Your Success Should Be Data-Driven

Darryl Praill: (Silence). How's it going everybody? It's another week here, another week, another week. Oh my goodness. I was talking to Justin, Justin, Justin, if you're listening for those who follow me on Twitter, you would see, you've seen me talk about Justin. Justin gets up at 5: 00 AM every morning. Justin's in Canada. So he gets up at 5: 00 AM every morning in the snow and puts on his tuque, not a hat, it's a tuque. If you're Canadian, you'll get it. And actually goes for a run, listening into the INSIDE Inside Sales Show. And that's awesome. So I want to give a shout out to Justin for doing that. I was talking to him the other day, and I was just saying," Dude, how the hell did you do that? I just don't know." But it's funny, right? Because I can't do it. I'll be honest with you. I just can't do it. I like waking up slow, and then I like going out and grabbing a coffee and I'll just read the news. Whatever I'll read Reddit, I'll read the news, I'll read whatever publications, cable network, I'll read the Guardian, I'll read the Wall Street Journal. I'll read the Washington Post, I read CBC, BBC, wherever it takes me. I'm just reading news. In other words, I'm not reading stuff that's sales related. This is me. I got to ease into my day and then I'll start, and then boom, I'm full inaudible until whatever time at night. And if I do that, I'm cool. Justin's getting up at 5: 00 AM, and the first thing his thought is after he puts on his tuque and is running outfit outside in minus 30 degrees Celsius, is let's listen to Darryl on the INSIDE Inside Sales Show, different priorities. Eh, it's how you all measure success. Oh my goodness. I'm just laughing, Justin. I love you, but brother, how do you do it? But it's funny, because we all have different ways of starting our day and we have different ways of approaching our jobs. And I was reminded of the job angle and the fact that, how do I put this? Sometimes I've been a boss for so long. I know this sounds obnoxious, doesn't it? I've been a boss for so long that I forget sometimes what it's like to be early in my career. All right. I'm an old freaking man with the white hair to prove it. But I got a cool sweater on today. I'm feeling very fashionable. So I got my two kids, I've talked about this before, I won't go into what they do. It doesn't matter. But what happens, is I hear them on occasion come to me, and they'll say," Oh, I'm frustrated with this," or," I'm frustrated with that," or," This isn't quite going the way I thought it would go. Or," I thought my boss would do this," or," My boss hasn't done that." I want to be clear in this, my kids aren't whining, they're frustrated. And it's not necessarily the boss's fault, but my kids don't know this. All right. There's an angle I'm going at here. My kids are a brilliant reminder to me of what somebody who's just going in their career, early in their career, goes through every single day. And when I listen to my kids say... I'll give an example. But one kid said," I haven't had a review yet. I supposed to have an employee review. I haven't had the review." I said,"Did you remind them?" Well, yeah. How long ago? About three weeks ago. Has anything happened? No. Have they scheduled anything? No. Have you talked to them since? No. You've not talked to them since? No. You're talking to me right now, but you've not talked to them, and they're like," Yeah." I said, okay, so here's the thing I said I'm going to tell you about managers. Okay. Managers try to be good man. Generally speaking, we all try to be good managers. We know you need a review. We know we need to give you a review and you told us and we listened, and in good faith, we were going to go give you a review and book it. But then shit happens and we get distracted. We're like the shiny object and we don't even know that you are freaking out that you've never got your review because you came to me, you came to me and there you go. So I'm going to table that for a second. I'll wrap this story up, but I'm going to table that. Before I started this recording, I went to one of my team members and I said," That person on your team, who does this, what are they doing? I've not heard from them in months. I don't know what they're doing." And they come back and they said," Well, apparently they emailed you three weeks ago looking for your input on something, and they haven't heard from you." I go and I check my inbox, and sure enough in my inbox there's their email. Of course, it's gone way, way, way down. I went back to my employee and I said," I found the email. They did do that." I said," I understand, okay, no problem." I said," That was three weeks ago." I said," You know, I have this thing called Slack. I have this thing called a phone. It takes text messages. It takes phone calls." I said," I have you. You are in between me and your employee. They could escalate up to you. There's lots of ways to get me to pay attention to them. I'm not justifying that I missed their email." Just like as a manager, I'm not justifying that I forgot to book your review that I said I would. What I'm trying to tell you is, and I said," You need to teach your employee that they own their own success. They own their own success. This person should have escalated up if I didn't get back. This person should have pushed you to push me, because excuses aside, I'm impeding them." That was that. So I go back to my, my kid, I talked about, and I said," You need to own your own success. I know you told them, you need to, literally, I'm not making this up. You need to send them a calendar invite that says'employee review.' You need to own it and book it." And he did, low and behold, he did. And guess what they had, they had his review, and he was all happy. And none of the concerns he had were really real because they always magnify in our head. All right. I've shared this whole long winded story. Where am I going with this, kids? I'm going with this is that managers and employees need to work together to manage each other's success. There's tools, there's tactics, there's processes, there's techniques, there's ownership. Who do I know is awesome at developing this dynamic? Whether it be coaching other people in communities that they founded, whether it be creating master classes for people to know best practices and what to do, whether you're a manager or an employee, whether it's creating a SaaS solution that just got$ 20 million to physically help bring data driven sales management to the masses, this cat knows everything I'm talking about. The company I'm referring to is Atrium. The cat is Peter Kazanjy. And I try to do that best flat Kazanjy in my Southern California tone. I don't know how well I nailed it. Kazanjy.

Peter Kazanjy: Nailed it.

Darryl Praill: I nailed it? There we go.

Peter Kazanjy: Nailed it.

Darryl Praill: So, Peter, welcome to the show, my friend. That was my long winded diatribe.

Peter Kazanjy: Dude, I like that story. It was quite good. I can only imagine your customer story deployment in disco calls. I imagine that game is strong to quite strong. If it's anything like that, it's strong to quite strong.

Darryl Praill: I was listening to... I was doing something the other day with one of my reps, and I think they were on a call with me. Right. I was leading the call, and she messages me and she's like," Holy shit, your discovery is amazing." And a lot of it, is just what it is, is exactly what I do here on the podcast, folks. If you've ever listened to me, I'm very careful at saying all right, so let's recap. What did Peter just say? Peter said A, B, and C, even though he probably took 10 minutes to say A, B, and C, and do this, but don't... That's discovery. You're playing back to them to make sure that you heard it right. So that's an aside. Okay.

Peter Kazanjy: Love it, love it.

Darryl Praill: Peter, let's talk a little bit about you because you... I actually said to Pete, before we went live, I said, I feel like I'm in the house of royalty, right now. I mean, he's raised$ 20 million. That was just announced very recently. Peter is a guest lecturer at Columbia Business School. He is an author, The Startup Sales Handbook. He is the founder of Modern Sales Pros, whom I... I got to tell you, Modern Sales Pros, best community that I'm involved in. Most honest, most real, and I take exceptional pleasure, every time somebody gets banned for 30 days for preaching or pitching. Love that the most.

Peter Kazanjy: People love that.

Darryl Praill: Keeps it honest.

Peter Kazanjy: People love that, yeah. People love that. It's like voting someone off an island in Survivor or whatever. They really love that. They're jazzed on that.

Darryl Praill: I got a group of people, we message each other, every time it happens, we're like," Ha, he got nailed." But it keeps the conversation honest, no pitching. And, of course, Peter's-

Peter Kazanjy: It does.

Darryl Praill: He's the co- founder of Atrium. All right, Pete, we got lots to talk about today.

Peter Kazanjy: Yeah. Pumped.

Darryl Praill: Welcome to the show. What are you doing with you$ 20 million? Everybody wants to know. And are you hiring? That's the next thing they want to know.

Peter Kazanjy: I think what you told me to do, is the first thing I needed to do is buy a gold plated toilet seat.

Darryl Praill: Correct.

Peter Kazanjy: Yeah. So for whoever the top performing... Maybe we'll buy two of them, whoever is... Like for the SDR who had the most opportunities created in the prior month, they get to use the gold plated toilet seat, and then for the AE who had the bookings, who is the bookings leader, they would do that. So I think that's a to do, I have it written down on my Atrium post- it notes here. But yeah, we just raised$ 20 million. For folks that don't know, Atrium makes data driven sales management software that exists to help managers use data and metrics to improve rep and team performance. I think we're going to talk a little bit about how reps can use metrics and data to improve their own performance. Almost kind of like taking control of your own career. I think we just heard maybe a little story about that earlier. But yeah, that's what we do. We're hiring a bunch of account executives right now. I mean, we're blessed to work with 200 plus amazing modern sales organizations. We just crossed$ 3 million in ARR, having tripled in the last year. And yeah, we're really blessed to be able to work with a lot of amazing sales organizations, helping them be more data driven, and make their reps better using that data.

Darryl Praill: So here's a true sign you know you're data driven. Okay. So this is on their press release that they issued on the PR Newswire, the subhead says," Breakthrough platform, drive sales productivity, and enables sales teams to realize 50% greater opportunities," and here's the best part," 31% higher bookings." Not 30.

Peter Kazanjy: Not 30.

Darryl Praill: Not about 30, 31. Therefore, if you want to know if he's data driven, well, you can drive 31% higher bookings with Atrium. All right. That's enough of the pitch for Atrium. But let's talk... Enough of that behind us. Let's talk about measuring and monitoring, so when it comes to reps, the one thing I find reps know the least, Peter. They will learn how to sell, they will study how to sell, they may botch how to sell, but they suck at absolutely measuring and monitoring themselves.

Peter Kazanjy: Yeah.

Darryl Praill: If any kind of assessment they make on their abilities of success is 101%, not a 100, 101. I'm in the one theme, a 101%.

Peter Kazanjy: 101. 4.

Darryl Praill: 0.4, subjective." I think I'm doing well, relative to Susie, I'm kicking ass." Well, how well are you doing?" I'm pretty good." So talk to me, what do reps need to do to measure, to monitor themselves, and then how can they use that data to make themselves better?

Peter Kazanjy: Yeah. I think our whole industry has a math phobia, and it's okay. Right. Hey, don't get me wrong. Right. I'm a very right brain dude. This is why I was remarking on Darryl's excellent storytelling earlier, because that's as sellers, and then where do sales managers come from? They come from sellers. As sellers, we're communicators, right? We're storytellers, we form relationships, we persuade people. And so we don't spend a lot of time numerically instrumenting the success of that persuasion or what have you, even though the reality is that because we do that persuasion and those communication and what have you, across dozens and dozens and dozens and dozens of opportunities and customers and what have you, you can actually use metrics to monitor and then manage and improve that behavior. So it's not really surprising that we have this math phobia. And can you see the same thing in professional athletics as well, even though there's this big analytics revolution that has happened, a lot of the folks... You don't go into being a hockey player, you don't go into being a football player or whatever, in order to spend a lot of time in Excel, right. And the same ministry with those coaches, where do those coaches come from? They don't come from Bane or McKinsey or whatever, they used to be players themselves. They were a defense men or they were a center or what have you. And so I think it's understandable that people don't have... Like that muscle isn't natural, but that doesn't mean that we can't use it and exploit it. And so this is something that a lot of managers are coming to realize, and leaders are like," Oh man, I'm really going to be left behind if I don't use data to better manage and improve my team performance." And then per Darryl's really excellent story earlier, yeah, managers need to spend their time doing that and they need really get on that train. Now the good news, is that there's better tool chain nowadays to make that easier versus walls of charts and Tableau and dashboards or whatever. Like," Oh my God, what's going on here, I have to pick out what's happening?" There's emerging categories of software, we're an example thereof, to kind of help with that. But the same is true with reps as well. And so there's really an opportunity for reps to do a better job, to self- manage and be ahead of their own performance using data.

Darryl Praill: And you made an interesting reference there, the sports analogy.

Peter Kazanjy: Yeah.

Darryl Praill: And I'm just thinking, I'm Canadian, I'm a hockey guy. You said hockey crosstalk. I love hockey, right?

Peter Kazanjy: You must love hockey. crosstalk You got to love... I did that for you.

Darryl Praill: And I was like of all the sports he did it. I was so proud of you.

Peter Kazanjy: Of course.

Darryl Praill: I'm thinking of myself, how often when it's between the breaks and there's sweating perspiring buckets and the ESPN reporter puts their microphone on their face, how often does that hockey player say," Jim, can we just talk about my Corsi percentage for a second?" It never ever happens. All right. No, no. They'll say things-

Peter Kazanjy: It's Corsi and what's the other one? Fen, fen, not fennec. Fennec is a Fox. I forget. There's like-

Darryl Praill: Yes.

Peter Kazanjy: I've learned of a little bit of the fancy stats, I think is what the inaudible called.

Darryl Praill: All the fancy stats, right? inaudible no, no, we're just hustling. We're going fast. We're blocking the shots. We're just trying to keep it simple, praise God and I'll see you next period. That's what they're talking about. Right. But you know what, Corsi's a real stat, and that actually has a direct impact on their success, and they do need to focus on it. But so that hockey player is like a sales rep. So are there certain stats, or are there certain metrics, that you've observed, whether as a sales leader yourself or amongst your platform with all your user community, that reps should be looking at to monitor their own success?

Peter Kazanjy: Yeah. I mean, honestly, they're the same metrics that the manager should be looking at. And depending on how sophisticated you are already, you can either be more sophisticated, or if you're not really there, just start. The most important thing is the just start. And so, if you think about... So if you're an account executive, what's the fundamental unit of selling behavior? It's having a meeting, right? If you're not measuring how many customer facing meetings you're having, even if it's literally just on a whiteboard, even if it's literally just a post- it note on your desk. Or if you want to get even fancier, little fancy stats action, in your own personal Google Sheet to understand how many customer facing meetings am I having per week. Then starting with that. And so then once you start, it's getting an in jacuzzi, you don't cannonball in, you like put your foot in first and go,"Oh, okay." Get used to that and now I'm going to put it in a little bit more. So maybe then the next thing that you start counting is second meetings, right? First total meetings, and then maybe we break them out between first and second meetings. Because now what we can do is we can say," Hey, of my first meetings, how many turn into second meetings?" Because if I'm not getting second meetings off my first meetings, well, I don't know, man, this seems like that might be a problem. Unless you're a one call close, but probably most of the folks that are listening right now, probably not one call closes. Right. So now we've got meetings, and we've got first meetings versus second meetings, right? And so now all of a sudden, we can do the conversion rate between those two. And we can say," Hey, am I doing a good job of getting second meetings?" And if I am, God bless. And if I'm not, uh oh, why is that? Am I not able to set that next meeting after that first one? Am I maybe not doing as good of a job qualitatively in discovery of eliciting pain and demonstrating need to the prospect? And so now all of a sudden, you could have that information, you can measure yourself," Hey, is my meeting counts going down over time?" Uh oh, that seems like a problem. Am I meeting counts going up on a weekly or a monthly basis over time. Well, that seems like a good thing. Am I doing a better job of getting the second meetings? And also, how do I compare with respect to those metrics, as compared to Susie over here? Everybody knows Susie, she's the one who qualifies for president's club in three quarters of the way through the years. How do my metrics compare to hers? So now what we're doing is we're doing a little bit of self- management, right? Not only are we holding ourselves accountable for where we ought to be at, now we're actually using that data to potentially improve our performance by indexing off of somebody else. And the same, of course, is true in SDR land as well. Am I sending enough emails? What's my response rate? Am I engaging new contacts? Are new contacts coming into my pipe? Because you can beat a dead horse inadvisable, right? But if we're just sending lots and lots and lots of emails to the same contacts that maybe we added to our arc cadence or whatever, however long ago, and we're not bringing new blood into our pipe, well, that's kind of problematic. So if you start with a handful of these metrics and you start paying attention to them, ideally your manager is doing this. But as discussed earlier, most managers don't necessarily come from that background, which is why there are helpful things like Atrium to help make that way easier for them. But you can still take the bull by the horns and measure it yourself. The funny thing is a lot of folks, we live in an Apple watch health world, a WHOOP world, a Strava world, a Peloton world, where people have data driven performance experiences in their own kind of personal lives. But oftentimes, it kind of falls off when it goes into their professional life. And there's really just an opportunity to do that, both individually and also a manager, to make everybody better,

Darryl Praill: A couple things that Pete just said that really struck out me. Now it wasn't just what he said, it was how he said it. So he said," All right, so how much time..." A couple things. Effectively, he was saying, how much were you at each stage? How many conversations were you having? And then how many second conversations are you having? What's that conversion from one to the other, right? And he didn't go and beat himself up. Instead he used that as a springboard to be introspective. We talk about being self- aware all the time, right, to say why is that? And I need a comparison so how does that compare to Susie who is president club in August? But we all know Susie and the sales manager have a special thing going on so that doesn't really count. So it's that whole context, how am I doing? But then he went to the next step and he said," Why? Why is that? What do I need to do? Am I not setting enough pressure upfront, enough value, enough pain?" You know what he just described using metrics? He just described, this is the part that blows me away. Most reps, you won't do what Peter just described. You won't do it. Except you do. You get on a call and you do a discovery with a prospect whom you don't know, and you say," What's your pain point?" And they say," Oh, we're losing money," which is a metric. Why are you losing money? Well, it's because of this. Well, why? Well it's because of this. Well, why it's because of this? Oh, so we get down to the root cause, the symptom was you're losing money, and that's also a pain, but the root cause is because of something we didn't even talk about in the first 20 minutes until I finally you got you there. If I can fix that root cause, then you will stop losing money and your business will be better, right? Yeah. Okay. Discovery, you're doing diagnosis, and now you've got a plan of attack. That's what he just told you. The data becomes your springboard to understanding what is affecting your success so that you can then go and determine what the solution is. And sometimes the solution isn't obvious, which is where you do kind of an A/ B test. Right? Well, I'm going to try doing it this way for half of the sample size and doing it that way for the other half of the sample size, because it could be one of two reasons why I'm screwing up and then you get your reason why. It's all data, it's all numbers, and the numbers aren't scary. There's simply symptoms to help you identify how to be a better sales rep. So why are you so math scared? Why are they so math scared, Peter?

Peter Kazanjy: I think it's just a question of familiarity, and that's okay, it's just an education thing. If you think about it, having access to this data hasn't really been available all that terribly long. So having cloud CRMs, like Salesforce or whatever, Salesforce is only like 20 years older or so. And so first you got to have the data available in order to be able to do the analysis, and then you got to be able to do the analysis. So if the data's only kind of been available, and cool sales engagement platforms, like VanillaSoft and others, have only been around for five or 10 years to log that data into places. Well, the data's only been available for a certain amount of time, now people need to get the actual muscles to interpret it. And so this is why it's not surprising that people don't have those muscles necessarily. Now that's not an excuse to put your head in the sand and pretend that it's never going to matter. Right. I mean, I'm sure folks who are listening have probably seen the movie Moneyball with Brad Pitt.

Darryl Praill: Oh I love Moneyball.

Peter Kazanjy: Yeah. And if you haven't, you really should. Because it's just such a great example of dinosaurs with their head in the sand. And of course people use the emerging advantage to be data driven to just like kick ass, beat ass on their competitors. So yeah, just because you're uncomfortable with it right now doesn't mean it's an excuse to not get good at it over time. And this is why there's like a market opportunity for things like Atrium and what have you. So the first thing, is hey look, it's okay to not be great at. But that means we got to start. Right. We got to start at least in some sort of capacity. And you see this a lot in, like use the sports analytics situation, where sports analytics started out was in recruiting. So being then that's the story of Moneyball, is using analytics in order to understand which players that maybe look a little Tubby or maybe over the hill or whatever, like actually look at their stats, their stat's fine. Who cares if his noses is purple, doesn't really matter. His shot percentage is really good. His Corsi is quite high. Right. So let's go grab him. So it started there, and that was an easier use case, but now people do all sorts of insane stuff. They do in game modifications, right? In American baseball, people will do," Oh, here comes this batter up. We're going to shift the infield over here and that's going to going to lower his batting average and raise our out percentage right there." And so the point being that, once you have this data driven muscle, all sorts of rad things manifest as a result. But you got to start. Right. You got to start.

Darryl Praill: So let's talk about that. Because we talked about how I used example of my kids or my employees not chasing us down. They just expected it to happen. And they might have made a passing reference, just like a sales manager might make a passing reference that," Hey, you're not getting a lot of second conversations. You may want to fix that." And so we're telling the audience listening today, that you got to kind of own it. The numbers are your friend, they can help you identify where you're not performing well. However, exactly to Peter's point, you still have to kind of learn it. You guys at Atrium have something that's really cool. And tell me if I get this right, you've got the data driven sales management academy. Now, is that something that the audience could go to, and why would they go there? Would that help them better understand the numbers so they can become more versed? How does it work?

Peter Kazanjy: Oh yeah, totally. I mean, we have a huge resource academy on our website. You just go to atriumhq. com, at the top of the website, it says resources and there's all manner of like master classes and documents and what have you. There's a lot of videos so you don't have to... If greeting PDFs or whatever isn't your cup of tea, there's a bunch of recordings in there as well. And really, it's just there's sales math basics, right, on how to start both for SDRs and also for account executives. This stuff is manager applicable as well. But there's yeah, there's everything on there from bunny hill all the way up to double black diamond stuff.

Darryl Praill: So I'm a bunny hill kind of guy, just so you know I'm not a double black diamond guy. Bunny hill all the way. In fact, this is how bad I'm a bunny hill kind of guy, right. I'm Canadian and I can't ice skate. That's right. I said it publicly.

Peter Kazanjy: Don't they throw you out of the country for that?

Darryl Praill: They pretty much do it. That look you just had in your face where you just did double take, and then you were secretly judging me, that's what I get times 10 up here. All right.

Peter Kazanjy: Oh I can imagine.

Darryl Praill: So a bunny hill... Yeah, it's true. I'm a bunny hill kind of guy. But the reality is everybody's a bunny hill guy, at one point in time. So go to the data driven sales management academy and learn the numbers. Okay. Finally, I want to say one thing here. Okay, guys, we've talked about numbers and it's not unreasonable that you would expect... If you don't know the numbers, we've given you one option to physically teach yourself. That's one option. And why? Because you want to get better. You want to make more money. You want to hit president's club ahead of Susie, and make all the extra money because then your accelerators kick in. That's why you do it. You do it just for the compensation. But it's not unreasonable that you would expect your manager to also be able to coach you on some of these things. And some managers can, but some managers aren't so good at this. So if I'm a sales manager listening to this right now, and I'm feeling a little uncomfortable right now, how do I get good at this, Pete? Is it the exact same way I go to the exact same resource or...

Peter Kazanjy: Yeah.

Darryl Praill: Yes, that's it right there. Okay.

Peter Kazanjy: Yeah.

Darryl Praill: There you go.

Peter Kazanjy: Exactly. I mean, I think that one of the cool thing with Atrium too, is it takes about 90 seconds to set up. So you can just... if you want to look at your own data, either your own team's data, or if you're an individual and you want to look at your own data as a rep, kind of what your various metrics look whether you're an account executive and you want to look at your win rate and your ASP and your meeting counts and things like that. Or of course, more commonly, if you're a manager and you want to see that for the eight reps that report inaudible a use the report to you, or the 10 SDR or eight SDRs that report to you, it takes about 90 seconds to set up Atrium. Just sign in with your Salesforce account.

Darryl Praill: So there you go. If you want to check it out, and this is probably sounding a little bit like we're pitching Atrium, we're actually not. I know it comes cross that way. So here let me clarify. I want you to go and get your numbers,. Full stop. There's lots of tools out there that would do it. Atrium is a good tool. It's not the only tool. You could go-

Peter Kazanjy: You could use a whiteboard.

Darryl Praill: You could use the whiteboard. You could use-

Peter Kazanjy: A Google Sheet to start.

Darryl Praill: Google Sheet, a spreadsheet. There's lots of things you can do. All right.

Peter Kazanjy: Post-it note.

Darryl Praill: The point is just do it. Start the process.

Peter Kazanjy: Yeah, start.

Darryl Praill: Now, the beauty of something like an Atrium though, is that they've done a lot of the hard work for you already. To me, it's a cool tool. I will give a shout out. We are not Atrium customers yet. We have been in discussions for a few months. My good friend, Sean, Sean Cardenas. I hope I say his last name right.

Peter Kazanjy: Yeah. Nailed it.

Darryl Praill: Has been a fricking rockstar, and patient and cool as shit in the whole process. He's just been a good guy. He's trial closed me so many times. I'm so proud of him. So we're looking at it too. And the reason we're looking at it, honestly, is because... I'll just be shooting straight with you, right now, with no offense to my friends at Salesforce. Salesforce is a bitch to get data out of. It really, truly is. So there's a tool like Atrium or others, it's you're saving time. It's prebuilt, away you go, life is good. Check it out. Atiumhq. com is the website. But with that guys, the lesson of the day, it's just know your numbers, right? It's not just, and when you say know your numbers, you're thinking revenue. What's my target I got what's I got to hit? Yeah.

Peter Kazanjy: What are the leading indicators to that?

Darryl Praill: You see. So to know your numbers, you got to know your numbers

Peter Kazanjy: Got to get ahead of it.

Darryl Praill: And that's the whole point, all right? Take control of your own destiny. Follow Peter on LinkedIn. Peter, best way to reach you, my friend? Is it LinkedIn or is it elsewhere?

Peter Kazanjy: Yeah. LinkedIn, Twitter, whatever, just search for Pete Kazanjy. I'm pretty much the only one that will come up so it's pretty easy to find.

Darryl Praill: I would also tell your sales leadership, if they're not part of our Modern Sales Pros, they should be. Because it's phenomenal. So that's something, a little secret-

Peter Kazanjy: Very helpful.

Darryl Praill: You can pass along to your crew there. Every single person I've referred to Modern Sales Pros in my leadership peer community has come back just thanked me profusely for it. They were like," Why haven't I heard of this? And this is the best fricking thing ever." Sp that's it, that's my plug. So yeah, we're going to call it a day. We're going to go back and study some advanced stats and improve our Corsi. Do some cool analytics. And we're going to go on onto Alibaba and look for gold plated at toilet seat. So that's the plan today.

Peter Kazanjy: That's my action item after this is inaudible.

Darryl Praill: That is your action item after that.

Peter Kazanjy: Go find toilet seats.

Darryl Praill: Justin, if you're still running after all of this, God bless you. You're just incredible. My name is Darryl Praill. This my friends, is the INSIDE Inside Sales Show. You take care, we'll talk to you next week. Bye bye.