Why most discovery calls fail and how I run mine

Hello there.

Welcome back to the podcast and great to have you with me again.

So this week, what am I going to be talking about?

I'm going to be talking about something that I think is one of the most important subjects in sales that often gets misrepresented, Things happen, it goes badly wrong, and I want to tell you how to fix it today.

And it's an issue that if you don't fix and you don't solve and you don't become really clever, it's all putting in place, you're going to waste a lot of time and also, more importantly, lose deals you should have, could have won.

So I'm going to talk about why most discoveries calls fail and I'm also then going to talk you through how I run mine, because again, sometimes people say to me, oh, James, are you involved in sales situations every day?

I run sales conversations every week with prospects that both my business and my outsourcing business growth resources are talking to.

So I run discovery calls on a regular basis and I will show you the process of how mine work and how I utilize my time effectively.

Because the key to discovery calls is, is the nature of the word discovery is that you are trying to find out whether the other person and you or the other company and you led by a person is a good fit to work together.

And in many cases, often in sales, nearly 50% of the time, maybe 60, 70% of the time.

The answer is the people you speak to are not going to be a good fit for what you do and how you do it.

And the reality is not all business is going to be potential business and not all good leads are good leads.

There are some people which we talk with and have conversations with that might have a different expectation around pricing and what they value.

They might have a different expectation around service and what they look for.

So there's a huge number of different reasons as to why discovery calls are just that.

They are discovery to find out how the conversation goes to see if there's an opportunity to build it further and go forward, or maybe not, as the case may be.

And they're sometimes called triage calls, they're sometimes called introductory calls, whatever.

But the point being is these are calls where you've booked a time and date with a another person to have a conversation and you want to be able to open up that.

So I'm going to show you how I run mine as well.

And I'm successful in selling.

I. I save a lot of time, win a lot of deals because I'm good at doing those calls.

I'm of you the method that I take for that.

But I'm also going to share with you why they also go wrong.

And why they go wrong is, is the first reason why they go wrong in the main is because most people feel like a discovery call is a opportunity to pitch and to go in and tell people about their solution and their service.

And the reality is it's not, it's not a chance in that time, in that, in that call, in my opinion, to go in and pitch.

There may come a need at the end of the call.

Maybe where you might need, someone might say to you a bit more about what it is you do.

But the focus of that needs to be around understanding the other person, their situation to decide whether there's a fit or not.

And most people go, a lot of people go into discovery causes being, oh, this is my chance to go and sell my service.

Please, please, please, please.

If you're doing that, take a step back, take a step back.

If you are so desperate for business, it's going to come across in the way you are.

I've said countless times, desperation is a stinky perfume or aftershave.

If you look desperate, you will appear desperate and it will put prospects off you.

So what we want to be able to do is to utilize these calls to really see it as a chance to get two sides to come together to see if there is an opportunity.

And what you've got to make sure you're also doing on these calls is being honest with yourself around the type of company and type person you're talking to.

I always say to business owners and sales professionals and people I talk to, you don't want, you know, hot curry customers, I call them.

And that's maybe a bit of a, you know, if you're, if you're eating your breakfast, their apologies.

But you know, hot curry customers are that they taste okay, but they hurt like hell elsewhere.

You don't want those type of customers who are going to create challenges in your business.

If you work within a team, your customer services team are going to say to you, why did you bring so and so in?

They're just a pain.

So it's about making sure you outline and understand who is the right fit for you in these conversations and these calls.

And if you do approach it in a way where you're too pushy, you're going to potentially lose opportunities.

I think the other thing that people also try and do is they also are acting too rigid a way.

They are too Set in their, in their, in them, in their mind, around what to do.

And it's as if they can't be flexible.

And I've said, you know, there's a, there's a podcast I did a couple of weeks ago on how adaptability is probably one of the critical skills to have in selling.

And if you're not adaptable to adjust to the situation, the starry, then you're probably going to fail again in more times than you succeed.

So I, I also think discovery calls need to be around asking the right type of questions, but also being able to probe and to dig.

One of the other big mistakes that so many people make is they have a series of information they're looking to get mainly because they want to sell what they want to, you know, they want to talk about themselves and their offering.

And they go, they go too, too superficial.

They go at the top level, but they don't probe down.

And if you've watched any of my videos or my content, by the way, if you're not watching any of my videos, I've got a YouTube channel.

If you search James White Sales on YouTube, there are 700 videos.

All of the podcasts are on there as well, but there are 700 plus videos on how to do anything in sales.

And when there's a model, there's a model on there.

I call my lapse model of how to ask do you know discovery calls?

And you'll see it called Listen, ask probe Summariz as a really great way to run your calls more effectively.

So have a search for James White sales on my lapse method and you'll find it there as well.

So look, these are the reasons why they, they go wrong.

And the fourth reason why they also go wrong is because people don't have what I would call a criteria or the wrong questions to ask to get the criteria of information that they need.

Your goal in a first discovery call is a bit like on a first date.

The goal is not to propose to that person.

The goal is not to be able to, to say you love them and declare your undy love on a first date.

If you did, people say thanks very much and walk away.

Your goal is to go, hey, do I like the fit of this person?

Is there a good opportunity for us to, to maybe go on a second date?

Your goal of the first date is to get a second date.

Obviously there are other people thinking here, other stuff.

We're not going there right now on, on a Wednesday morning.

But the goal of is to, is to get to a second date.

And your goal in a discovery call is to continue the conversation on and to make that other person the prospect you're talking to think yeah, I actually think I'd like to have a conversation with this person again because I feel like they can help me with some issues.

They understand me, they feel like they're sor person I'd want to work with.

Now obviously if you can then do business from that point on was great.

But don't make the mistake of trying to make the discovery call focused on, on just trying to do business there and then.

So here's how I run my discovery call.

So there's a, a couple of people.

There's an opportunity that I had with a lady last week actually for one from.

So I do it obviously for my growth resourcing business and my business itself.

I did a call with a lady last week and the, the first thing I try and do and by the way, I've got nine, there's 10 points here that I try and put in place here and I'll try and create a, a graphic that you can use for these as well.

So the first thing I can do with a discovery call is obviously what I will do is I will create a time in the diary for someone to meet and I will send them an invitation to their email with from my email system with a link to the Google Zoom or Google Meet or Teams Reg, you know, link that you've got.

And I will firstly put in the email subject title a little bit not just call with James White.

I will put call to drive sales growth with James White.

So whatever your solution that you fix, put it in in the subject line of the meeting.

When you confirm the meeting, you know, if you're selling, you know, solving IT headaches for, for manufacturing directors, you know, solving some IT headaches, you know, or solving or fixing IT problems or you know, in solving a cyber security issue, whatever it is that you solve, put that in the subject line but then put your name, you know, meeting with you know, James White from Growth Resourcing.

So what it does is it sets the expect chasing the other person's mind that you're going to focus on something that's valuable for them or something that's going to help them.

And what you should also do in these in that meeting is obviously set the time.

By the way, everyone sort of thinks meetings have to be an hour.

They don't.

Meetings can be 15 minutes and sometimes putting a 15 minute in the meeting in the diary for a discovery call is just as valuable as putting a, you know, a 30 minute one in there.

So, you know, if you're going to just have a conversation with someone 15, 10, 15 minutes, and if you think you can utilize that and you practice at doing it, then 50 minutes is fine.

But most people tend to put 30 minutes.

I tend to sort of use, especially if it's a new potential prospect, I tend to put 30 minutes in the diary.

And the reason I also do that is it's really important if you stick to that time because it can actually help you.

If you're having a conversation with someone where you don't think this is going to go anywhere, you don't think there's actually a fit to work together, because it can actually help you to say, hey, thanks very much.

As I mentioned, I've got a hard stop at half 10 in order to move on to my next conversation.

And if you actually do think that the conversations go really well and your discussions flow and you haven't got another meeting, then carry it on.

But sticking to a time can help you.

Although in general, I will always try and stick to the time because again, I like to show you the prospects I'm working with, that I'm busy and I've got other stuff going on and my time's just not for them to take up whatever they want.

So stick to a time firstly, when you have that, that when, when you, when you engage.

So sorry to interrupt the podcast, but if you've got a sales issue at the moment that's really hacking you off, challenge me.

I'll help you solve it.

Reach out to me.

Drop an email at hello, Ames White Business, and I will help you solve your sales challenge.

There's not one I don't think I can't handle.

There's no sales issue that I can't resolve.

I've seen them all over my career.

I want to help you solve yours.

So reach out to me.

Let's make sure we handle your sales challenges and fix them so you can get back to smiling again.

Now back to the podcast.

So point number two is this.

And when I had the conversation with the person I did last week, my first goal is to try and build a connection.

So what I'm doing is I will always look at their LinkedIn profile, their social media profile before I get onto the call, have a little look at their background and have a little look at the who they are, and I will try and build a connection.

And one of the videos and podcasts I've done is around the four different types of people.

There are four different types of people.

There are reds, dominance, yellows, influences, there are greens that are steadies, steadiness and blues that are conscientious.

And what I will do is in that first conversation I will assess one of my skills and I can teach you to do this if you want is to assess people quite quickly as to their style.

So for example, if I go on a call, the lady that I, well, the person I was speaking to the other day was quite chatty initially.

She was quite engaging, she was quite friendly.

So she wasn't what I would see as being a blue stroke, a conscientious person, she was more yellowy green.

She definitely was a relationship based person.

So when I'm in conversation with someone like that then I can build a connection and I will have a list of questions such as have you had a good morning so far?

Or if I'm speaking to them on a Monday, did you have a lovely weekend?

Or I might say to them if they're on a weekend on Friday, I might say, you know, have you got good plans for the weekend?

Or you know, and I might even, you know, sometimes it's very British thing to do.

I might even talk about some other stuff like oh, it's terrible weather outside or whatever.

So I'm trying to just build that connection.

But my tonality when I do that is about being friendly and engaging and, and, and, and, and you know, sort of person they want to talk to.

And you know, I'll talk about, in a moment about how you can assess people.

But, but what I'll try and do is build that connection.

And then the third point that I'll always do at the start of a meeting is, is to be in a position where I will potentially go the other way.

So, so what I will do is I will always say to someone that's really great to have a conversation with you today.

Really you looking forward to chatting?

Look, and my goal today is to try and you know, provide some ideas and help and, and get to know a bit more about you and your situation.

And if, you know, if at the end of that conversation, you know, I can't help, I don't think we're a good, you know, a good option then hey, we can leave it there, there's no problems.

So what I'm trying to do at that early point is to sort of defuse the bomb as I call it.

I'm trying to make that person feel like they don't, they don't Mind sharing information with me because of the fact they don't think I'm just going to sell to them.

When people feel that they're going to be sold to, their barriers go up.

They go, oh, I don't want to, you know, engage in this respect, so I really want to try and sort, go the other way.

And what I will always do is ask early on in the session, you know, and sometimes the conversation flows so quickly you can forget to do this.

But I will always ask early what they, you know, what, what they want to gain from the conversation and then probe a bit more into that.

So, so I will always say, look really great to chat to you.

You know, we've got half hour for the call today.

What would make it a useful, you know, valuable, you know, use of your time and what would be the useful things you'd love to cover or go through that could help you or, or could, could, could, could enable you to, to learn more about, you know, what we did or, or I might say, and I try not to use the word wide, you know, what was it, you know, that made you want to come together and have a conversation?

And so what I'll try and do is when they then say, well, I was looking to find out a bit more about your service and what you do, or I was looking to, you know, get some help in this area, what I'll then do is I'll probe.

All right, you mentioned, so tell me a bit more.

You mentioned that you're, you know, again, the person I spoke to, they said that, you know, she'd hired some salespeople.

The salespeople weren't in the past, weren't generating results and she'd gone through a few people.

So, so she was looking to try and drive growth in the business, but wasn't sure how she could do that if she didn't have resource.

And I started to then dive into, into those areas, which I'll talk about in a moment.

But, you know, be in a position where you can assess that person, the nature of the conversation, the way they are, you know, really be in a position where you, you know, ask what they're looking for and be prepared to go the other way.

So like I mentioned, just be in a position where you can say, look really great to have a chat.

You frame the conversation.

You know, if we're going to have a chat for half hour, if it turns out that I'm not a good fit, if it turns out I can't, if it turns out that what you're looking, you're looking for A and we offer B. I totally get that.

And look, we've, you know, it's been nice to meet you and we've not lost anything by a little bit of time.

So I really want to assess and I also want to again, you know, ask that question.

Really good to have some time with you.

What would you like to cover in the next 30 minutes that would make it really useful for you?

And then probe into the information they give, come back and when you start to do those things and then start to really listen into what that person is saying and listening to the tonality they give and the information they share there, it's a sales superpower.

It really is.

Like the lady that I was speaking to the other day, she was able to say, well, yeah, I was a bit frustrated, you know, and she was talking me through some stuff and I was like, okay, she's telling me everything, you know, she.

Because this person is a, is a yellow.

Because I'm able to assess the fact that I think she's a relationship based person.

I was just asking her, you know, what was the implications of that and how did that work and how did that make you feel and what did that do for you?

And she just kept on sharing information.

So as a result of that, you know, at the end of that call, I would guess I was probably speaking for 25% of the time, maybe 20% of the time.

And she had talked for 80%.

So it was about her and her challenges and her issues.

And so one of the things that, again, you know, I think you need to do as part of that process is to, once you've asked those questions and start probing, resist the urge to solve.

One of the things I think a lot of people salespeople do is they hear something going wrong and they go, oh, that's a chance for me to go in and say, oh, my company does this, this and this, this.

And it's a bit like, you know, if you're going on a date with someone.

I always talk about sales is like dating.

If you're going on a date with someone.

And they'd say, and they said, oh, yeah, I had a, you know, bad experience, you know, of dating in the past.

You wouldn't go to, oh, that's okay, well, I'm a great date.

You, you'd hopefully be a bit under empathetic and say, oh, what happened?

And tell me what went on.

And I'm sorry to hear that.

And you'd be, you know, show a bit of empathy in your engagement.

So I think it's, you know, sometimes people don't want you to solve stuff for them straight away.

They just want you to listen and hear them out.

And when you hear people, when you listen to people, you actually start to listen to really what they're saying to you.

Because if you start to listen to tonality and the way if it's on effect, you know, if you can hear them on a, on a face, so if you can see them on a face to face zoom call or teams call, you can see expressions and gestures that make someone really indicate the frustration.

So again, the person I was talking to like, you know, she, the way she explained, she, you know, she explained something to me was like, I'm really frustrated at that.

And her tonality was really key and her facial gestures sort of like, you know, it was like an angst air.

So I was able to see the, that the frustrate.

It wasn't just words, it was her tone and her language and her body gestures gave it away that this was an area that really frustrated her.

So what I was able then to do is to say, right, I know that's a challenge for someone.

And when I'm then going back in the future and I probed a bit more around it, I asked a few more questions around what challenges that had created and issues that had caused.

But when you're able to probe a bit further in those areas, other stuff starts to happen.

You're able to then really find out, especially when it comes down to the issue of in timer and your solution, you can go back and say, well, when we spoke you were really frustrated about this issue.

How are you going to get that resolved if you don't do something?

So reserve, resist the urge to solve, try and listen, try and focus on not talking.

You know my dad in the sales, you know one of my inspirations from a sales perspective as a sales director, you've got two ears, one mouth.

Use them in proportion.

Your discovery calls are to discover things.

If you speak, you taught you know stuff, you're not going to discover anything.

You know, no one discovers something by just doing things they already do.

Right now it's about taking that next step to find out what's going on and use the discovery call to discover things.

Not to know what you already know.

So resist ao to solve but, but what you must do.

And again, I've got some resources I can share with you on my website if you have, you know, there's lots of resources if you go to www.james white.business or search for James White Sales.

You'll find my website, lots of resources on that.

Have a list of questions that are, that are good for you to engage and ask on there.

And there's a, there's a download I've got called 52 sales questions to ask, which is a really good one for you to, to have a look at, but also have a little think about your own criteria.

So there's a, there's a podcast, I think I've done a podcast link which we'll share around your own sales criteria.

So in other words, you know, if you go back to my date analogy, you don't go on a date and go, I'm going to go from 18 to 80.

You'll go and say, oh, I'm going to, you know, looking to meet someone from the age of 30 to 50, you know, 50 or 30 to 40, that likes sport, that like theater, that likes going out, likes pizza, whatever.

I don't know.

You'll have a criteria and sales is the same.

If we go out and say, try and find everyone, we're gonna, we're gonna fail more often than we succeed.

The best 1% of salespeople know who their audience is and are able to engage with that audience.

So have a list of questions that you can ask, but make sure you link those to your sales criteria.

And there's a video I've got on my YouTube channel around sales criteria and sales qualification.

Watch it.

It's definitely a thing that will help you.

So once you start this asking those questions, you can then start, as I say, to really start spotting the signals and respond to what that person's saying.

And, and I think you've got to really be in a position where you pick up on some of those elements and pick up on that tonality change or their frustration or their gestures on what they're giving you.

So look, the final two points of what I do in my, in that call, bear in mind, I'm having questions and conversations.

And sometimes if you're engaging with a blue person, an engineer sometimes, or an accountant, a cfo, it's really important you have those questions because those conversations can be really, really closed.

And especially if you are closed questions.

So one of the other key thing around asking questions is to ask lots of open questions.

The what, the how, the where, the who, the show me, tell me, talk me through.

Those are the questions you should be asking, not do you have an issue in this area.

If you're talking to a blue or conscientious person.

I'll probably say, yes, I don't do.

And then it's like suddenly, oh, it feels awkward.

Talk me through the problems that you've got in this area and what you're doing to fix them.

Well, we're trying to do some stuff to.

To do this, this and this, but it's not working.

You mentioned it's not working.

What's.

What's happening?

Tell me more.

So what you're trying to do is show you that empathy and that engagement that then gets that person to feel like they can trust you and want to share things with you and look for the signals and signs that they're giving.

Especially, again, even, you know, blues.

And those people that are a bit more reserved will give certain signals or we'll do certain gestures where they'll.

Well, yeah, for example, I've been on a call with a CEO who was a blue, and they started rubbing their eyes and their face when they're talking about an issue, even though they were quite quiet in the way they were saying it.

Now, I know again, I've got a video on my YouTube channel around how, you know, certain body singles you can see.

I know when someone's doing that, it's a sign that there's a frustration for them.

So I was able to sort of really pick up on that and then respond accordingly.

So look for those signals.

Don't just hope it'll be okay.

One of the things a lot of people do in discovery calls is they hear what they want to hear.

They have happy ears is they hear what they want to hear.

And then, you know, because they've not probed in much, much detail, they think, oh, the person said they're the problem.

But did they really mean they have a problem or was that, you know, it was an issue, but it wasn't the biggest issue they had.

There were other things that were more pressing and more challenging for them that they're going to focus their time on, but you didn't probe to get into those areas.

So just spot the signals.

And I'm not going to cover that all on a podcast.

I might cover that for the separate podcast, but it's a critical thing for you to do.

So I did mention a minute ago about, you know, vinyl, two points dimension, minute ago about don't try and resist, you know, reserve, resist the urge to solve.

But what I try and do within my calls is I will always tease a little bit about what we can offer and who I've done that with before.

So, again, on the call I had on last Monday, I was in a position to say to, to this person, yeah, look, totally understand, I see the frustration you've got.

But look, you know, we can pick this up another time.

But we had an organization very similar to you had the same issue.

We were able to take that pain away from them.

They're now driving great opportunities.

So within 10, 15 seconds, teased it.

I teased what we could do and how we could help and said that that's something we can then pick up at another stage, another time.

So don't, you know, don't try and pitch.

As I said before, don't try and pitch at this stage.

I think if you're pitching at this stage, you're going to lose more often.

You're going to win.

There are some people, the reds, the dominance, do want information quite quickly and do want you to pitch, but most people don't want that.

They want to be able to hear that they've been listening, engaged.

Or if you get someone that says, oh, who was that company?

Who was that person?

Then tell me more, I've got a bit of time, I'd like to understand that, that then you can talk a little bit more.

Great.

Well, I can share lots of information about that, that company or that solution.

What would be useful for you to cover?

What would be useful to cover.

So just try and sort of tease what you can offer and make that person want the next meeting.

Again, a lot of discovery calls don't go anywhere to the next meeting because your person's hid everything.

They know everything you know your pricing.

It's like, well, why do I need to have another conversation?

Do I think that things were valuable?

No, I don't.

There's no point carrying it on.

You want to tease that details out.

And sometimes I get asked questions around pricing and should on a discovery call you go through pricing.

And so one of the things I will say to people is this.

If you're building great rapport with people and you're talking things, ask the questions around what matters to them, what, what's critical, you know, have this list of questions of, you know, what's key to you when you're looking to solve a solution.

You know, an issue like this, you know, if you, how have you invested in these type of areas in the past?

What you want to try and do is, is get a sense of how they approach these type of issues.

Is money not an issue and it's about fixing the issue or actually they've got to do it in the most cost Effective way possible.

I've been on some sales calls, calls where again from, from a growth resourcing perspective where, where I talked to a guy member, you know, the end last year and he was like, I just want the cheapest option possible.

And automatically because that didn't work for, for us and our solution in our criteria, I was able to say, look, you know, at the end of it I could then end with, you know, with the next step, which was I don't think we're going to be the right people to help you because you're looking for A and we're looking for B.

So if you do get asked information about pricing, try and sort of qualify it down a little bit, try and find out what it is that they're, they're looking for, what makes price so key for you.

Talk me through how you've made investments in this.

And if they say I just want a price from you, then I would always give range pricing.

Look, typically it can range from this to this depending on your situation, what you're looking for.

But let's cover that off here, you know, at the end or another call if we think there's a good fit to work together.

So again, I, I always don't, you know, I'm not sycophantic, I'm not someone that bad.

Oh, can I work with you?

Can I work with you?

I'm always a bit like, is this a good fit for me?

Mainly because as I said before, if you're too desperate, people feel they can take advantage of you.

Whereas if you go a bit like, hey, I'll see if it's a good fit for me, people go, oh, well, I want to work with that person.

Why, why, why don't they want to work for me?

And a lot of customers or prospects think that the other salesperson's got to be bowing down at our table and you know, in that way.

Well, actually we can say, well, no, that may not be a good fit for us.

It makes them actually want you more.

And if it's done in the right way, it doesn't, can't be done arrogantly, but if it's done in the right way.

So the final point really is, is to end with some clarity.

So at the end of the call I said, look, I really enjoyed our conversation today.

It's great to chat to you.

It looks like you've got a few issues in a few different areas over here and there's a few things I can help with you.

Why don't I suggest this why don't we come?

Well, I send you some further information, but what I'd like to do is, is present or share that information with you on a call.

So why don't we come together, say at the end of, at the end of next week, next, next Thursday or tomorrow.

If you know that there are blue or, or green, then they're going to need a bit more time.

If they're a red or yellow, they might make decisions quicker.

But you know, let's put a, put a date in the diary for three days time, you know, you know, four days time, a week's time and get that book in, get that clarity and then ensure you outline what you're going to do by when.

So, you know, say I'm going to, you know, what I'll do is I'll summarize our conversation today, I'll send that through to you by the end of today or by the end of tomorrow.

And then let's look to catch up and put a date in the diary for that conversation in X period of time.

Now if that person doesn't want to give you that commitment, then, then it should give you a warning signal that the call has not gone as well as you would have hoped or thought.

So it should send a warning signal to you that they basically didn't think it was worth their time to carry on that conversation.

And that's the reality.

If you don't like that, that's hard to, hard to hear, I know, but it's the reality.

So bear in mind that.

But end with clarity.

And if the end of the conversation is from your discussion with them and your, you know, if you've got that criteria created that you think there's not a good fit here, you're better off to say, look, from what you've said here, I'm not sure we're a good fit.

You're looking for this and we do this.

And I don't want to waste your time and my time.

And what I'll do is I'll send you an email with a couple of other ideas and if you think things have changed from your side and then let me know.

So it's okay to, at the end of a call say to someone, I'm not sure if there, if there's a good fit here to do something with, it may well be that this isn't the right fit for us.

So look, that's how I run my discovery calls.

That's how I run it.

And I'm successful with them.

They work.

I build relationships in the right way and do what's needed.

And yeah, look, it's what works for that.

I use it as a discovery call, not a pitching call.

And I think that's one of the things that people fail and don't do that causes them challenges.

So.

But anyway, look, I hope that's helpful and if it is, let me know, let me know how you run your calls.

Is this some an area you're struggling with?

I do some training in this area.

So if you think as a team, team, this is something you and your team could benefit from.

I run training sessions on how to run discovery calls.

I did a session with an insurance company the other day and I had some fantastic feedback that two of the guys have hit their targets as a result of having better conversations with the, the leads that they're generating.

So very happy to help you if I can with that, but lots of resources on my, on my website for those things as well.

So.

Well, as I always do.

I finished the podcast on an inspirational story.

So I just wanted to finish the story on a guy called Albert Lex.

And Albert was a shoe shiner in a hospital in America.

And over his 30 year career he basically generated $200,000 of tips.

And most people would happily just take that money and just put it into what they needed and fund themselves and what they're doing.

But Albert donated all of his children's tips into a care fund for the hospital.

And the reason I share that as a really powerful story is, is sometimes, you know, the impact we have on other people is not always immediate, but it can be immediate and you know, be a result of, you know, work over a period of time.

So I think Albert Lexi story have been able to save up all his tips even though he wasn't a big earner himself to, to help others.

I just think he's inspirational and makes us think actually there's something you can do today and tomorrow that can help someone in the future.

Then focus on that.

Well, look, that's it for this week on the podcast.

Hope you've enjoyed it.

If you have, please tell others about it and like and subscribe and share it on public social medias.

We're trying to grow and help as many people as possible get sales results, results and I hope this is helping you give more access and support on your discovery calls.

If you do have other questions, please reach out to me.

Reach out.

You can search me on James White on LinkedIn or any of my social channels if you've got questions.

If you've got things you think it was.

I wasn't covered in enough detail?

Tell me.

Hey, I'm using these podcasts to cover the things that are important to you.

So that's it for this week.

Hope you enjoyed as ever.

Thanks so much for your ears and your of your eyes.

If you're watching on online and and I'll see you really soon next week in fact for another episode and go from there.

Take care.

Bye bye.

So thank you so much for listening to this episode.

I hope you've enjoyed.

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It helps us ensure more people can get the insights and ideas they need to get incredible sales results.

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