The Benefits to Asking More Questions

Darryl Praill: (silence) Good afternoon folks. It's another week here on the INSIDE Inside Sales show. I swear I get longer every week with my inside and it gets harder on my voice too. I don't know. Just sharing that with you. I don't know why. I think I have to go and gargle afterward because my voice is killing me. How y'all doing? It's been a good week. It's that time of year, right? The leaves are changing color or depending on where you're at, they're falling off the trees or they have fallen off the trees and we make our weight and do a serious autumn or again, depending on where you're at if you're further north maybe even an early winter. Oh my goodness. So that's what I've been doing the last little bit, speaking of that seasonal change. For those who don't know my wife and I, we raised our kids. They're all grown up now, but we raised our kids camping. Now I want to be fully transparent here. When I talk about camping, I am not talking about getting a backpack, throwing it into a canoe and traversing, the Canadian lakes and outback portaging being across unpassable terrain just to continue the journey so that eight to 12 hours later, you are in some remote far- flung place where civilization has never been. And you are the next meal of the local wildlife. That is not what I'm talking about. I am talking about glamping. Now, if those who don't know what glamping is, glamping is just glamorous camping, which means we have a trailer. Or if you're in the UK, we have a caravan. And that trailer, it's 40 feet long. It's got a microwave; it's got an air conditioner. It's got a big- ass shower. It's got an island; it's got a fireplace. It's got a big- screen TV. This my friends is glamping and it's parked and it's on a beautiful, seasonal lot on the water. We have a boat; we have a dock. It's great. Why am I sharing this with you? Well, I'm sharing this with you because it's that time of year, where you would close the trailer down for the winter. So all the mechanicals don't break if there's water in the plumbing, that it doesn't freeze and blow your plumbing. So that next season you hook up the water, you have water and flooding and that's bad. What's of note is that this year we changed our trailer out. We updated it, we upgraded it. And we now went from a family camper, we had bunk beds and all that wonderful stuff into a couple's trailer with all the amenities I just shared with you and which means it's new. And as much as I've been camping for years, I am not an expert on this camper. Now at the same time, we also upgraded our little boat. We went from a 35- year- old little powerboat to a 20- year- old little powerboat because I'm cheap as hell. And I can't afford new stuff because I'm a lame sales guy. That's who I am a lame sales guy lacking in commissions. I can't afford this big stuff. But I changed the boat, I changed the camper and now I'm at a point of the year where I need to figure out how to winterize them. Because they're brand spanking new to me. I have knowledge, but I don't have this knowledge. I've winterized before, but I've not winterized these units. So what do I do? I go and I talk to the experts. I ask question after question. How is this different from that? My last trailer was 15 plus years old. This is brand new. My last year that didn't have a water filtration system, this one does have a water filtration system. What does that mean from a winterizing point of view? Same for the boat. Yada, yada, yada. I ask a thousand questions. I ask the questions so I have knowledge. And then the beauty of asking those questions is that once I have that knowledge that I can now ask even more informed questions. And then when I have all the data I need, I can then go and procure all the items I need and I can attack it myself and I can winterize it and life is grand. Sounds stupid, right? It's just life. You're asking questions to figure out how to do something. Here's the thing. This is the part I always find interesting. Many people will go out there and instead of doing what I did, they'll pay hundreds, hundreds, and hundreds of dollars to others to winterize their boat or their caravan or their trailer for them. It's a service and those people make good money doing that. So, that's your two choices. You either get the knowledge so how to proceed or you give it away. Now here's the thing, everybody listening to this show right now, you're in the former camp. In fact, people like me as a Chief Revenue Officer, I pay you money, both in base salary and in commissions to do what you're so good at. I'm the one paying you to go and ask questions and seek knowledge and go. And the reward is that you will go and physically use your skills to close deals. And that brings the company money and recurring revenues and life is grand and we grow. And then we give you pay raises. We build the team out. And then before it, we're rivaling Amazon and we're hanging out with William Shatner, so we'd go into Blue Origin into the space. That's the way it all goes. That's the plan. But what I find over and over again, despite that that's your role, I listened to calls. I listened to you. I listen when I speak at live events or on podcasts or webinars over and over again. What I find is that many of you aren't as good at asking questions as you think you are. Or you're not as inclined to ask the questions or you're worried about offending the people to ask the questions. I find that you will ask one person questions and never ask anybody else in the buying committee another question because you don't want to offend your sponsor. I find questions are something that scared the living hell of you. I find you've got the capacity to get the answers that you want as opposed to the answers that you need. How's that? That's what I find. Does any of this ring a bell to you? Are you're feeling a little uncomfortable? And you're like, " Oh, frick, Praill. This question again?" Yes. This question again, questions. So who can I bring in? A fresh voice to help me out and talk about questions? Well, that would be none other than Ian Moyse. If you don't know Ian and is a pretty cool cat, he's the Chief Revenue Officer at OneUp Sales, and you can check them out online at oneupsales. co. uk. Yes. . co. uk. This means he's going to have a far more intelligent, informed, delightful accent than this Canadian hoser has. Ian is a little bit accomplished. All right. Just a few of the awards he's got and I'm not going to list them all, UK Sales Director of the Year from the BESMA Awards. Top 50 keynote speaker multiple times, he's ranked ninth, worldwide, as a top 50 most influential in sales lead management. Number one rated social influencer. The list goes on, this cat knows what he's doing. And so he and I were chatting and I brought this up and he said, " Darryl, let me talk. Let me talk to your audience about questions." So, Ian, you heard me ramble. Welcome to the show, my friend, what's your immediate reaction as you heard my diatribe?

Ian Moyse: Thank you so much, Darryl. And the immediate reaction leads me in nicely because you talk to the real world, right? You put it in context of the real world and you know what? It just made me think of what's going on in the UK right now. You may or may not have heard, but would you believe there's a petrol shortage and-

Darryl Praill: I've heard of that.

Ian Moyse: And people queuing and fighting at petrol stations for a little bit of fuel, but here's the thing, right? And it made me just as you were talking, made me think, " Well, this is a real- life example I've got." Because guess what? We're watching on social media and lots of people are, " Do you know anywhere that's got petrol? I've been to the petrol station and they don't have any." And I ask, " Well, did you ask them when it's coming in?" " No." " Just ask if they've got any petrol." " Okay." Well next one though, guess what? You go one lower than this, what we're talking about, I guess, is, well, even if the answer's yes, " Yeah, yeah. They said it's coming in Tuesday." " Okay. How are you going to know on Tuesday when it's come in? Are you going to sit there all day? How are you going to know? " " Oh, I don't know." Well you didn't ask that question, right? " Oh, well they said I can phone them." " Okay. Did you ask them any chances as a favor, you couldn't phone me, could you?" "You couldn't phone me, George, could you?" Use their name, right. Use your rapport building, " George, I've got a real problem." Because I guess... " Well, everyone's got a problem, but you couldn't do me a favor on Tuesday, could you?" It's a question on question exactly what you were saying on everything. It's, what's the question you didn't ask that someone else did? And in sales, that's critically important. And I use that all the time because the other salespeople who we're sung against, don't. Everyone's got the same ability to ask the question of the customer, but I all the time am asking questions and I know often, either I'll ask the customer, " Did the others ask this?" If you feel you've got the rapport, ask them that. But if not, you can tell, because of the fact... If they say, " Oh, I don't know. I'll have to check the answer for that." What I can tell you what no one else has asked them the question then. This is a fundamental skill that you should be using every day in every way, better than you are today.

Darryl Praill: So what's interesting about the whole question thing, because we've talked about this before on this show, but the root folks, I mean, I continue to see it and that's the part that always amazes me. Is that nothing we talk about in this show is new. You know it, I know it, it is what it is. Oftentimes what we're doing is we're talking about stuff that you go, " Ah, I should know better." " Yeah. I got to do that." " Yeah, you're right. Okay." And then hopefully you go apply it. But questions, they do a couple of things. They get you the information. I love Ian's example about there's a gas shortage and when the hell is it coming in some simple questions too many will be shy to ask those obvious questions and, " Can you do me a favor?" And using rapport, but questions are not just about getting information. Questions can also be used to set traps for the competition. Ian talked about how by asking the right questions, you distinguish yourself from the competition right away. We lost the deal recently and I looked at the deal that we lost, I was getting some feedback on the post- mortem from the prospect. And they were sharing with me some of their takeaways and why they went with the other vendor. And I was looking at all of the takeaways and I was like, " Damn, we didn't even talk about this or talk about this." And they were wrong. They drew, " These three reasons are the reasons we went." And two of those three were completely obnoxiously irrelevant, but of course, they didn't know any better because they weren't informed. And that was why you go through a sales exercise. And it was very clear to me that the other vendor had asked questions in such a way to create fear and uncertainty and doubt in their mind that clearly were beneficial to their solution versus anybody else's solution. And then the prospect reacted to that and said, "Oh, I need to know those answers. And I need to get those answers from the other vendors." And of course, the answers weren't as good because they were trapped. They were intentional traps. Questions are not just about getting information. Of course, you need to qualify and do discovery. So you have contacts, but it's also about setting the playing field, having a strategy. Questions are incredibly powerful. What are the mistakes you see, Ian, on a regular basis that reps make and continue to make? Because how to do discovery or qualification or any kind of questions or drill down is something we're taught from the very, very beginning. Yet here we are talking about it.

Ian Moyse: Yeah. We are and kids are the best at it. Right? I've got two younger kids. And they'll ask a question, they'll ask a question again. They'll ask it a different way. And we educate them not to do that. " Don't keep asking the same question." We educate it out of people and then in sales, we tell them, " Well, you should be inquisitive and ask again." And the habitual behavior we have as kids has gone. I'll give an example, a real example as you were talking there. So we just had one where we are engaging with a prospect and so as a competitor. And the prospect, as many do, provided a list of questions, " Come and see us come and talk to us. But here's a list of questions we'd like to answer. And here's things we'd like you to show us and talk about." So there's the agenda. So I went through it with one of my sales team and said, " Right, do we understand it? Let me ask you questions as the salesperson about these questions. Well, what does that mean?" It says that, we can assume what it means. " Well, I think it means it's so, but do we know? And that thing they're asking there, why are they asking for that?" Is it what we think is it... Or is the... ?" So we went through and did red, amber, green, right? Some of them were absolutely slammed up. We know exactly what they're asking. It'd be stupid to ask, " What do you mean by that?" But that some of them were, " I don't know." So we went through, I said, "Look, phone them. This isn't a closed bid. You can talk to them, right? Yeah. Go and talk to them and say, 'Look, we're coming in. We want to do the best job we can for you. And we don't want to make assumptions about this. Can I ask some questions about the questions?'" " Yeah." And they did it. And we got loads of extra information about it. And it was obvious through the conversation that he had with the individual, at the prospective customer that the other provider had not asked anything. Well, I know what's going to happen. The other providers go, " We've got this list." They'll prep for it maybe, maybe do a good job of that, but they'll turn up and they'll do it on the spot. Right? Well, no. Why couldn't you ask more questions? They haven't said we couldn't. And the added bit of doing that is we have just demonstrated extra care and professionalism for doing the best job we can for them prior to even meeting them. Right? Because there'll be other questions when we meet them. So I don't want to hit them with 400 questions when we meet them. If we can do a load beforehand and split it up a bit also when we meet them, we're meeting more people. So we're going to look more informed than other provider in front of them from the outset, during the initial engagement, before we even ask any more smart questions. So we already were using questions to build rapport, credibility, and trust in that individual prospect as part of the process. So it isn't just the question you're asking, it's the fact you are asking a question, that you care enough. If I'm the prospect are you not thinking, " Well, why hasn't the other vendor asked that? Why haven't they asked that?" That's a good point actually, because what we wrote... How many people write things down and think, "I know what I mean." And then it doesn't translate, right? Because of what you're talking about. I know what I meant it to convey, but I didn't realize it didn't convey. Why have the others not asked us? That's interesting. Now when the other's going to come in and then ask on the spot, not prepared and can't adjust to it or show something relevant on the spot, because they've only just found out or they're not going to ask a tool and make an assumption. It shows something wrong. And that's the basics. I say this all the time. And I say to my salespeople, " Guys, just by the questions you ask and the behaviors you show you differentiate yourself before you even start selling or doing a good demo or doing a good presentation." Right. I remember saying, Darryl, let me give you a prime and I always remember this, I remember about four, well, crikey, five, six, maybe seven or eight years ago, crikey, that's gone quick. A prospect was engaging with me where I was at the time and coming to meet with us and looking at three other vendors who were far bigger than us, blah, blah, blah. Right. They were huge names we weren't. And came in and I said, look at the beginning. I said, "Here's the first question. Are you comfortable that we challenge you today to ask lots of questions?" Well, he's going to say no. Well, yeah, yeah. " Because the reason I want to do that, let me explain the reason is to understand if we're the right fit for you and to demonstrate the appropriate value, that would be relevant to your project and not generic type stuff. But I need to ask questions to get to that. Is that, are you comfortable with that?" " Yeah, yeah, yeah." "And I'm not going to jump into showing you stuff. It's important we do that first. Yeah?" " Yeah." We spent two hour meeting, but we didn't show a presentation. We didn't show a demo. And at the end of it, the individual, and if they listen to this they know who they are, because we stayed in touch over the years, turned to us and said, " Do you know what guys? I feel fatigued. I feel... Crikey you've really put me through it here, but you've asked a load of questions that I don't know the answers to that have really made me think about our project, how we do things. And thank you. You've tired me out, but thank you. And you know what, it's interesting because I've sat with three other providers and as fast as they could, they asked a few questions and I got straight to, 'Look at what we've got.'" Right? So we have more rapport with that individual because of what we did. And because we asked questions and because we asked questions about the answers and truly show, he said, " You're interested, but you've challenged me with things no one else asked me." How much more credibility do we have? We won that deal by the way. No, I'm not going to say just because of that. But boy, did it start off the scene that we're different, and here's another factor; do you not think that I had more information about the true agenda? And of course, we had another conversation when he went and got the answers to the questions he didn't know the answers to. If I'm more informed to your point where you started, if I know 50 things about this project and another salesperson knows 10, maybe I qualify out, but who do you think has got the best chance of making the right sales decisions? Of choosing whether to continue to play or qualify out. And who's most likely to win it if I stay in the game? Because I know a lot more than you do.

Darryl Praill: I want to drill down a little bit on what you're saying, but I also want to just stop and pause for a moment because Ian's been hammering home over and over again. You've heard him talking about building rapport, credibility, and trust. That's the power questions. I mean, above and beyond getting the answers to the questions are asking, so you have a better understanding of what they want so that you can better demo or convey that you're the right solution. Building rapport, credibility, and trust, folks you may not understand this I'm going to try to put this to you as black and white as I can. When I, as a buyer, am given a budget, 100,000; 500, 000; millions, I am entrusted with it. And if I make a poor decision, I get leadership or more board members, et cetera, coming back to me and challenging me and saying, " Why did you do that? Why did you spend that money? We've not gotten the ROI. That was a lot of money. And it's been X months. We've not gotten the ROI. What are you going to do about that?" And in this day and age where it's... I'm talking about the great resignation that's going on. Everybody's leaving bad employers. Well, similarly, it's the great firing where employers are firing bad employees. The average tenure for someone in my role, for example, is 18 months. So I don't want bad visibility upon me. In fact, I want quite the opposite. It's fricking scary folks. It's the best way to think about it. As a buyer, I am scared shitless to make the wrong decision. You may see my bravado and my confidence and what I projected and my leadership, but inside I'm just like you and I don't want to screw up and be called out. So the more I trust you, the more I believe that you have my best interests at heart. The more I see you asking me probing questions, the better I feel that you're going to be there for me when the times get tough. And every project has times that get tough, right? That's the power of questions. See, he talked about credibility, which is true, but more it's about rapport and trust. So that I believe that you're the right vendor, it's not just what I see on a screen. It's that I believe emotionally in my soul, that you're the right vendor; I trust you. And if it's a tight, tight race feature for functioning and you and the competition are almost equal. That's massive, you want that. That's the deciding factor. Now that's the one thing I'm just being very transparent, folks. You have to understand that buyers are scared and they're looking for you to make them feel better about their conscious choices and decisions. You have that control. Now, Ian, you made a comment you said, " Can I call you to ask you questions about your questions?" And they said, " Yes." I want to stop there for a second. One of the biggest mistakes I see is people skip over the questioning part or they just skim it. Because they're in such a hurry to get to the demo and show you the features and functions. One of the changes we implemented here, a VanillaSoft, and some of my reps still struggle with this. They still want to shortcut it. I understand why, is they want to do discovery or questions and demo all within the same timeframe. And I'm like, " No, the sales process is you set an appointment. You ask the questions; you drill down on asking questions of the questions. Exactly as you're saying, you get all the answers. If you need to go, we run at a time. You send a recap email, and the next steps are to continue it. And then you set the appointment for the demo." That's the first part, separating the demo from the discovery; not combining it. The second part is making sure you're asking all the questions of all the stakeholders. And I find again, over and over again, reps simply want to ask questions of the person who likes them, their sponsor. And they don't want to go anywhere else and get a different point of view. Because A, what if that upsets the sponsor, and B, what if they ask questions that I don't have answers to? I'd rather not know that and let my sponsor deal with it. So I'm just going to go with my internal sponsor and that's it. So two parts for you, Ian, separating the questioning from the demoing and expanding the questioning to go to more than just our sponsor.

Ian Moyse: And Darryl, let me add to that. I totally agree. Let me add stuff. There's nothing wrong with going back to someone when you realize there was a question you should've asked. I talk to my reps all the time, talk to the sales reps and we'll look at something. They'll go, " Oh, I had this great demo." And I go, " Okay, why?" And we'll talk about it. And I'll say, " Well, okay." They'll tell me something they're excited about, " Oh they said this or whatever." I said, " I want to ask them a question." So do you know? And they go, " Well, I think." All right, I want to ask you, " Well, do you know?" " No." " Well, okay. That's something you can go back to them on then." " What do you mean?" " Well, we can go and ask them a question." It's not a closed... You've got to ask everything on this call, and then you can't talk to us again, go back to them, here you go, let's go through it all. Okay. We've got three questions there that are meaningful things. Phone them back and say, " Look, I've reviewed the notes from what we went through with another salesperson or my leader." Whatever it shows you care, right? You've spent time thinking about them. " We've gone through it. And there was three questions that came up that I should have asked you. So I apologize. I haven't done the best job I could've done, but can I ask you those questions now?" Which customer is going to go? "Nope. No. You had your chance. You should have asked then." If you've built some rapport, you've got another chance to speak to them for a legitimate reason of adding value and validating, et cetera. We all lose deals, unfortunately, how many people call the customer when you've lost it? And I'll do it, as a sales leader, I'll say, " Can I chat? I want to understand. I'm not going to try and convince you of anything. You've made your decision, but we did invest time in the sale. And hopefully, you respect what we did. We did a good job, didn't we?" "Yeah, yeah, yeah. You did." " But can I have a short conversation?" That's important, it's a conversation, " To understand and get value from you in return for that. What we could have done differently as a learning exercise. So you can help me back. Give me some value back." And the number of times I've had major corporations have senior people give me an hour of their time. I remember one big major brand I had two people because it'd been a big bid, a lot of effort. They respected that. I highlighted that, and they gave me an hour explaining what we did, what the others did so that we could learn from it. So there's where I'm from, I'm not going to get the deal, but crikey, I want to get something out of this. You need to think about it all the time. And let me tell you, Darryl, why I think this happens or a contributing factor. There are so many sales methodologies I'm not knocking any of them. BANT, SCOTSMAN, SPIN, TAS we can keep going Challenger sale, et cetera. And I think too many people are being trained or themselves taking it too literally. So look at BANT as an easy example. Budget, Authority, Need, Timescale. Well, there's four things I need to find out therefore I'm going to ask questions. So you said earlier your budget, I immediately my brain when you said your budget there, Darryl, what's interesting was my brain was going, why is that hundred grand, the budget? Why? Why have you got a hundred grand budget? Where's that number come from? There's a reason. It's a hundred. Why? Most people don't ask that they go, " I've got the budget." Tick, tick. " I've got the budget." Right now, how'd you make the decision? I'm stuck on the budget. Why is it a hundred? Whoa, because that's what we spent on the last solution or whatever. Great. And, Darryl, if the value is there and it's the right thing to fix this problem, give this benefit to your business, et cetera, nice work, whatever, does that mean you wouldn't buy it if it was over a hundred? Is there a way of finding an extra budget? " Well, yeah, sometimes we spend extra budget. Depends." " Okay. And you've done that before. How does that look like? What happens if you find this is the absolute thing that we need, but it's over budget? How does that process look?" I'm still on budget. I'm still asking questions that are relevant. Because if I don't know those things, how many salespeople who hear hundred grand, hear, but get the basics. And now they're selling to that. Well, our project's 130, I'm going to need to discount it or cut corners or take things out, right? Now you're selling a different package or you're having an internal battle that you might not need to have, but you don't know because you didn't ask the questions that my sales rep would've asked. And it's just questions.

Darryl Praill: My mind is racing. A couple of things. One of the things we talk about all the time folks, and it's a hard one, and it's a bit of a nebulous statement. If you want to avoid the whole negotiation conundrum at the end then the importance is that you establish value upfront. So you got to establish value. That's what we always say. Well, how the hell do you establish value? What the hell does that mean? Right. For some people, they have a natural knack at it. And for others, they struggle; most struggle with it. The irony is asking those questions helps you establish your value. And doesn't have, I want to make sure I really hammer this home, those questions don't always need to be related to your software or your service specifically. So, Ian, right there, were saying, " Well, why is that 100, 000? Why is it 100, 000?" That has nothing to do with the product or the service that you're offering. It's just an arbitrary number they've established. And what you can start to realize is, " Well, it's 100, 000, that is the inset because that's what we spent before." Or it's because, " Well, there's no way I can spend 200,000 for it because it's not, that would change the optics as perceived. And we don't view it that significantly." Oh, so you've got some preconceived notions of what this will and won't do for you. What are those notions? Who holds those notions is, do you hold that? Et cetera, again, nothing to do with what you're selling, it's helping you understand helping you establish value. Similarly, super questions, we brought this up before, " When you've made a purchase like this before in the past, how has that process gone down?" Right? " Who's involved. What are the sign- offs? What kind of roadblocks did you have? What people got their nose put out of joint that they weren't consulted. What were the big objections that came out or requirements that came out that you hadn't initially anticipated when you were making that investment?" And they start to realize, " Oh, there's the IT guy. And there's the legal guys. And there's the beam counters. And then there's the security guy. And there's the chief people officer." And the list goes on and they all have different points of view. Okay. So understanding that and understand that you're the one spearheading this, and I want to respect your role, but we want to avoid that dilemma that you had last time. What's the best way to get those people involved early on so together we overcome that so it doesn't happen again? Which obviously would increase your chances of getting this through and give you more sleep and less drinking. All right. And minimize the risk because you have consensus, which I'm assuming you do want to minimize the risk and exposure you have. It's great to be a leader, but it's also vulnerable to be a leader, right? Again, nothing to do with your product or your service, but you're sniffing out. You're establishing value, setting your own reputation. I love the fact that you talked about asking questions after you lose. How many people here do that every single time? Let me ask you this, to yourself put your hand up if you think you go back and say, " Why did I lose one in every five deals or fewer?" One or every 10 deals? Never? Do you think you could be better if you knew why you lost? Why do pro athletes have video coaches? So they can ask their coach what's wrong? Why didn't I perform better? What's wrong with my technique? What am I doing wrong here? The list goes on. Questions are so crazy. What I loved about this session today, folks is that not once has Ian and I given you a format on how to ask questions, a framework we've done other shows on that. Today's just been about asking questions. I love it. Ian, you're with OneUp Sales, now I don't always ask my guests to do this, but I love what you guys do just for the sake of today's show, and my audience can you tell us what OneUp Sales does?

Ian Moyse: Sure. Thank you for that opportunity. I won't make it a sales pitch. I should ask questions. Right? So, yeah, we need simple terms. We suck data out of a customer's existing systems, CRM phone system type stuff, and we represent it and give salespeople insightful views and data ratios and gamify it. We let you run competitions from that data to drive productivity, motivation, and behaviors and focus people on the right stuff. So we show you insights of what good looks like, what are the good metrics other salespeople are doing in your organization. So you can look at it and ask questions, which provokes conversation of, " How are you getting that conversion rate between there and there." So we show you the wood for the trees. Often this stuff, you've got the data already, but we present it in a much more digestible fashion that you can look at it quickly, gain insight as a salesperson. And you can also have nice lead tables and competitions and things going off, but it's all automated, so it fits. I've never had anything in this, when I came across this, it was like, " Well, I've worked in sales a long time running sales teams. And boy, do I know where this fits." And I've just been with clients, prospects today, people are biting their hands off. Because it just needs us to get in front of them. And they realize this is a missing part of a jigsaw. We don't do everything, but what we do, we do well and it drives greater productivity and greater sales results.

Darryl Praill: Well, I liked about the product, I was looking at your demos and whatnot on your website, at oneupsales.co. uk. and so a couple of things, folks, clearly you as a sales rep, as well as the sales leaders in your organization want the analytics, that's the gold. What am I doing right? What am I doing wrong? What do I need to do better? But what I liked about it was, in your video that you have on your homepage, it's a three- minute video and overview. You made a great point, which I loved. Because if I have the analysis, then I know where I'm weak. Therefore, if I'm weak here, I can run some competitions or some leagues or some leader boards to go and try to change that behavior. And you make a comment in that video where you said the problem with some of those competitions, the gamification aspect, is that the same people win over and over again, it doesn't actually cause a change in behavior in the rest of the sales team. And then you go on and show how you can use the tool to impact those people who may have different drivers affecting their behavior. That just resonated with me something fierce. So imagine using a tool like that, combining it with the questions, how many questions are asked at any one time, right? That sounds stupid, anyone discovery session, et cetera. That could be a really interesting gamification campaign, et cetera. Who asks the most questions gets the biggest spiff this week, this month, whatever I could go on, I don't know if it's possible, but I love the idea. So that's that. So that's Ian Moyse, Ian is on LinkedIn and it's just like you might expect it's linkedin. com/ in/ianmoyse I- A- N M- O- Y- S- E. Ian, thank you for your time today my friend. It's so rare that I get to hang out with another Chief Revenue Officer. So this is kind of therapeutic my friend. That's awesome.

Ian Moyse: Thank you. That was good fun, thank you.

Darryl Praill: You're welcome without we're out of time folks, as you might imagine, the good news is my trailer is winterized. The boat is not, and I'm off to do that this week. So wish me luck. I've asked lots of questions. I may ask a few more. If you're a winterizing expert, give me a shout. In the meantime, that's it. We're done. We're out of here. We shall see you next week right here on the INSIDE Inside Sales show.