How to Know if Your Deal is Going South Sooner than Later | Andee Harris - 2036

Sometimes the best way to close more deals isn't by adding new people to your pipeline (though that's always a good thing.) Instead, the best thing is to address the issues that make a deal fail before they fail. In today's episode of The Sales Evangelist, I joined the CEO of Challenger, Andee Harris, to get her take on failed deals and how to address those issues directly with our prospects. Challenger is a sales training company: The Challenger Sale https://www.amazon.com/Challenger-Sale-Control-Customer-Conversation/dp/0670922854/ by Matthew Dixon and Brent Adamson explains many of the principles Challenger uses in their training. Early sellers might be timid, which usually leads to a failure to recognize when a deal isn't moving in the right direction. In Andee's experience, continuous feedback is a great way to course-correct throughout the sales process to tailor the experience and selling strategy to the specific prospect. Passive selling isn't the best form of selling for either party. Taking control of the purchase and helping the buyer buy the product is your job. Three ways to notify deals before they go south: Integrate an avenue for continuous feedback. If a buyer likes you as a sales rep, they'll want to share methods to improve their experience. Realize that one size doesn't fit all. What works for one client might not work for another. Constantly be learning. Be curious, and look to understand and be self-aware of your strengths and weaknesses. Andee's final takeaway? Understand that we're in a complex selling environment. Multiple factors influence the selling process, but it isn't impossible to create wins and do phenomenally well. To get in touch with Andee, visit challengerinc.com https://www.challengerinc.com/our-story/ or connect with Andee on LinkedIn https://www.linkedin.com/in/andeeharris/. Sponsorship Offers This episode is brought to you in part by Hubspot. With HubSpot sales hubs, your data tools and teams join a single platform to close deals and turn prospects into pipelines. Try it for yourself at hubspot.com/sales https://www.hubspot.com/products/sales. This episode is brought to you in part by LinkedIn. Are you tired of prospective clients not responding to your emails? Sign up for a free 60-day trial of LinkedIn Sales Navigator at linkedin.com/tse https://business.linkedin.com/sales-solutions/cx/20/09/sales-navigator-podcast?src=re-pod&trk=tse&veh=tse&mcid=6897323946090332160. This episode is brought to you in part by the TSE Sales Foundation. Improve your connection on LinkedIn and land three or five appointments with our LinkedIn prospecting course. Go to the salesevangelist.com/linkedin https://tsesales.typeform.com/to/UCMfjZbX. Credits As one of our podcast listeners, we value your opinion and always want to improve the quality of our show. Complete our two-minute survey here: thesalesevangelist.com/survey http://thesalesevangelist.com/survey. https://tsesales.typeform.com/to/lc5yAa8P We’d love for you to join us for our next episodes by tuning in on Apple Podcast https://podcasts.apple.com/us/podcast/the-sales-evangelist/id788738885, Google Podcast https://podcasts.google.com/feed/aHR0cDovL3RoZXNhbGVzZXZhbmdlbGlzdC5saWJzeW4uY29tL3Jzcw?sa=X&ved=2ahUKEwj5kaXI3Pj2AhVKcjABHW5PDVwQ9sEGegQIARAC, Stitcher https://www.stitcher.com/show/the-sales-evangelist-sales-trainingspeakingbusiness-marketingdonald, or Spotify https://open.spotify.com/show/1NjzsFjQwVrgboUfDvbzd5?si=LdQOJDc1T-WBPMxr1h3RsA. Audio provided by Free SFX, https://freesfx.co.uk/ Soundstripe https://soundstripe.com/, and Bensound http://www.bensound.com/. Other songs used in the episodes are as follows: The Organ Grinder written by Bradley Jay Hill, performed by Bright Seed, and produced by Brightseed and Hill.

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• 1:53Speaker 00

  You've been working on this deal for months. You feel that this is going to close. However, some spidey sense, some kind of feeling help you to realize that maybe things aren't going so right. You start ignoring them, but perhaps it will work out. How do you really know if a deal is going south or not? And how can you know sooner than later? My guest today, Andy Harris, is going to tell us exactly what you should be watching and some of the telltale signs. Check it out.

• 2:29Speaker 00

  Hey, hey, hey, everyone. Welcome to another great episode of the Sales Evangelist Podcast. I'm your host, Donald C. Kelly, the Sales Evangelist. And I'm so excited for another great episode. I'm so excited to be here with you today. And on this episode, I have the one and only Miss Andy Harris. Andy is coming back on this podcast while I'm bringing this episode back from the archives. It's one of our reruns, but I'm telling you, man, this one was really good back then. And I know the topic and the subject, and it's really good right now, and you're going to love Andy. If this is your first time listening to our podcast, go ahead and subscribe and I'll make sure you get a, I'll get you notification every time we drop a new piece of content. Connect with me on LinkedIn, not just follow, connect with me, send me a message or, you know, connect with us, subscribe on whatever podcast app you're listening to or on YouTube.

• 3:12Speaker 00

  If I see you on LinkedIn, you saw your message, I'm gonna give you a shout out personally. I appreciate you and I would just want to tell you thank you. Now, if you have been listening for a while, take this episode and share it with one other team member who need to hear it. I'm going to go ahead and dive in and you're going to hear why I'm so passionate about this episode and why I'm so passionate for our good friend, Miss Andy, and why I thought to bring this one back. Check it out.

• 3:38Speaker 00

  Andy, welcome to the show.

• 3:40Speaker 01

  Thank you. Thanks for having me.

• 3:42Speaker 00

  Of course, I'm excited to pick your brain today and to be able to learn from you. And I was literally like this fan child like bragging in the teaser about you all and the great stuff that you do. So I am really, really, really, really excited. Did I share that already?

• 3:56Speaker 01

  Hey, well, I'll take it all day long. You know, I'll just keep it coming, keep it coming. I have never too much praise, right?

• 4:02Speaker 00

  Keep it coming, Donald. Come on.

• 4:04Speaker 01

  I have teenage children, so any praise I get from anybody else is going to be better than I get at home, so.

• 4:09Speaker 00

  Well, before we dive into all the fun stuff, talk to us a little bit more about your, your role and what you do with the organization.

• 4:15Speaker 01

  Yeah, yeah. So I work for Challenger. For those that are not familiar, Challenger is a sales tech enablement training company. We are headquartered in Arlington, Virginia, but have offices around the globe, also in the UK, serving our media population. We are based on the research of the bestselling book, The Challenger Sale, which was, came out in 2010. So, you know, it's funny because it was actually released during the recession, during some crazy uncertain times. And look where we are now.

• 4:45Speaker 00

  On the brink of another one.

• 4:49Speaker 01

  Well, all indicators seem to be pointing that way, right?

• 4:52Speaker 00

  Yeah. You know, the fascinating, like it was like the perfect timing. And I think one of the fascinating thing with it is like, let's go back to the pandemic. When I, I found that when there's, people are always in lieu or always looking for great sales reps. Like if you can sell, you're going to always have a gig. And I think that's where the, you know, the pros got separated from the, you know, wannabes. And I think with the concept like The Challenger, it kind of fall into that pro category. And I hope I'm not making it sound like trite, but I just felt like

• 5:22Speaker 01

  Yeah, that's true.

• 5:23Speaker 00

  Great sellers, they know how to find and create opportunities in challenging situations. Because go back to the same idea with The Challenger, like they find it's, it's that consultant type or you're helping to identify problems or you're not just like an order taker, just like, oh, you're not interested. Okay, let's call me when you are, you know, prices are going up, it's expensive. Yeah, okay, just call me when you're ready. Like that's, I don't believe that's a seller. You're not bringing advantage. So it makes sense why The Challenger coming out at that time was so much more, you know, helped so much sell, so many sellers, including myself, and why it may be in more of a demand right now as well. Thoughts, feelings on that?

• 6:00Speaker 01

  Yeah, I mean, absolutely. I think, you know, people often are, think they're good sellers or unaware or, you know, often blame other reasons for why they're not successful. And most of it has to do with just miscommunication, not tailoring the, to the, you know, customer, or just not understanding even why they lost the sale in the first place. And so I think that whenever the economy gets tight or, you know, you feel uncertainty, like what's going on with remote selling, often, you know, what rises to the top are the people who really truly knew how to make a difference in how they sell, which we call challengers. But, you know, I think the, the way to illustrate this, the, you know, from the easiest approach is that most people think that the relationship seller, if you ask people like, who's your top selling, you know, profile? Who's someone that would sell really well?

• 6:43Speaker 01

  And people are like, oh, the relationships seller, they build these unbelievable relationships. They're constantly with the client, taking them to lunch, you know, pre-COVID, I guess, golfing, you know, doing whatever. And you actually find that the, especially in uncertain times, the relationship seller is actually the least productive seller. And so that's, you know, a fairly interesting data point, you know, when you start to think about who is successful in these types of environments.

• 7:06Speaker 00

  Yeah. And, oh man, you've, listen, y'all, if y'all haven't read this book, y'all need to go check out that book. We have it in the show notes. I didn't mean to do a shameless plug there, but I love it. So I only recommend stuff that I like.

• 7:19Speaker 00

  But with that though, The Challenger does bring, does tie very closely with this, perfect with this topic. And it's this idea of like, how do I, how do I know if my deal is going south sooner than later? And I can tell you that I've had those situations when I was one of those timid little order takers, didn't want to offend people, like, and I'm not saying you go and offend people. That's not the notion, but it's like, you know, I was so afraid of that, Andy, that I didn't, I didn't know things were going bad until it was way past the bad red flag signals. And things were going there. Talk to me about that. How do you see this with the, you know, sellers that you all work with or, you know, teams that you assist? Like, talk to me about what are this problem? Or is it, am I making it out to be a big of a problem that it not, that it's not?

• 8:04Speaker 01

  No, I mean, inherently people are nice people, right? So when you're a seller, you typically have built some sort of relationship with that client. We use the example of, you know, you're eating at a restaurant and the food's like, you know, it's okay. It's mediocre or whatever. The waitress comes over and is like, hey, how is everything? How's the food? And you're like, oh yeah, it's, it's good. It's great. You know, it's fine. You know, you kind of just like, because you're not, you know, most people aren't super confrontational, right? So then all of a sudden, you're like, you know, the waitress walks back and it's like, oh, they're having a great experience. Tells the chef, oh yeah, the food's good. You know, everything's fine. And then you never go back to that restaurant again. And so I think it's similar in, in selling, you know, most sellers can build that relationship and build some sort of like, hey, the food's okay. It's not until we start to use, which is, you know, I'm not trying to plug our new product, but it's called Loop, our new product.

• 8:49Speaker 01

  And the idea is that you're getting continuous feedback. So you know, in the sales process, when things are potentially, you know, turning, you know, the wrong way, you know, where they're, it's nice, but it's not great. And they can give that feedback continuously throughout the sales process. So you don't wind up at the end of the deal that people are like, yeah, I'm never going back to that restaurant again. And in fact, you've actually won the deal because you are getting that feedback. And the other piece of Challenger from the book is just really this idea of, you know, we caught, talk about teach, tailor and take control. And I think that the take control part, you know, confuses people because they're like, well, to your point, like, you don't want to be like bossy or, you know, really, you know, trying, you know, you want to be like a good sales rep. And you think a good sales rep is being really nice and non-confrontational.

• 9:34Speaker 01

  But actually like taking control of the sales process and really helping the buyer buy is something that, you know, we teach at Challenger that's really important. And that's something that, you know, we, we emphasize quite a bit.

• 9:45Speaker 00

  Yeah. And I think it's that, that, I mean, that loop concept is great. Now we'll have, probably maybe have you share a little bit more about that as we continue to go through that conversation. But you know, you're, you're a hundred percent right. Like I think it's just, when I first read The Challenger, it gave me this felt, I felt it gave me the authority to say, I don't have to be a, like, it gave me permission to not be just subservient, if that makes sense. Like it didn't just, I could still make sales and obviously the best sellers on my team. When I did look back on it, and one of the things that got me excited was when I looked back on the, you know, after reading it and I saw the salespeople on my team, the ones that were doing well, I'm like, that's what they were. But they weren't like, you know, rude or anything like that. They're just, they knew more, they had better ideas, they knew the problems and they knew how to point out those problems.

• 10:30Speaker 00

  And that led to them being more respected or, you know, being, they, people wanted to meet with them because they know it wasn't going to just be like a, let me just get your order and then set up a demo. It was, you know, I like your idea here, but if you consider this, yeah, a little bit more.

• 10:45Speaker 01

  Yeah, they're often not the most popular person on the team, but they are the person that is usually quite successful. And part of it is that they recognize that, you know, they have a limited amount of time and they really need to create something valuable for that client. You know, we always talk about, you know, the, the sales deck, right? And the first six pages are things that people can find on the internet. It's table stakes. So it's like, if you start your sales deck even with, hey, here's where we're located. Here's how many customers we have here, you know, a bunch of information that I can easily find on a website. That's not interesting to me and I'm already, you've already lost me, especially on a Zoom meeting, when people are going from Zoom meeting to Zoom meeting, like it has to be really something that's insightful and interesting to them and shows you, shows them that you actually understand their business and like what they're going through.

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• 12:35Speaker 00

  So considering this idea of how do I make sure I can notify, know my deals before they go south, or maybe are there any ideas, maybe three ideas that we can point to that I can be aware of that can help me in that process?

• 12:47Speaker 01

  Yeah, so I mean, one of the things that we are measuring now with our loop product is this idea of continuous feedback. And my background, I actually came from a culture company, a company called High Ground, that we measured employee engagement, and we use feedback and recognition as part of that. So really, understanding that people actually want to give coaching and feedback, and especially if they do like you as a sales representative, they are going to want to share. So our idea is really that people throughout the sales experience, you know, we're not bombarding them, but if you imagine like the constant email that we all send to salespeople, like, hey, can you touch base, you know, what's going on with the deal? You know, you start to get, you start to panic, right? You start to send all those emails, like, and then as, you know, the prospect is usually like, okay, I'm gonna just ghost this person.

• 13:30Speaker 01

  Rather than doing that, you know, you could say some, you know, we give you, it's a one to three minute survey, and it's essentially like, hey, you know, what's going well on this deal, you know, what are you excited about? And it really gives you this perspective of what's where the deal's going for, you know, for you. And so you have an idea when the deal is going south before you actually get to that stage where it's closed, lost, right? And there's nothing worse than something closing, and you don't even understand why. And then you put the, you know, the typical reason, which is like, oh, we don't have that feature or functionality, or, you know, some other reason that us as sellers make up when we lose a deal. And the other piece of it, too, is that, you know, we know that 38% of deals end in no decision. So really, understanding like, what could you do earlier on in the deal to help them

• 14:13Speaker 01

  actually get to a point where they make a decision versus ending up in no decision?

• 14:17Speaker 00

  38% dang, I didn't know it was that high.

• 14:19Speaker 01

  Yeah, especially right now, yeah.

• 14:21Speaker 00

  Sheesh. Yeah, and I think, you know, yeah, we could go on, that's another episode, so we'll get Andy back for the second one, for another episode. Let's go to point number two, what else could I do, or could our organization do? So you talk about this idea of the continuous feedback or a continuous loop, or getting that information back from our clients. And what else could I do to ensure that I'm not, you know, standing in the dust when this this deal does go south?

• 14:44Speaker 01

  Yeah, I mean, some of it is just, you know, realizing that one size doesn't fit all from a, a sales perspective. I think people often see a pattern, or they're like, oh, yeah, I've done this before with this client, and this worked. I think really, understanding your client and what their needs are, who their stakeholders are, we talk a lot in the book about mobilizers, on making sure that you know who you're truly selling to, and who are the people that are going to evangelize your product across the organization is an area as well. So, you know, even, you know, when we do survey people, making sure that we're actually surveying the right people, sometimes we get feedback, we use it ourselves, that we get feedback, oh, actually, I'm not the decision maker. And then we're like, okay, sales rep, we have, you know, we have this person you think is the decision maker, who actually just told us that they're not the decision maker. So, you know, even things like that, just really making sure you're very clear is to,

• 15:29Speaker 01

  you know, what is actually happening in the organization, making sure you're current on the news. For example, we have a client that just got, you know, a billion dollar valuation, like, we need to know these things, you know? So, so really making sure that you're aware of what's going on in their world, not just from a, you know, their role or their job or your deal, but just, you know, at that macro and micro levels as well.

• 15:50Speaker 00

  Yeah, and I think it's, you're, the more you're a part of it, well, let's back up here, you know, sometimes I feel that as sellers, we, and I'm speaking for myself, I've made the mistake before where I have several opportunities, or, you know, you probably have like, you know, 10 good opportunities are progressing really well, and you tend to want to focus your time, I just don't focus my time properly on those ones, because I'm just like, you know, I'm just, they're progressing well, everything it looks like it's going well, so I'm just gonna quickly just go from here to here. But I love that the idea of gain more, it's kind of like be more in the detail of that business, you know what I mean? Or of that, of that opportunity, the more, the more I can be in the detail, the better off I'm going to be, the more understanding I have. And, and one of the metrics that my team made, one of my clients used that we use on our team now, is, you know, did we get the phone, their cell phone number?

• 16:35Speaker 01

  Yeah.

• 16:36Speaker 00

  Because, because once you get to that point where we can have, we can say we're at the text messaging level, or in a part of that conversation, I feel that we get, we get a richer discussion, or we get richer opportunities, or, you know, things are able to be revealed. And another strategy that someone shared was like, the, after the call, you know, like, you know, when you get done on a date back in high school or college, you would have the pillow talk, like, hey, talk to your friends or whatever. And I think in the same idea, when you get, if you can get done with that demo and get some of those key stakeholders to like, you know, do after the call conversation, that's where the money, and a lot of times is at, because you might say, yeah, you know, this is what I feel that Donald needs to get, you know, from what he shared today, here's your, here's a strategy, if you can get there with that prospect or with your champ, that makes it such a, you know, much better.

• 17:20Speaker 00

  So I feel like a lot of these things is like, you know, getting in a detail. And I was, again, this is the same idea, this idea of timid, like, can I really do that? Can I really get to that? Because should I ask for that, that stuff? And I, I didn't do that for the longest time.

• 17:33Speaker 01

  Yeah, and it's actually funny that you mentioned that, because, so my head of product, and I, how Loop actually came about, was we were on a product demo, and they were going through all the like, features and functionality, you know, all the things that they tell you not to do on a product demo, right? And, and we got off the call, and I actually said to her, I said, you know, it's so interesting that people still in this day and age, don't know how to demo software and not understand the big picture, and they focus on the features and functionality. And then she said, she was like, you know, wouldn't it be great if you could actually record the conversation after they hang up? Because we were on, they were using Chorus to actually record, right? So it's funny, because we have Chorus and Gong, which are incredible tools, but, you know, they are, they're focused on what's happening during the sales process.

• 18:18Speaker 01

  But you're, to your point, what you really want to know is, what happens when everyone hangs up the Zoom call? What do they flack each other? What do they flack each other and be like, that was really cool? That was a terrible demo? That was, you know, right? That's, that's what you want to capture? So, so that's interesting, because that's actually the essence of where Loop came from, was we want to know what happens after you hang up the phone, and, you know, give you an opportunity to course correct, because if I know, you know, even like, sales, you know, we're, all salespeople have different personalities, different styles, right? Like, I have a more casual, you know, seller, not as buttoned up, I come from tech, you know, maybe you want someone who's more of one of our, our researchers, you know, who's more, more, you know, academic focused. And so the idea is just also, like, if I know early on that, for whatever reason, I'm

• 19:02Speaker 01

  not meshing with that customer, I can easily switch that account and not be afraid to go to my manager and say, hey, you know what, I don't think I'm the best person to run this account for whatever that reason will be.

• 19:15Speaker 00

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• 21:18Speaker 00

  You see, what I like about it is think about it like, you know, from my perspective, it just automatically went to sports. Like if you're playing, you know, if you play, instead of playing like, you know, a man where you're, you know, sitting on that, you know, watching that same person or, you know, guarding them, like the idea there of, you know, switching, like just like playing zone in a sense, like, yeah, I'll, I'll continue. But, you know, listen, man, she's too quick for me. I can't stick her. So let me switch up with you real quick. You go over here, you're, you're way quicker than I am. And, but I, and I think traditionally, the way sales is, is kind of like, this is mine. This is my, my territory, my things. I can't do that. But it's, if we're looking towards the team winning, then that's a different approach. And I, this concept makes total sense with that, at that point.

• 22:00Speaker 01

  Yeah. How do you get a their sports analogy, because actually the other piece of that, right? The man versus zone defense. But also, if you look at the coach, the coach doesn't wait till the end of the game to be like, oh, shoot, I could have said all these things to readjust the team. Like, if you had a coach that sat there and didn't say anything throughout the entire game, you'd be like, that's a terrible coach, right? But if you think about it from our perspective, we run an entire sales process without anybody saying anything, then we, we find out, we closed, lost the deal. And it's like, well, wait, why did you lose that deal, right? Or even why did you win that deal, you know, let's be positive, right? It's still the same analogy, you know, you, a coach is constantly, to your point, making adjustments along the way. And that's what we think about, you know, the sales process. It should be constantly readjusting and, and making sure that it is agile and fluid.

• 22:45Speaker 00

  Come on, where have you been my life? That's

• 22:50Speaker 00

  philosophy is just like so spot on, it's so perfect, makes total sense. Like, yeah, you start, it's only until someone asks a question, like someone like you guys, you know, asked that, you think like, why did we do it the old way for so long? Or why do we do it this way for so long? But yeah, getting, getting in front of it. Listen, by the time we get done, y'all, you're gonna have a, y'all, everyone's gonna have a better way to identify those, those deals that may go south. So I want you to share maybe the last point here. What's the third thing that we may can do to make sure that we're not standing in the dust? When everything's all said and done?

• 23:24Speaker 01

  Yeah. You know, I think, I think it's really important to constantly be learning and be curious as to like, why things, you know, didn't work out? Or make sure that you're really looking at that feedback and really understanding and internalizing and being very self-aware of yours, you know, your strengths and your weaknesses. Um, you know, I'm a big, big proponent of being, you know, incredibly self-aware and know what you can do better the next time. And, you know, if that scenario presents itself again, you know, for example, often, um, we talked about teach, tailor, take, control. That we do sometimes train people and the take, control is a little too aggressive for certain, you know, industries or companies. And so we, we want to make sure that, like, we are readjusting that. So constantly just being very aware as to what other people's body language might be, how you're perceived.

• 24:08Speaker 01

  And that's why, you know, once again, really understanding as much data as you can get. Like, you know, we really think about it like that 360 approach to a, a salesperson. You know, you get your customer insights now with loop. You have your manager's insights because your manager, you know, is watching you, hopefully listening to some gong calls or chorus calls. So your manager does that, have that perspective, but then also being your own, you know, being very self-aware as to like, how you come to the table. I think when you have an opportunity to look at all of those data points, it can be really telling as to like, how successful you're going to be.

• 24:39Speaker 00

  Oh, so darn true. Absolutely love that. Any clients you've seen that's implemented the, this loop strategy or anything that we've discussed that's helping them to quote unquote, stay, you know, identify these deals before they, they get too far?

• 24:53Speaker 01

  Yeah, actually, we've, we've beta tested it with a number of our clients. And one of the things that's been so surprising is, you know, we really thought about it from the sales experience. And really this data would go back to the, the customer, you know, the, the salesperson. But what we're noticing is a lot of the data we get is actually stuff that we can put in our product, go to our product team or our customer team. So, you know, often when people are commenting about even what they're seeing, right? They're like, oh, you know, if the product, we're not sure if the product does this. Or we, you know, we looked at this product and we were wondering how it gets implemented. Or, so a lot of the feedback that we're getting is actually product and customer feedback as well, which is great because we really were just trying to solve for the sales experience. And now we're able to solve for the customer experience in a lot of ways, as well as the product experience.

• 25:39Speaker 00

  Oh, love it. This is great. Glad that, you know, to hear that. And I think if you're listening to this as a sales rep, you can hear and see how this is being implemented in the team. Maybe you could take it back to your organization. Or if you're a sales leader, listen to this, I highly recommend you, you take advantage of the strategy and help your team to make sure that they're staying on point with this. The biggest thing that I'm taking away from this conversation is going back to that, that analogy you gave on point number two, around making sure that I'm not evaluating the game afterwards only, but if I can help inside of the conversation. If there's one major piece of advice that you want folks to walk away from our discussion today, what's one thing you want them to leave with?

• 26:16Speaker 01

  Yeah, I mean, I think just understand that this is a really complex environment that we're trying to sell in right now. We have a lot of things, you know, looming recession, Zoom calls, remote selling, but it's not impossible. And, and to your point earlier, when we started, like, there's still a lot to be won here. And it's a great opportunity for really good, prepared, well-trained sales reps to, to really do phenomenally well in this, in this environment. So it's not a gloom and doom situation. It's actually like a really positive situation. So.

• 26:46Speaker 00

  Love it. If folks want to get in touch with you, Andy, or to learn a little bit more about Challenger, or even about Loop, what's the best way for them to go about doing so?

• 26:55Speaker 01

  Yeah, you can go to our website. It's challengerinc.com, C-H-A-L-L-E-N-G-E-R, inc.com. Or you can find me on LinkedIn. It's Andy, A-N-D-E-E Harris. Happy to continue the conversation with any of your listeners.

• 27:09Speaker 00

  Well, we'll go ahead and put that in our show notes. Andy, thank you so much for taking the time to come on the show today and for bringing so much value to us. We appreciate it.

• 27:15Speaker 01

  Yeah, thank you so much for having me. It was a blast.

• 27:23Speaker 00

  Hey, I told you this was gonna be good, right? That was Andy Harris. If you haven't done so, connect with Andy. Tell her you heard her on the Sales Evangelist Podcast again, and how great of an episode it was. I would love to hear what principle stood out to you the most. What's like, what made you feel like, man, this episode was really dope? I want to take this and I want to apply it, or I want to share it with somebody else. Connect with me on LinkedIn, Donald C. Kelly. Send me a LinkedIn message, Donald C. Kelly, and tell me you found a show. As always, I want you to thrive. I want you to succeed. But most importantly, I want you to raise your level of thinking and I want you to go out and do big things. See you on the next one.

• 28:00Speaker 00

  The Sales Evangelist Podcast is created by the Sales Evangelist Sales Training Organization. It is produced by TSC Studios. Our podcast production manager is Nancy Paul. Our audio engineer is Jershun Obayal. Our video engineer is Dusan Kunado. Guest management is done by Jill Vito and Kristy Virtus. Our content writer is Carlisa Galberith. Our graphic designer is Yurvish Savalia. And I'm your host and executive producer, Donald C. Kelly.

• 28:35Speaker 00

  Sales Podcast Network.