn't like what was on the agenda, right? So, and that's typically how it goes. So I think just
>> being prepared for those meetings, anticipating like from your own prep like I will even ask the lower level people what is he like is there any did the deployment go bad? Was there some is there something I need to know? Where where did he come from? What systems did he use
>> or she? Um, and just kind of getting some information ahead of time so that I can anticipate like any challenges that might be coming up. Um, I look at like all of the cases that they've logged because he might he or she might bring that up. I'm saying he because I just saw one yesterday and this is coming to mind. Um, but yeah, just trying to anticipate the challenges and be helpful. But,
>> uh, but I think you just kind of cross over when you see that there we're all just people and you want to bring something to the table that they feel like you helped them. You got you got to be authentic and and I think I like what you're saying about your
>> um you're coming in with a point of view. You are maybe it's not like a specific but you're saying there's a lot of things that we can help you with and based on the research we've done and what we know these are some of the top areas that I wanted to bring with you and here's my team. I'd love to turn it over to you and say which of these is relevant or where are you most focused so they see that you care because of you bringing some ideas versus what are your top priorities what are your top goals but you're not saying like when you bring a point of view or a hypothesis of where and how you can help it almost never misses the mark. What it does is it builds trust and credibility for them to open up and tell you what you know their priorities and goals are because they see you care and they see you have a team that's committed to helping them. Has that been your experience too?
>> Yeah. And I think a magical phrase in front of an executive. So for example, I just went to a clinical research organization yesterday and I you know in my prep I did some research as to and I talked to some other AES that also manage some CRO and when I said in the room here's what you know ex company is doing down the street and Rick the CFO you know this is what he thinks about implementing this product and and how it went and this is the partner that they used. Oh, and they also just bought this. Like it kind of changed everything, right? And then at the end of the meeting, he's like, "Can you get me connected with Rick?" I'm like, "Sure, I can."
>> Was Rick a competitor or was it someone that was tangental to their um business?
>> Um he was there. That one is not a competitor,
>> but it was similar.
>> Like it depends on the drug that they're bringing to market, but that one was not competitive. But it was still a drug company that was doing something similar to what you wanted to bring into this company.
>> Yeah. But also I think you know it was somebody that was local to the area. So he had heard his name before.
>> And before I said that he didn't know that Rick had been through a work.
>> Was Rick your client?
>> No, somebody else's.
>> See, this is the beauty of because so you're you're running the playbook perfectly. I mean when you prep you prep here's how we can help. here's what you're focused on and here's a customer who's done it that you probably want to talk to. And what I like is that it's not your customer because you had to actually learn that story and make sure that Rick was okay using his name before and you probably had to talk to a rep, I'm assuming, or read a case study. What did you do to like even find out about this other customer that that was doing some innovative work with Workday?
>> Yeah, I just got a customer list of CRO's. Um, and because I know the product, like I know that that's a good fit for our product, too. So, I knew that we had some good stories around CRO's. Um, and my CIO was new. Um, so he did not come from a previous workday uh customer. So, I wanted him to know that like we're trusted in their industry. Um, but I think what's important too and when you think about consistency and I think what is gets a little bit lost sometimes and this isn't a question I'm going off on a tangent here.
>> No, it's fine.
>> I feel very strongly about selling intuitively like we're so focused on data and following a process. And while a process is important as a framework, right? Like you are you are the owner of this account. You are the owner of the deal. You are the one that is bringing context that you hear from your conversations back to the consultants, back to the enterprise architects, back to the partners, all the people that are going to go in and sell the product to them.
>> But be intuitive about like what are they going to what do you think they're going to ask? Just use your common sense to think
>> like why would they buy this today? Why wouldn't they buy this today? What are the challenges based on what I know so that you can anticipate these things and go into a meeting knowing what to say? Because these days it's like less about the product and you're really fighting for like will they spend time with you? Will they spend more time with you? If I can get their time, I can sell them workday but getting their time is really hard
>> and getting their time again is really hard. So, you got to make their time really valuable. And by doing that, like you got to you got to kind of know like what's going to what's going to make the most of their time and what do you anticipate that they'll be interested in and and think that you know is beneficial.
>> Do you ever get imposter syndrome?
>> Um, yeah.
>> Really?
>> Yeah. I mean, a little less now.
>> It doesn't seem like it. It doesn't seem it seems like you're so focused on them because imposter syndrome is like focusing on yourself. Will it make will I hit the mark? Is it going to be relevant? Is this
>> will I leave a good impression? I think focusing on yourself is also a really important thing because again when I was in the program like another thing that I think completely changed for me was you know you talk about commission breath and when you let go of commission breath and if you're going to get a deal and you just kind of work as hard as you can and focus on and stay laser focused on what you need to do to move the deal forward like the money just starts to roll in. You don't need when you can stop focusing on yourself and what you're going to get out of it and focus on what you need to do for them, it really changes things. And that takes some time.
>> I found that imposter syndrome goes away when you're focused on them because you're not thinking about yourself.
>> Yeah, I think that's true. And but yes, I I do I do have imposter syndrome because you know you want to you I do want to bring a valuable experience to any session that a executive has agreed to have with me. I know they're busy and um so
>> so what what is um your process for booking meetings to get you said they're it's really hard to get a meeting with an exec and I I get it you're they're already a customer but many time I know at Salesforce we would be
>> like our points of contact would be an admin in IT or a CRM administrator or maybe a director or VP but getting to a CRO or CIO often wasn't something that my predecessors had ever not in the territory. We were kind of confined to one area and I'm sure it's the same at workday. So, what is your messaging um like to elevate to higherups that is compelling enough for them to take a meeting?
>> Yeah. So, um so I I'll say what I do I don't know if I recommend this to everybody um but I'm just s I'm just laser focused on getting the meeting and then I figure it out later. I mean I work for a big company that has a lot of resources. We have a big partner ecosystem. So I and I've been there for a long time. So I know that if I say something, if I'm like we should come in, you know, and do whatever, I might suggest like I don't actually know that we can do that, but I know that I can find the people to cobble that together and make it happen. Um, but I I I like So selling intuitively is something that I think is really important. And the second thing that I think is really important is kind of taking it back to just simplicity. Like in an email, I I just write, "Hey, I manage the workday relationship. I've spent time this year with XYZ.
>> Thank you for being a workday customer. We'd love to come on site, talk to you about AI, talk to you about what other I'll use CRO's in this example CRO are doing and how you can get the most out of your investment. And I also want to hear about what you need from us.
>> And they're like, I mean, they're not all it's not always a slam dunk, but I'll put a sample agenda in of what I think
>> based on what I know about the account would go well. Um, but my, you know, my strategy like in the last 18 months has really been trying to get on-site meetings. Um, because I think that's just the best way to learn about the account. And I also think that um like it's really hard to keep people focused these days and when you're on site in person, they're only thinking about in my case workday and it's really hard to like you can spend all day on Zoom but they're just not super focused.
>> Um so being you know in person I I think there's some comments in the chat about getting the talk track. to Melanie and whoever is listening there. It's you say it's simple. It's actually not that simple. So, first of all, you're building credibility. You're saying here's what I know in your account who's I've worked with. So, it's immediately a warm intro. Okay. Secondly, here's what I know about your account. So, here's who I know in your account. Here's what I know about your account. Here's what I think would be interesting and here's a proposed agenda. Can we meet on site? That that's a lot of prep for a simple email. So I I think I think
>> well we just don't need a lot of like you know I don't say you know we had this new AI for recruiting and you know our customers are getting 201%
>> you don't want to read you want to keep it high level for sure about
>> yes so keeping it high level um my husband has taught me also like sometimes I'll write emails he's like that's way too many words he works in banking so they barely even like greet each other and uh yeah so he's he's also helped me kind
>> keep it simple.
>> Yeah,
>> I think it's different. Someone's asking about new logos. I think it's different with new logos. I think when you're an account manager, when you're selling in, you really want to focus on like we want to help you maximize the value you're getting from this partnership. With new logos, it's all about here's how we see the opportunity to help you grow your business. And it's really about, you know, showing them that you know them versus, hey, you're already working with us. Let's really make sure we help. They're both about helping the clients, but one is a lot warmer to make sure they're maximizing the value of what they own and the other one is more about helping them hit their goals and initiatives based on what you've researched. So that that's really the difference for
>> Yeah. And for for Workday for us, like traditionally our system is fallen under CHRO. So these new now it's mostly falling under it. So these new relationships with the CIOS are really still just becoming established. So, um, and I, and I think like now they're really they're the ultimate decision maker. So, getting in and kind of understanding how they think about things is really important.
>> Yep.
>> Um, and then it's not net new logo, but the challenge is you get in there and they're like, "We're paying too much.
>> We don't like this. There's too many clicks." You know, whatever. And so there's also a strategy for figuring out how do you listen and also generate revenue in an account that you know hasn't optimized their tenant in seven years and has now grown to an 11,000 person company.
>> Um, and so there's, you know, quite a bit of challenges that come along with with that too.
>> You got to get them healthy first before they're going to buy more in general. You got to listen. You got to make sure.
>> Yeah. I mean you'd be surprised. I mean, you think that, but u I think I think what they want is a plan. Um because like I said with a lot of these companies that are like more in the field services, the the HVACs, the plumbings, the pest control, all these ones are growing so rapidly right now and being bought up is they started as a super small company. they haven't done anything because they've been focused on M&A and now they want to IPO or you know they want to position themselves to be a much bigger company and scale to triple the size
>> and to do that you need you need optimized systems
>> and so they really just want a plan but then they also you know they also will buy new things but you just it's a it's a phased approach and so those are the ones that I really focus on at the beginning of the year
>> you have to you have to show them you're listening you have to if you put in the sales hat and all the new stuff and don't give them the opportunity to complain about the tenant, complain about the clicks, like they're going to think you're tonedeaf. So, I think it
>> but you introduce them to a partner, you tell them that you have they have to spend money to get it fixed, we're not going to do it for free, you move past that and then, you know, you get to a better place and and you start thinking about the future.
>> So, tell me about I want to make it a little more personal. So you got you got your consistency, you got actually one more question before I get into your own personal habits, but um how do you so you said they lean in, work with people who are who want and need your help, that are engaged, work with people that want and need your help and that are engaged. They'll take meetings, they'll put resources in front of you. That's generally a really good buying sign. Are there other things that you look for to make sure that you're spending time with the right accounts? That 8020 rule that that you talked about that you're going to invest like what are the non-negotiables to make sure that you know that the problem is big, that the goals are big, that they really need your help. Other things that you ask or check to to qualify fully.
>> Yeah. Um well so for one you know I think people often want to have interest in things but having interest in buying something is very is very different and so I just kind of start with I mean I I will just ask my customers you know I'm like are you making any tech technology decisions this year like I will just straight up ask them that and I say at the beginning of the year if I get introduced to an account please you know please invite us to the table for any decisions that you make. Um, we'd like to be included in those because the worst thing you can do is have them make a technology decision and
You're not included. Um, and so I say that up front and then, you know, I think during the the year as we talk with them and learn their challenges, um, sometimes they already know of something like a product that could help. Um, and when they have interest, you know, I think you got to see like some things I look for. Are they staffed up? Like do they have another big implementation going on right now? Like if if I've got another c if I've got a customer that's implementing like Procore or something or like Bullhorn for staffing or I don't know doing a big Salesforce upgrade or whatever it is like they're probably not going to take on a big project this year. And so I mean I might ask them because it may not it may it may not be the same group but it's a good question to ask um and then you know what for me it's are you focused on spending on optimization are you focused on spending on your strategic roadmap and what does that look like?
>> And you know when I get a like when I have generated interest in in a product I will take the customer through demos I already am thinking early on about a customer reference because customer references are the best way to slow down a deal. And if you ask anybody at workday what they think about me, they will say that I work fast and accelerate deals. So, you have to be thinking ahead. Customer references take a long time. The scheduling, you know, all those things. So, I maybe they don't need it, right? I ask because you don't want to add extra steps. Would it be helpful for you to talk to a customer? And that just immediately derisk the situation if they feel like somebody else has done it in their ind industry and has been successful with it. Um, and then you know I want to make sure that they have an idea of what it would cost and what the effort would be to um to deploy. I mean these are all standard things but just making sure that they're aware of all of these things. Making sure that you're not um adding in any extra steps that are not >> the pricing. You give them a range first early on like how early do you give?
>> So I I will give them like list price plus some um and say like when you decide I'll we can work on pricing because you know you don't want them to go dark. When you decide we can work on pricing, but I need to know timing um and if you really want to move forward and I'll need some exact alignment. If they push back on me about exact alignment, I explain to them I'm very forthcoming. I say, "Look, I have to forecast these deals. Like, I have a lot of pressure. So, if you, you know, if I give you a price and you're committing to it, I need to know that your exact team supports this." Very rarely do deals get done without exact alignment. Um, >> and I mean I learned that from the program too.
>> What is um your process for exec alignment, your talk track and your and your process for bringing in your execs? Is is alignment mean that you're meeting with them or do you actually bring one of your execs in to meet with them? What is what does that look like when you say >> it it depends. I would say that I very rarely I mean I work in enterprise so I'm not working with like massive companies. Um, so I tend to not bring in leadership. I think we all know, you know, what happens when you do that. Um, so I try not to I will bring in my my director. I like to have at least one other person on the call with me depending on who the customer is and how well I know them. Um but there's definitely times where it's just me and I want to ensure that you know they are also aware of like when this needs to be executed >> and um you know asking them questions about do they have everything that they need to make a decision what else can I do um do they need partner introductions for deployment and so I just kind of make it seem like I'm trying to help the other person get something done instead of it being for me but at that point we've already vetted out that it would work for their organization. Um, but yes, I typically will bring somebody else, my director.
>> But your approach is more upfront. Hey, if we're really going to do this, we need to make sure your executives are involved that they're supporting this because it's going to take funding approval. It's going to take um, you know, removing some roadblocks, accelerating timing, and without that, you know, we're we're facing an uphill battle. Is it something like that?
>> Yeah. And that's also a great way to gauge your person that you're talking to, right? Like how do they react to that question?
>> How fast can they get the execs on the phone?
>> And like I just had a deal and I mean I've never done a transaction with them and this woman was she was the VP of HR and she was she's like I I talked to Stephen um he's going to accelerate the procurement process. You guys have a 15 minute sync tomorrow morning at 8 am, which is out of my working time, but you know, I did it for the deal. Um,
>> Not your nine. Yeah, once in a while you got to bend the rules.
>> It's a quick gauge, too, of is this deal really going to get done?
>> Does this person have influence at least to get time with the executive team?
>> Um, and if they don't, and if they get a little squirly about it, then that's also a sign. So my definition of a champion is someone who can get you in front of the economic buyer and the decision maker. That's it. They don't need to be able to sell it themselves. They need to be able to get you in front of them. So I love that question. Is that kind of how you position it though? Like your talk track for making sure because I I see this as the number one killer of deals by far. I'm talking 99% of deals that lose. It's because you're not with power.
>> Yeah. I cannot think of a single deal where million-dollar deal multiple where you didn't have executives that you met with at some point and and that's across the board with any any sales training organization will say the same thing. Um I I'm I'm curious. Do you ask them for time with their executive? Is it
>> because there's too much that gets lost in translation?
>> Especially with like our contracts, they can be, you know, we're a platform, so the pricing can be a little confusing. Um and so I I will always ask that first. Sometimes they say no. They want to communicate the pricing and things like that. But I also think that a lot of times the lower level people, even VPs, don't really understand what it takes to get something approved. So if you get on the call with the executive, it's also going to help you with your forecast and timing because they're going to say, "Okay, well I need to run this by the CEO, but you know, he's out of town for 10 days or he's traveling or he's got a board meeting or whatever." So, you know that that deal isn't going to get done probably, you know, in the next 30 days. Probably going to be more like 45.
>> You need to be talking about you need to be talking to the people who know how to buy. Know what the procurement process looks like. Know what the approval and the funding process looks like. Know what security you know that's bought before. And if your if your client, if your champion can't tell you those exact things, that decision process and what that paperwork process looks like, you're talking to the wrong person because that's what's going to make your deal slip. And then it's going to come across as pushy and pressure. You're doing it so that you don't have to have pressure. So you can actually help them without needing some you know
>> but I have done all but I have done these things in my career too where you know I like at the beginning of my career I did things where I forecasted a deal and I didn't have exact alignment and the deal didn't get done and it's a bad feeling to say the deal's not getting done. It's pushing, you know, and that's why it's great to be in a program like Untap Your Sales Potential because you're having like this training and you're gaining this confidence of knowing what to do and hearing from others about what actually helps you get a deal done.
>> Amen. So, last question. I want you guys um to think about uh questions um for Christina. Raise your hand. Use the little react button and put at the very bottom raise hand because we're going to um take questions from our community. Um, but my last question is like on the health side and on the personal habit side, right? So you got your nineto-5 at work, you're working on RGAs, you're focused. Amen to that. Well done. Okay, I'm with you right there. After work, I know what that's like. It's kids, it's dinners, it's bedtime, bath, all that. you're like living my parallel life.
>> Um, what do you do for yourself? What are your personal habits as far as breath work, meditation, anything you do to keep your energy where it needs to be to be able to >> work with so much focus and then after work work with so much focus with the children?
>> Yeah. So, I didn't say this when you asked me about the nineto-ive thing, but I do think that um that my like what you teach and untap your sales potential and like coming I do a lot of things outside of work that allow me to focus on work. So, everybody has different situations, right? So, I have a n I have a great nanny who helps me with my kids. I trust her really well. um she you know helps my whole life keep going so that I can do my job.
>> Um so I think it's important to outsource where necessary um and where you can so that you can focus on work because it's impossible to do a job like this and be really successful if you have I mean of course we all have things we have to do but when you're constantly focused on managing a lot of different things it's just not possible. Um, and so, and also, you know, eating healthy, working out in the mornings. Um, I don't like I I do workouts, but I at least try to walk every morning if I'm not doing a workout because
>> otherwise I'm just not my best self. Um, so just trying to focus on me and again, like I don't I rarely ever get on my computer at night.
>> Um, me because
>> and I I'm tired like I I need to go to bed, right? I don't
>> What time do you go to bed and what time do you wake up?
>> I go to bed at 9:00. I mean, I am I can go to bed at 8.
>> What time do you wake up?
>> Happily.
>> Um I wake up at 5:30.
>> Okay. So, eight and a half hours sleep, which is really like an eight if you if you're sleeping pretty efficient. You probably get 30 minutes of tossing or falling asleep. So, you get about eight hours sleep a night. That's great.
>> Um
>> Okay. Well, I want to turn it over. We got a lot of questions. So, I could have you all day and talk detail on this, but let's turn it over to the community. Let's um rapid fire these ones. Jake Carlson,
>> Christina, thanks. I got some good friends at Gork Day, too. So, thanks for keeping them employed. Uh
>> yes,
>> the thing the thing I'm I'm struggling with right now, and I'm curious how this went for you, is I joined a new company about a year and a half ago, and um I'm trying to work on these big deals. These are originate deals, not participate. And they're they're coming along, but it's like a leap of faith. And I'm trying to get my leadership to support some of these things and ignoring other things at the same time. And my boss is like, we got to chase every account. And I know from this community that is the wrong thing to do. Double down where people are leaning in where you can get a big ACB deal. How did you navigate that with your organization when you were first starting? you didn't have that credibility of it exceeding your number for five years.
>> Yeah. Yeah. I mean, this the pressure from above is real. So, on focusing on all the deals and even just pushing out like we get um we get all kinds of stuff that I just it's not good. Um and so I I mean I I just tell my leadership that I'm working on other things. I mean it kind of depends how you navigate it, right? I've been at workday for a long time so I know how to navigate it. It's it's it's being direct.
>> Yeah.
>> You got to be you can't like it's not even about credibility. It's about showing them like if someone comes to me and says, "Oh, I need this marketing campaign. Invite this many people. They just dropped it." Like you have to do that. No. Do you want me to stop meeting with this person? Do you want me to not work this opportunity? I'm with these clients here. I can do it. I can do it next week.
>> It's it's literally like it's avoiding the fire drills and the stopping. What most people do that don't value their time is they'll stop what they're doing to make other people happy. What people that know the value of their time do is they work on what they're doing and say, "What do you what's going to give? You want me to not work this deal? You want me to not do this proposal? You want me to like what am I going to do?" And it's like, "Okay, got it." Like scare scare your boss with how decisive and how committed you are to your customers and to your plan.
>> That's great. Yeah. Thanks. I I'm trying to work on the art of a Salesforce notice.
>> Don't do it on your onboarding. Don't do it your first 90 days. Like literally, when you're busy with real work and this is getting, you need to communicate that you got to be direct. You're running a business. So, I I think I just Yeah. Anyway, thanks. I can talk to you offline about that in office hours. Frank,
>> hey, what's going on, Christina? Thanks for jumping on this call. It's been great. Hey, I want to go back to um when you mentioned how you brought your team down to Charlotte, right? And uh I think Melanie brought this up in in one in in the uh chat, but you know, how do you anticipate all the directions that a a sea suite that a seale person might go and you know a second part of that is you know how do you navigate um you know the all of the personalities within the room right so if you bring your entire team and it's like hey I want you to talk to so and so he's the solution expert here or she's the solution expert for this you know how do I don't How does that entire Can you walk me through like I guess the workflow of that of that meeting?
>> Yeah. Yeah. So, when I'm prepping with my internal team, so one thing I forgot to mention is I say like these are non-negotiables that we have to get through and most of it is focused on what I want to sell them but in a way that
>> you know it like I'm going to say this is their biggest challenge. We have to address this first. Don't talk about any of these strategic roadmap items. Um, I mean my team I I get, you know, like I said earlier, I get people together that I know can kind of pivot in the meeting and that I've seen and sometimes I don't get those people, but I try to um and and if you don't get those people, you just need to prep them for like kind of looking at you and making sure that you're the one that's kind of commanding the meeting and and asking them to weigh in instead of like letting them go crazy. Um, but I I do think it's important to prep properly. Make sure that your team knows like the the meeting may go may derail but what are what are the three things that they have to that like have to happen in that meeting and they have to leave knowing. Um so I think that's really important and then um navigating the the personalities in the room. I mean like I said I prep with people at the organization beforehand. Um, I tried to anticipate like like for that deal in Charlotte, I called the AE that had the other clinical research organization and I said, "What were some of the things that they cared about? What were some of the things like at the end of your deal that the CFO raised concerns about? Um, what happened during their implementation?" So, I mean, it's really just doing some research and I did do, you know, I did get on Gemini and I did look at things like what do CRO's care about? What are they focused on? Um,
>> but really I was really hands-on like talking to other AES that also manage CRO's um, and manage and and that CIO, he was he was going totally off on a tangent about how hard it was to promote someone in Workday and I'm thinking I just flew like 10 people here and this is not a good use of time because I'm probably not going to get another meeting with you for like five months and you know so in my head I'm like how do I turn this off, you you know.
>> Yeah.
>> And it wasn't easy and I don't really know how I thought about doing it, but I was just like, what? Like, can you tell me? I just switched it to AI. I mean, I was just like I'm like, your feedback is heard. Like, I think I have a couple of ideas of how we can make that easier. I'm happy to share them with Stacy and you on an email afterwards. I'm like, can you I wanted to learn a little bit more from you about what your philosophy is on AI. How do you think about using it in the organization? I mean, I just kind of pivoted to a different topic than I thought he would want to talk about. Um, and tried to just move on, right? Because in that sense, I was able to get move on from the challenge and also get some information from him about how he thinks. And again, like it doesn't really matter what you're talking about. Like, think about um think about what they're saying and how you can apply it to to their decision-m process. Like I had a big deal with an accounting firm and I took their COO to dinner before the deal got done and he told me that it took him and his wife 10 and a half months to pick out to decide on a color of paint for their kitchen. And I know that sounds silly, but in my mind I was like this deal is going to take a really long time because you know if somebody's explaining that and they're like oh I just want to make a decision super fast and move on, right? They're not super worried about risk. And I know that's a silly example, but these are the kinds of little things that even I'm listening for to help me understand like people's personalities.
>> Sounds like it requires a lot of presence to be able to,
>> you know, tune in. Intuitive selling. I love that word, but it's about being present, seeing people and pivoting to where you know, you feel the energy or the emotion, the reaction. Like when I see when I'm coaching someone, I see like a hesitation or a pause, it's like, okay, I lean in. So you want to do the same thing in sales. I think that's what you mean by intuitive selling is really being present and seeing what's sparking, what's moving, where emotion is, and leaning into that. Is that kind of how you
>> Yeah. And and also when you're in a room like that and managing personalities, what you need to have is confidence. You need to have confidence that you can do that, that you can lead the conversation in a different direction.
>> Um, and not kind of crumble and figure out like, oh, this is going in a really bad way. Because they, you know, everybody feels the energy in the room. So,
>> um, and you know, use your phone. Like, if you don't know where what else to do, just say, "I'm taking some notes here." And ping the other person in the room and say, "Can you figure out something to talk about?"
>> If you're really stuck,
>> get them off the promotions and workday topic. Janice, we have a we have a few more. I want to make sure we we get to the other question. Thank you for staying a little extra with us, Christina. Um, Janice, and then we'll have Joshua and Michelle will be our last question. I think you're on mute.
>> You're on mute.
>> Yeah, we can't hear you. You're not on mute, but the speaker is not working.
>> While you get that sort Oh, can you go again? Try again.
>> Hello.
>> Yeah, now we can hear you. Good.
>> Okay. Um, thanks for all of this. I mean, I've taken like four pages of notes, but I wanted to ask you about your process for researching. I know that we've gotten a lot of AI prompts um that we're able to use here, but is there anything else that you use? I mean, aside from Google, like do you guys have resources like intent data from Zoom Info or things like that?
>> Um, yeah. I mean, we we can get all of that data. I mean, one one thing that I do about research, I do all the standard stuff like the Gemini, the chat GPT prompts, which Ian has got some really awesome prompts that he's shared out. Um, so I I do all of that, but I mean I I think that I go the extra mile because I want to talk to people that have actually worked with the organization. So I'll call people that I know from Deote, like I'll figure out who they're they're working with at big four. I mean, mostly all companies are working with the big four and call a friend and say, "Can you look at this and tell me like they have these little like I forget what they're called, but like matrix things and they'll talk about like they'll tell they'll have they'll at least have like their challenges, what they're trying to solve for um or like I'll look at a non-competitive um vendor that they're using and like I mean I have gone to LinkedIn and like looked at the Southeast rep and said, "Hey, can you tell me anything about this company. They they weren't a competitor of Workday, obviously. You know, you can't do that. But like, you know, you just got to kind of go the extra mile to find out what you can or look at like previous employees.
>> Um, you know, just kind of like think outside the box and how you can get more information about how they buy or what their challenges are.
>> One other thing, Jen, is talk to their people. Talk to the lower level. See if the problem exists. Really go down and like literally do some interviews. And I can say, "Hey, talk to your people. this is what's going on. I'd love to talk. So, it's like internal lower levels are way easier to kind of get the lay of the land first. Um or people that sell to them
>> and that like I I mean I know everybody's selling different things, but like back office people love free stuff like they don't get anything, right? Their back office, they don't get like showered with gifts like you know the revenue team does. So, they want like take take their like take a random team out for drinks and talk.
>> Bring them a tumbler. They love like
>> swag. Give them some pens and paper and
>> like they don't they don't get free things. So they love that.
>> Yeah.
>> Thank you,
>> Joshua. This is the third time this week you're you're fully soaking in the new program, man. Good to see you.
>> I I am I am two I am 10 uh what is it? 10 toes 10 fingers in right now.
>> Um Christina, this is my first fireside chat and this was wow. I'm absorbing all the content. Um, this is probably going to be a very light-hearted question, but you mentioned earlier when you were looking at executive engagement that you the way your method of doing it, you don't recommend for others. I mean, for me, it it sounded a little bit unconventional. I don't know if there was a favorite experience of yours that you mind sharing that was like, yeah, don't recommend this one, but did it and it really worked out.
>> Yeah. So what I was meaning is I will just like spitball oh let's have a meeting and here's the agenda without like any kind of team pulled together or like no a I mean I don't know people's availability but I just know that or I just hope that I can pull it all together. Um, and you know, I don't I don't say like I I think you got to like take out the all the little things like just be direct and if you're if you have time like secure that next meeting and say here's what I think we should do on the next meeting, what do you think? Like would that be helpful? And and then just figure out how to make that meeting happen and get them to commit. So that's kind of what I meant. I think, you know, if a little bit less,
>> like if you're new to something, you might need to check with some people before you promise a meeting.
>> Thank you.
>> Well, last question, Michelle. Good to see you, Michelle.
>> Me, too. Um, thanks so much. We work with a lot of workday customers at Deal, so very familiar.
>> We have a lot of clients that love Workday. Um, I'm very envious of your 9 to5 schedule. It's my first year at deal, which is just my first year in this industry, selling in this industry. So, it's been a huge learning curve. Very exciting, having a great year. Um, but I have never had less balance in my life. So, I'm working really hard up late, up early, losing a little sleepover deals just because I care so much and I'm trying to like get to that successful, consistent place. Um, so it's going to be a great year for work, but not so much for the personal side. So given that you've been at workday for nine years, I'm sure everything didn't happen overnight and I'm trying to give myself grace that you know we can work on the success this year and the balance maybe next year a little bit better. But just curious like when you were able to get into that flow with the 9 to5 cuz I know this isn't sustainable cuz my family is so important to me and I don't have kids yet but that's a stage I want to get to and I have a hard time picturing it right now. Um, so just curious any advice on like how you got there or if it did take you a bit of time or how I should think about that.
>> Yeah. Um, well, first of all, I think you're in the right program. Um, if if these are the challenges that you're having, I definitely think you're going to learn a lot from this program and grow a lot. So, um, good investment there. Um, I think uh it it there there's phases of life as you know Michelle that are different like and and I think like one thing I've learned is just kind of surrendering like I didn't my my whole career hasn't been 9 to5 right like making this kind of money for a 9 to5 like I got here because I ended up here right like and and it's going to eventually get there you're starting a new job you're going to figure out you know you're going to figure out who your resources are how to get those um you're going to learn more about the product and you're going to you're going to figure it out. So, you just got to give yourself some time and make sure that you have some good habits in place to to you know get to that better point. But I think, you know, sometimes you just got to surrender to what it is and you're trying to take in a lot of information right now. Um and that it will be temporary and that you you will eventually get there, but still focus on the revenue generating activities because you can figure it out along the way. I mean, the best way to learn is getting a deal and figuring it out along the way versus like I mean, this is my opinion, but figuring out along the way and learning from that versus like watching a bunch of videos. Um, you know what I mean? Like, you're going to learn hands-on from these deals. So, focus on those gener revenue generating activities and you're going to learn while you're doing those, too. I want to add one thing, Michelle, and that is the the best way to get what you want is to experience the things you don't want. So, we move away from pain. We move away from, you know, the feeling of, oh man, I'm not present. I don't have enough time. I'm stressed out. I'm not sleeping. Right? So, this is the motivation, right? This is the motivation to work less is I don't want to. So, you're you're gaining something. you're gaining knowledge of what you don't want. You don't want to have a a stressful sales career where you don't have balance in your life. So take value in that. Take value in experiencing this so you have a road map towards having a more sustainable sales career. The second thing I would say is there's a law and this law if you anyone who knows anything about time management will have heard of this. It's called Parkinson's law and we're going to be talking about this in the habits module. We're going deep in a little bit, but it says work expands to fill the time allotted. So, what might take you 2 hours, if you only allow 45 minutes, it'll take you 45 minutes because you're going to work with more focus and more efficiency versus task switching or taking time because you just don't have the time. By Christina saying, I don't have another option. My kids need me to feed them and pick them up from after school at 5. she has to get that work done which forces not only faster working but more efficiency towards what you choose to work on. And so I would set some boundaries for yourself and watch the way you work transcend and transform and evolve into working on the right things and working faster. It's a forcing function. Having less time, right, will force you to work more efficiently on the right things. So, I think set some boundaries for yourself and that means saying no to smaller deals, saying no to low value activities, writing emails faster, not doing as crazy of research until you get the meeting and then researching prior to the meeting because it's already on the books, right? That all that stuff is absolutely going to go if you give yourself eight hours versus 12 hours for a workday. I promise you. So, work expands to fill the time allotted. Um, Christina, you are awesome. I'm so excited to get to spend some time with you in Georgia in the Barnsley. Um I'm very impressed and I I think you'll probably to be doing more with this community. I anticipate. But um for everybody who wants to get a hold of you or stay connected, what's the best way to to reach?
>> Yes, please connect with me on LinkedIn. I am not I do get on LinkedIn, but I am not that great at checking my messages. Um so please try me again. Um you can also email me if you want. It's christina.godwinworkday. Um, but please connect with me on LinkedIn and thank you all for giving me this opportunity. It was really fun to share some things with you and just remember that, you know, this is a great program. You're making an investment in yourself and it will definitely um make you better.
>> Well, I appreciate you so much and congrats on your success, your consistency, your family, and I'm so excited for for your talk with with Kelsey coming up in October. So, I'll see you live then. All right, everyone. Take care.
>> Thanks everybody.