7. Accountability: The Key to Business Success with Regina Fernando

Episode Transcript
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Eric Beels (00:08):
Let me ask you a question. Do you tend to avoid
being accountable? We all knowit's important to be
accountable, but just howimportant is accountability
really? In this episode, wespeak with Regina, who provides
amazing insight into beingaccountable. Stay tuned.

(00:29):
Hello, everyone. Welcome to thebusiness boost our podcast. My
name is Eric Beals, and I am thevice president of b and I
Escondido.

Crystal Privett (00:40):
This is the single CEU podcast. My name is
Crystal Privett, president ofBNI Escondido. And today, we
have Regina Fernando from GoldStandard Electric.

Eric Beels (00:53):
Woo hoo.

Thank you for joining us, Regina.

Regina Fernando (00:55):
It's an honor to be here. Thank you.

Eric Beels (00:57):
Glad to have you on, Regina. So on this podcast so
our focus today is,accountability in in BNI. So we
actually I let you pick, thisthis topic. What what what made
you pick this topic, Regina?

I'm I picked this topic because it's very
important to be accountable toyour actions. So if you promise
something, you better deliver.Just like with our work, when we
promise that we're gonna bethere that day, we're gonna be
there that day. I we should makemake sure that whatever we

(01:36):
promise, we deliver. Mhmm.
That's accountability.

Eric Beels (01:40):
Yeah. So, one, you know, one thing I have noticed
in, just b and I as a whole thatwe are really like, b and I is
really centered aroundaccountability, like, like, in
every all the stuff that itdoes, like, with with the way we
kind of track stuff, like thelike the traffic lights, for
example.

Kind of sets us apart from other networking
groups, the accountabilityaspect of it.

Eric Beels (02:05):
Right. Because I've I've been in others. And what
really what drew me to, b and Iis a multilayers of a bunch of
bunch of different things. Butbut what drew me to BNI is,
like, the organization aspectsof it. And, I think the the the
strong accountability focus onBNI is one of the what is kind

(02:27):
of You

love processes. So I'm a processes guy.

Eric Beels (02:30):
I'm a process is guy. I I like systems. I like
processes. This is, like, what Ireally like putting together.
And if if I don't have that, I'mnot an improv person.
I don't really although we'redoing a podcast, it's kind of
improv. I like having theseconversations, though. But when
it comes to, like, work relatedthings, I I don't I'm not really
I don't really like improv. Ilike going and knowing know

(02:51):
knowing stuff. And so that'swhat what really drew me to, b
and I.
And, so, Regine, before we kindaget too into that, do you wanna
kind of I I wanna kinda know alittle bit more just about you,
who you are, what got you intoBNI, and and and what you do?
Just a

little I wanna hear about that.

You know what happened? Actually, somebody
introduced me to BNI, and that'sCrystal Pravette. We were in a
networking group, and she said,we need an electrician in our in
our networking group. And Isaid, let me think about it. And
I did go in, and I loved it.
And I said, you know what? Itthis is a great group. There is

(03:36):
so much camaraderie, and peopleare just so nice. But, of
course, I realized I need to getreferrals. I need to be there.
You know? Because if you're notthere, out of sight, out of
mind.

Eric Beels (03:50):
Yeah. I didn't know that. I didn't know you I didn't
know you you had brought broughther to our shop.

You're not Yeah. Like, winner winner
chicken dinner.

Eric Beels (03:58):
Yeah. Totally. One thing so, Regina, one so there's
a few things that I've kind ofnoticed, about you and I and you
you put in so much effort, and Ilove seeing that into, like, all
it like, you take it to anotheryou take everything you do in
our chapter to another anotherlevel.

Yeah.

Eric Beels (04:17):
Like the presentations, for example. When
we have presentations, you makethose those really cool, slides
and everything too. And so what,so what what about got you into
kind of, like, doing that? And Ithink you've mentioned you've
been in BNI before at

the beginning of the month. To BNI before, but
I was not accepted. But Irealized the reason why I'm not
accepted is because I need tomake sure I am in a good
business, which is, you know,being an electrician, I am, you
know, the spokesperson of that,that group, and I am pretty much

(04:59):
doing the the the appointmentsand everything like that. Mhmm.
You know?
So yeah.

You're the face

of the business. Yeah. I'm the face of
the business. So, BNI right now,I I love it because, you know, I
wanna be there 100% on theslides. I wanna make sure that
everybody gets to be comfortablewith each other.
So slides, with that picturejust basically connects each

(05:33):
other to what you are, onwhoever is presenting at that
time.

So you basically have personal
accountability.

Yes. Yes. Personal accountability on on,
you know, everybody knowingeverybody's character, what's
what stands out in them andeverything like that. So

And a lot of times people think of
accountability as, like, like,kinda like you said, Eric, all
these processes and things youhave to do. But what I love
about the way Regina approachedit was she added some structure,
but she also allowed room forcreativity. Mhmm. Because what
she added was visual, and peoplelove the visual aspect. People
learn differently.

(06:14):
So sometimes if you're in a BNImeeting and you're hearing a
lot, it's nice to break it upwith looking at something. So I
thought that was really neatthat accountability can also be
creative.

Eric Beels (06:24):
Mhmm.

Yep. Yes. Definitely. Visual visual
pictures really do mean a lot,especially when you're on
online. You know?
It's not only audio that you'relistening to, but visual. Mhmm.
That way, you know, people canenjoy it and be in it on the
meeting itself.

Eric Beels (06:45):
Yep. So for so how do you tell

us

Eric Beels (06:53):
a bit little tell us a little bit about, like, what
you do kind of for Gold StandardElectric. And then and then and
I'll and then I'll kinda tiethat into to BNI. But tell tell
me a little bit about what youdo exactly from

So Gold Standard Electric, once
somebody, calls in, a lead to tome, I make sure I make that
appointment for the electrician.I make sure that the electrician
is available and that we knowwhat the spoke scope of project
there is. And, if it's notavailable, then I try to

(07:29):
compromise what kind of schedulethere is. That's basically what
I do. I also try to give the,you know, the paperwork, the w
nine to the liability, theworkers' comp, just so, you
know, it will free off theelectrician of the needed,
things that need to be done.
And that's just about it that Ido.

Eric Beels (07:51):
So so a lot of what you're doing is kind of it
sounds like that kind of you'reyou're, you're that, like, face

of the face of

Eric Beels (08:01):
the company. So so you're also the people the the
the person that people contact.

Exactly.

Eric Beels (08:06):
And I imagine that there's a lot of you're having
to follow-up with people too.

Yeah. Paperwork and sometimes even doing
permits. You know, doing permitswith SDG and E or with the city.
That's what I that's what I doalso for for the electrician
because, you know, any officework I try to do for him to
eliminate any office work forhim.

Eric Beels (08:29):
So the nature of your work in at Gold Standard is
essentially it sounds likeaccountability.

Yes. It

Eric Beels (08:34):
sounds like the, like, the nature of we that
makes sense. So so then, youknow, accountability that it's
something that I for me myself,I've had to kind of, get get
better at. I know a lot ofpeople I tell people, like, what
when do you text Amber orwhatever? Because she's a little
bit better at responding, totext messages and and and

(08:56):
whatnot.

We all do our best.

Eric Beels (08:57):
I have I I've worked really hard in recent months on
changing that, though. For me, apart a big part of that was
actually getting through myemails and actually, like,
getting, like, strong controlover my email, which which has
helped me a lot. Just the factthe fact just doing that alone
helped me in other aspects,like, the more doing better on,

(09:17):
like, follow-up and such too. Sothe question I have for you is,
what what do you do to kind ofhelp be a more a better
accountability partner in BNI?

I'm always connected to my phone because my
phone connects me to text. Myphone connects me to email, and
my phone connects me to Zoom.So, I check it out almost at
least an hour, every hour, andthey appreciate when I contact

(09:56):
them right away. Like, withinminutes, I contact them. When I
get a lead from VNI, I contactthem right away.
Like, when is your availability?What is it all about? You know?
Because that's what customerslike. They want the response
right away.

(10:17):
If it's not in minute, at leastwithin the hour that you will
contact them. And that's how youcan get the sale also. It's
right away.

Sometimes people might have something
electrical that they're like,okay. I need something someone
right now with If we wait anhour, it might not, you know, be
as pertinent.

Eric Beels (10:36):
Yeah. Well, you know, I've read some studies
that and and, you know, I don'tremember what the what it what
it, the, the the closingpercentage was, but it was
something like it drops offsignificantly like after that
first hour

or something. It's like that makes sense.

Eric Beels (10:53):
Like, if you follow-up within if you're
follow-up within 24 hours, like,there's a certain certain amount
but, like, that that first houryou said is, like, super
important because, like, the thethe closing sale rates, is
significantly higher. I wish Ihad that percentage off off top
of my head, but I I don't knowknow what know what it is.

I hear a lot more people actually doing
things right when it's top ofmind too. It's actually, like,
kind of better for your mindsetas well because if you do it
right away, you sometimes we canforget things. Oh, I'll do it in
an hour. By the time the hourcomes, we have forgotten about
it or something else popped upin front of it in the queue and
things we had to take care of.So I've I've noticed even people

(11:33):
now when I meet them, they'retaking photos and putting me in
their phone so that not only

Eric Beels (11:39):
I've done that.

Not only are they doing it right then, but
also there's accountabilitywhere, like, now if this
person's, picture pops up, Iknow who it is because I can
look at their photo instead ofjust putting it in. That extra
step of accountability nowhelped you out in the future
because you didn't just puttheir name, you put their name
in a photo. Now that one stepthat you took in the past is

(12:03):
actually gonna help you nowbecause now you can see their
face and you can put 22together.

Exactly. I actually lost a sale because I
did not respond right away.Like, I responded after 15
minutes. Mhmm. They said, oh, Ialready got somebody.

Eric Beels (12:20):
Wow.

Really? That fast? Okay. Thank you so much.
You know?
So, yeah, accountability, onceyou receive the lead right away,
take on it.

Eric Beels (12:30):
Yeah. You know, and I I can actually follow, like,
consumer side of things. I cankinda relate to that because I
know there are times where I I Ikinda have ADD a little bit in
this regard where I'm just like,I kinda wanna just A lot

of guys do.

Eric Beels (12:44):
I just wanna get this resolved and done or at
least going if and so there'sthere's times where it's like,
if I could kinda just get itdone, then I can at least put it
off my play. I hate having,like, something where it's
constantly just, like, poking meon the side. I'm just like, oh,
I need to get that done, and itand it's not getting done. So
sometimes I'm just like, I justwanna get it done quickly. And

A lot of men, it's helpful that for them to
compartmentalize their thinking.It's not a bad thing. It's they
basically segment things intheir mind. So the reason that's
kind of poking at you is becauseyou wanna close a box so you can
move on to the next one. And andthat means you kind of want in
order to kind of, keepeverything separate and

(13:26):
compartmentalize, it's like away for you to process a little
bit differently.

Eric Beels (13:30):
Yeah. I I think for me, it's like, I I I I feel like
there's so many thingshappening, like, all the time.

You wanna check it off. Well. Yeah.

Eric Beels (13:39):
And I just wanna check something off. I mean and
that's why I mentioned, like,the the email is so important
for me because I'm just likebecause if I can check that,
okay, that's at least something.Tangible. Yeah. Something
tangible I can check off and,like so that that makes sense in
a way that I haven't, like,thought about before and and,
like, that that response.
I need to I know I know I needto respond quicker to a lot of

(14:00):
people. Sometimes for me, Idon't quite know how to respond.
I'm not quite ready, and then Ikinda keep pushing it off longer
and longer and longer and whichI shouldn't do that sometimes.
And

Or the fear that it'll just keep going on
and on. It's like, where do youstop? Because you can just talk
forever to everyone.

Eric Beels (14:18):
So, Regina, I I imagine sometimes that you feel
you need to respond quick, like,you you you respond quickly. So
sometimes maybe you don't quitehave an, like, the right answer
or or something. So how do youdo respond? Like, when you know
you wanna respond in some formbecause they just wanna see
like, you just mentioned, and Ilove that. They just wanna see

(14:40):
people just wanna see thatacknowledgment that, like, that
they've been recognized.
What what when you how do yourespond in a way that when you
don't quite have the rightanswer for the person? Mhmm. So
maybe this isn't like an initiallead, but maybe it's a follow-up
question that, a customer mightmight have. How do you respond
quickly? But but

Usually, my answer to that is I don't wanna
need the answer to that. That'sthe honest way. I'll check it
out. I'll get back with youwithin give me an hour. Mhmm.
And I'll I'll see what I canwhat answer I can give you. So
if it's an electrician that Ineed to talk to, I talk to him
first and then get back to theperson. So that way, the you

(15:22):
know, their question isanswered, and they're waiting
for an hour. And then if I don'thave the answer within the hour,
I I still get back to them. I'msorry.

Eric Beels (15:31):
I'm sorry. I'm sorry.

I'm sorry. I haven't talked to the
electrician yet. I will get backwith you as soon as I get him.

Eric Beels (15:37):
So even if you don't talk to the so so even if you
don't talk to the electrician toto get the right answer for the
person, you still follow-up andbe like, hey. They're on a
longer job. You're just stillgiving them feedback.

Exactly. Exactly. You just don't leave
them hanging.

Communicate. Don't give

yeah. You it's very important. Communication is
very important to knowing thatyou haven't for you haven't
forgotten about them. That'sthat's very important. Because
the client wants to feel they'reimportant, that you haven't
forgotten about them, that youmake them feel important no
matter how big or how small thejob is.

How do you feel accountability and communication
work together?

Accountability? I don't care if you're a big
job. I don't care if you're asmall job. I care you are a
person, and you need somethingfrom us, and I will take care of
you. That's my that's my motto.
I will take care of you nomatter what. That's
accountability.

Eric Beels (16:35):
Yeah. No. I like you know, I sometimes I again, I'm
like an overthinker sometimes.And, again, it's like the the
and I think that's why sometimesI'm slow to respond on on some
of this stuff. So it'sdefinitely something I need to
work on more, but you're, andand my approach has typically
been like, okay.
Let me figure out the rightresponse for this and, like,

(16:57):
figuring out before I respond tothem. But really, what I should
do is just be like, let me getback to you on that one. And and
then if I don't and then if Idon't have it the answer within
a, you know, couple hours orwhatever, like, hey. I'm still
working on that. And just tokinda give them that that
feedback, that constantfeedback.

Exactly. Or sometimes I just research in
Google. Yeah. If it's anelectrical question, I research
in Google, and I try my verybest to answer according to
Google. You know?
But, of course, the best answerwould always be the electrician
who'll give me the answer ifit's an electrical question.

Right. And knowing yourself. So for you,
keeping your phone nearby,always having it, like, front of
mind so that you can be thatface for the business Exactly.
That helps you make sure thatyou're getting back and make
sure you're taking care of yourcustomers.

Exactly. Actually, research has really
made me grow and educated onelectrical. When I was in the
big in the beginning, I had noknowledge about electrical. And
then after that, I I put onething after another. Knowing
your trade really makes youaccountable, and also people
respect you when you know yourtrade.

Eric Beels (18:06):
Mhmm. So your knowledge isn't just in in even
though you're not an electricianyourself, your knowledge about
it has

increased a lot. Yes. Yes. You not only know
about circuits, the panels, oroutlets, you know, or what does
a Jacuzzi need? Mhmm.
You know? What does a disconnectneed? Yeah. The voltage and
everything like that. You youknow, I I get it from the
electrician.
I get where I learn it fromGoogle. I learn it from

(18:37):
experience. You know? So, youknow, it comes with experience.
Mhmm.
And, Regina's

Eric Beels (18:42):
had a couple different roles in BNI.

She's been, education coordinator and vice
president. How do you thinkaccountability played into both
of those roles?

Being secretary treasurer. Yes. You are
accountable to the money, ofcourse. Especially if you need
to hound some people of, youknow, of, getting

the truth. Accountable. Right. Yeah.

Make them accountable to their dues.

Part of it. Right.

Right. That's that's part of it. And just, you
know, making sure you're you'rebeing nice, being accountable
to, you know, on 1 on ones,talking nicely to them, and then
them getting to know how youare, how your character is, and
people liking you. And that'sbasically it on BNI.

Eric Beels (19:33):
Yeah. So in what are some so how can people apply
this? And because I you know, wehave, like, the apps and such
too to, like, you know, when wesend referrals and such and and
whatnot too. What what are somethings, that that people can
kinda, do to be more accountableamongst our members, just

(19:54):
amongst members in our in ourchapters?

I highly recommend doing that 1 on 1. Not
everybody believes in it, but Ihighly recommend it. Because
once you do a 1 on 1, you youactually know something about
them that you didn't even knowif you didn't want know 1 on 1.
So I know of somebody who said,oh, I do this. Oh, really?
I didn't know that. If I did notdo a 1 on 1, I wouldn't know

(20:20):
what he would do what he did.You know? I would also know,
like, on referrals. You know?
What kind of what kind ofbusiness do you do? Like, an
HVAC company. I didn't know thatthe this HVAC company also did
industrial duct cleaning. Mhmm.Nice to know.

(20:40):
Yeah. Mhmm. Yeah. So it's veryimportant you get that 1 on 1
done so that you know how torefer that person.

And now it's time for a Meisner moment. The
power of time and relationships.Ivan Meissner said, I've always
said that networking is moreabout farming than it is about
hunting. It should be aboutcultivating relationships, not
just collecting business cards.Welcome to today's Meisner
Moment, where we dive into theimportance of time and

(21:15):
relationship building in BNI.
Let's start with an interestingfact. It takes between 90 and
200 hours of focused interactionto begin receiving meaningful
referrals from your network.That might sound like a lot, but
here's the great news. That timeframe aligns almost perfectly

(21:36):
with what we see in b and I.

Eric Beels (21:38):
Yeah. And why so why does it take time? Think of your
networking sorta like planting aseed. You wouldn't plant a seed
today and expect a treetomorrow. The time invested in
nurturing relationships iscrucial to building trust, which
is the foundation of thereferrals you will receive.

(22:00):
B and i's core value of buildingrelationships isn't just a nice
idea. It's a proven strategy.According to the Journal of
Social and PersonalRelationships, those who invest
time in their professionalconnections see lasting returns.

So we have an engaging activity. Let's play
referral countdown. Here's whereit gets fun. You're at the 90
hour mark. You've attended themeetings.
You've shared your story andyou've even listened to your
fellow members. This is whenyou'll start to see a trickle of
referrals. Small, butsignificant. But what happens

(22:37):
when you hit that 200 hours?Well, 200 hours equals 5 x
referrals.
When you cross that threshold,your referral pipeline
multiplies. According to BNIstatistics, members who invest
200 hours in their networkgenerate 5 times the referrals

(23:00):
compared to their 1st year. Why?Because they've taken the time
to truly connect. Trust hasgrown, and your business
relationships are now thriving.
This is what b and I is allabout.

Eric Beels (23:11):
Mhmm. I like to actually expand on this a little
bit too. So 90 to 90 to 200hours of focused interaction, to
begin receiving meaningfulreferrals from your network. So
what and, Crystal, maybe youknow this. Maybe we can kinda
figure this out here as well.
What how much time is it doesthat so it's 90 to 200 hours, so

(23:32):
I know that. But what is that inreal world time? Because we're
not, you know, we're not doing90 to 200 hours nonstop. Right?
Yeah.
Working 40 hours a week or so.Right? What is how long does
that normally take from a realstandpoint, do you think then?

Well, I guess it would depend on how invested.
I mean, we've NVNI, we've seenmembers who have gone right in
and finished their membersuccess pro passport programs
and gone straight into, givingtheir commercials in just a few
weeks, and then there's otherswho it takes a little bit more.
Maybe they have more on theirplate, more maybe they have a
little bit moreresponsibilities. I think it's

(24:08):
less important of how long ittakes and more interesting about
the statistic of the 200 hoursreally being that threshold.

Eric Beels (24:16):
Mhmm.

So, I mean, we have what's called the 90 ninety
rule in BNI where it'sobviously, we should be spending
our 90 minutes in, BNI meetingsMhmm. And also 90 minutes
without BNI. But we know we canquickly fill that when with,
CEUs and 1 to ones. So, really,that 200 hours could be very

(24:37):
quickly

Eric Beels (24:37):
I see. Simulated. So it's, you know, it can kind of
combine it with, like, CEUs,with 1 to ones, and all that
too. So, yeah, because it itlike, the 90 minute out, 90
minute in, and such, really, Iguess, is a little maybe even a
little bit more. Right?
Because we do an hour of CU,plus an hour of 1 to 1. That's 2
hours outside of the group. Yep.You know, plus whatever you

(24:58):
know, a lot of people oftentimesdo more than 1 just 1 one to 1
Mhmm. Do.
But, like, so in a month in in a1 month, that's you know, you
have well, the your meetings arean hour and a half. Mhmm. So 1
month is, like, what is that?Like, 7 hours or so of just meet
of the meetings. Yep.
So I mean, this is where becauseI've heard this too where it

(25:19):
kinda takes like about it cantake like a year before you
start getting referrals.

Yeah. And I

think that's a pretty build the relationships
so someone can trust you. Like,you're not gonna be able to give
a financial adviser all of yourmoney if you've met them one
time. It wouldn't make sense.You wanna know, is he gonna take
my money and give me a return?Is this someone that if I send
them $10,000 that Yeah.
It's gonna be safe? Yep. Sothere is that little bit of the

(25:45):
I can see where that thresholdwould make a difference.

Eric Beels (25:48):
And it is a pretty eye opener number too with that
because I think a lot of peoplewill join a BNI chapter and
then, you know, be confusedwhether or not getting referrals
after 2 months, you know, orwhatever. And and and Setting
expectations is reallyimportant. I know when I

first joined, we have a member in our chapter
named Dave Lindsey, and he toldme BNI is a perfect get rich
slow scheme. Totally. And I waslike, wait, what do you mean get
rich slow? And he's like, itmight take a while. Yep.
You gotta have to get to knoweveryone and and earn their
trust. And I think that's wherethis little bit of a challenge
comes in today because we get toask ourselves, where are you in

(26:28):
that 90 to 200 hour journey?Have you crossed that threshold
yet? Are you planting the seeds?Are you cultivating the
relationships?
Or are you reaping the rewards?Have you already done the
cultivating and are now you aregetting to see the the byproduct
of it?

Eric Beels (26:44):
Right. Right. And a lot of that, I guess, too, is is
how much are you investing intothe chapter as well? Right?
Remember, it's givers gain.
That's our that's our investinginto the chapter as well. Right?
Yeah. Remember, it's giversgain. That's our that's our
slogan.
And plus, networking is reallyabout building the
relationships. I mean, that'sthat's really what's standing
the test of time is theserelationships.

And we need to embrace the process, but still
be patient and remember thatthese referrals are the fruits
of our trust.

Eric Beels (27:10):
Mhmm. Yeah. So, yeah, building that spending the
time to to build those thoserelationships, and I think
really embracing the givers gainmindset that BNI has. It's one
of the reasons we we have thatslogan. Right?
Because if you are joining achapter, but then you're not
investing the time into it, it'sgonna take a lot longer if if

(27:33):
you're missing lots of meetingsor whatever it might be. You're
not doing the one ones or you'renot doing the CU's.

Close to that threshold and give up, but you
may not realize that you werereally, really close.

Eric Beels (27:43):
Right. And so that that's true too. Right? Maybe
you you're in it for a year, butmaybe you only reach 80 hours or
something like that of ofinvested time into it. And So
check-in with this one.
Is 90. Yeah. So according towhat Ivan was

saying. 90 to 200, but where are we in that
journey? I mean, have we crossedthe threshold? Are we close to
the threshold? Like, sometimeswe need just a little bit of
encouragement saying keep going.

Eric Beels (28:08):
Yeah. So that that that's a good refresher, I
think, for a lot of people whowho've maybe been through this
and made it past it and and kindof are, like, kind of coaching
new members too as well, wherethey're kind of like, yeah. I'm
not really getting referrals orand it's like, well, let's see
where you're at time wise. Howmuch have you invested into BNI?

(28:28):
And maybe, you know, it soundslike you could kind of just you
know, I don't know how manymathematicians we have out
there, but, you could do alittle bit of bit of math to
kinda see if you're even in thein that range or not.

I

Eric Beels (28:40):
would imagine if you've been in a chapter for at
least, at least a year thatyou're pretty close to that.

Yeah. If you've been engaged.

Eric Beels (28:49):
If you've been yeah. And then 2 years, you should
absolutely be in that range

now. Absolutely.

Eric Beels (28:55):
But I think I depending on how engaged you are
in that year, you could probablyhit the 200 or you could be
close to the 90. You know?

Maybe the size of the chapter could be a
variable too. I mean, if youhave a bigger chapter, it might
be easier to connect if you havea smaller chapter.

Eric Beels (29:07):
More people to connect with. Sure.

Even the smaller chapters, I've seen some
very powerful small chaptersthat are really become each
other's champions. So we'refortunate to have a chapters
that are really become eachother's champions. So we're
fortunate to have a really bigchapter, but it it really I
think that 2 hour mark is areally great indicator of where
you are in the journey. And,obviously, there were some
statistics done around thatmark.

Eric Beels (29:28):
2 hour mark?

200 hours.

Eric Beels (29:29):
Oh, 2 100.

Yeah. Yep. 200 hours.

Eric Beels (29:31):
Mhmm.

So that, we can really build those relationships
because relationship buildingdoes take time. It's not going
to like you like the tree beingplanted, the relationship's not
gonna be formed in one day.

Eric Beels (29:44):
Right. Right. Yeah. It's kind of like you know, I
guess in a in a sense, it's it'skind of like going on a on a on
a romantic date a little bit.You know, we kinda kinda kinda
cultivate it a little bit.
You know, it takes a little bit.

The wooing process.

Eric Beels (29:59):
Right. A little bit. Yeah. Yeah. Kinda for for people
to trust you.
Right? And so the member othermembers to to trust you when
you're a new member.

Yeah. Well, thank you for your time today,
And remember doctor Meisner'swords, networking is about
farming, not hunting. So go out,build those relationships, and
watch your referrals grow.

Eric Beels (30:18):
Alright. I hope you enjoyed this Meisner moment. And
now back to the episode. Okay.So, Regina, on when you have one
to ones, what are some ways thatkind of people can feel, like,
from an accountability aspect inthose one to ones?
What are some things that youkind of suggest? Maybe the
certain questions that are goodin one to ones or being

(30:40):
accountable in them.

First of all, I try to do an icebreaker.

Eric Beels (30:44):
Mhmm. Mhmm.

Icebreaker is very important. Mhmm. You know,
you talk about, you know, howhow is your family, how is your
business, you know, something totie you together, an icebreaker
because that's important. Thatway you know how to connect to
them. Mhmm.
And then and then it will justflow after that once you they

(31:04):
talk about your family, theytalk about business, and then I
relate to them, like, if theyare, you know, a landscaper. So
I tell them, oh, you dolandscaping. So what kind of
landscaping do you do? Do you dojust, gardening, or do you do
masonry, concrete? You know?

(31:25):
I it just follows through on onthat. Or if you're a general
contractor. So what kind of jobshave you done? Have you done
bigger jobs? What kind of bigjobs do you do?
You know? That's that's what Ifollow-up with on on the one on
ones. And then later on, I talkabout myself. Like, I, you know,

(31:46):
I was before account executivewith the penny saver, and then I
went due to to be anelectrician, and I learned about
the trade. You know?
So it connects. So they theyfinally you know? And then I
tell stories. Mhmm. Storiesabout, you know, about what I,
you know, what I talk, what Iencountered on basically, in a

(32:12):
sales call or getting permits.
You know? Anything to make themrealize, oh, you're doing such a
good job. You know? That's whatI wanna do.

Eric Beels (32:22):
Mhmm. Yeah. I think, stories are so are so important.
Like, pretty much everything,you know, because they they're
really what makes

People remember stories.

Eric Beels (32:32):
People remember stories. Yeah. And, they they
you know, I think if you're ifyou're a really good
storyteller, I think people alsoremember you more too.

Mhmm.

Eric Beels (32:46):
And so what you know, you mentioned stories. So
I what, like, what what, whataspects of of, you know, kind
of, like, how do you do that?How do you tell how do you tell
good stories, I guess? Like, mayI I think we're in in in our
head surface level, we're kindof thinking like, okay, you
know, once upon a time, youknow, but it's like, obviously,

(33:07):
we're not doing

that. It's gotta be relatable.

Eric Beels (33:10):
It's gotta be relatable and so Conversational.
Yeah. Conversational andrelatable. So, like, do you have
how do you do that?

Well, sometimes I try to make it as a joke. So I
I mainly do mostly on the phone.So I I joke around to the
client. So what do you think ofa proposal? Oh, it's not a
marriage proposal.
Okay? It's it's your estimateproposal. What do you think? You
know? So, that's when they'lllaugh Mhmm.

(33:40):
Sometimes because they think I'ma young girl, which I'm not, on
the phone.

But account I hear you saying accountability
can be fun. Yeah. Yeah. Have alittle fun with it. I mean,
things can get a little heavy ifyou throw in a joke here or
there.
It's not gonna hurt anyone.

Yeah. Yeah. Like Keep it appropriate,
obviously. Seen the proposal?Have you seen the, you know,
what do you think about it?
Yeah.

Eric Beels (34:05):
I do. Be a great response when somebody, like, is
asking, like, hey. Do you have aproposal for me for me yet? You
know, clients may be getting alittle edgy. They wanna or, they
they they want something, like,now maybe quicker than you quick
could get back could get back tothem, you know, you could
respond.
That's a kind of a pretty funnyfunny response, like, you know,
to kind of say, like, oh, no.I'm already married.

Yeah. Or or that's a little forward. I
usually date a little longerthan that.

Eric Beels (34:30):
Yeah. Exactly. And then you could follow-up after
them. Like, hey. We're the like,all all jokes aside, we're still
working on

it and

Eric Beels (34:38):
such too. And then they get a good laugh out of it
too. You know? Yeah. That's a Ilike that's a great response.

And yeah. Yeah. You you try to make them feel
comfortable with you. Try tomake them laugh. That's the main
thing.
Because when you make themlaugh, you get them to trust you
more. But if you get them theserious side, that's the hard
part. Yeah. Because that waythat means you might not get the
proposal.

But you gotta know the time and place. You
can't open up with a joke. Yougotta get to know them like you
said. Like, open up, learn alittle more about them, learn
how you can serve yourcommunity, and and how they can
maybe potentially help you.

Yes.

Eric Beels (35:17):
Yeah. One thing I'm kinda hearing from this too is
that if you, whatever you cando, if you can, like, help the
customer like you more or theperson you're following up like
you more, whatever that is, ifit's comedy or if it's story,
whatever whatever it is thatthere that the accountability

(35:40):
aspect that goes along with thateither becomes easier or maybe
they become more forgiving orwhatever it might be, because
they because that person likesyou more now. So it makes the
accountability easier now.

Well, we know that the visibility, VCP, the
visibility plus credibilityequals profitability, but you
can't be credible without theaccountability.

Eric Beels (36:01):
Right.

So it's really built into the equation.

Eric Beels (36:04):
Mhmm. That makes sense. Yeah.

Yeah. Fast response is basically a a lead
for them to trust you rightaway. If you respond, like,
within after 3 days, it's harderfor them to trust you because
they need you at that moment.Mhmm. So, yes, accountability is
very important because that'swhen you they can trust you if

(36:30):
you are accountable, if you feelaccountable.

Yeah. And you you don't just walk the walk.
You talk the talk and you livethe life, because you're a
single mom and you have childrenthat need a little extra
accountability. Right?

Yes. Yes. Yes. Being a single mom is not easy,
but, I'm able to juggle it up,and they follow my footsteps,
which is awesome. Yeah.
Whatever you promise, youdeliver.

And you have to deliver. Mhmm. They're counting
on you.

Yes.

Eric Beels (37:05):
And delivering timely. Mhmm. You know? It's
like delivering, you know, inin, several weeks on something
is too it could be could be toolong unless the nature of it is
2 weeks of whatever the thingthat you're delivering in. But
then, again, it's a matter of,like, staying in in, like, in
touch with the person because Iwould you agree that some, you

(37:27):
know, some people, like, youmight be able to tell them,
like, hey.
Yeah. This will take 2 weeks tokinda get this. Or it's like
maybe it's like a proposal, butthe proposal is like a big like,
you have maybe some hugeelectrical job that's like,
okay. This is gonna take a whileto do this. And you know it's
gonna take a week or 2 weeks,but they they want it now.
What do you do in thatsituation?

Yeah. A perfect example is SDG and E.

Eric Beels (37:50):
Okay.

SDG and E takes a long time

Eric Beels (37:53):
Mhmm.

For them to schedule to even look at the
panel. So we say it could be 3months for them to to get to get
to your property or evenshorter. So sometimes the client
gets, you know, like, uptightand say, when is it gonna

(38:14):
happen? I'm gonna go back toyou. I'm gonna talk to the SDG
and E and see if if they'regonna if they already have a
date to go to.
That's all I can do.

Communicate and then reset the expectations.

Yes. And, yeah, set your expectations and say,
hey. We can't do this until 3months because of SDG and E or
because of the licensing,whatever. But communicate with
them, and then that's whenthey'll trust you more.

Eric Beels (38:45):
So, like, because yeah. So yeah. SDG, you're way
you're kind of it's out of yourhands kind of at that point. You
really can't do a whole lot forthem too. I'm guessing, like,
inspect the job or somethinglike that.
Right? To and so, so in that,what you're doing is you're
setting, like, you know, theycan take maybe up to 3 months to
kind of inspect it.

Yes. So I set that expectation. On the
proposal, I already say it'sgonna take 2 to 3 months for the
inspector to go to your place.So expect that. So that way,
they know, oh, then they'll say,oh, that's a long time.
There's nothing I can do.Because it's not

my highest. Accountability if you have 2
different expectations. That'snot gonna work out. Someone will
be, not happy if at the end. Butif you are have the same
expectations, then both peoplecould be, happy, and it could
work out a lot better.

Eric Beels (39:38):
Right. So part so a big part of it then is also
setting the right expectationsfor poor people even if, like,
they're not the ideal setexpectation. You don't want to
tell them as you want to tellthem, oh, it'll be done in here.

Or or resetting it if they have to take 4
months. And it's like, oh, look.We said 3 months, but something
happened and they pushed youback.

Eric Beels (39:57):
Well, that's the challenge. Right? It's like so
sometimes, you know, you youwanna set these expectations and
then you're you know, it's like,you know, maybe SDG need get
often gets things done in 2weeks, but then there's that one
time there that they take 3months and people then you tell
them 2 weeks because that'smaybe their average. I don't
know. I'm just making that up.

I don't

Eric Beels (40:15):
know if it is the average or not. But and, like,
maybe it's a month or something,but then they take 3 months.
People are like, what's goingon? You said a month, then it's
up to. And the hard part aboutthat is now you're the one to be
blamed because you told them 1month now.
Even though it's not your faultnow. But the customer doesn't
care. They're just, like, sayingthey're like, well, you told me
this, so I'm blaming you.

Which is why she probably always sets her
expectations, extra room becausethey just don't know. Especially
in construction and dealing withcertain vendors, there's

And if you follow-up, you know, sometimes
you do follow-up, then whether Ican say I apologize, it's my
fault, we'll give you at least a10% off or something like that
just to try to put the theclient at at ease and say, okay.
Thank you so much for admittingto that, whatever. But which

(41:07):
doesn't happen often. But, youknow, of course, we're human.
You know?
Again, accountability. You wannamake sure you're accountable to
what you do right, and you wannabe make sure you what do you do
wrong, but make the make itwork. Fix it.

So where do you draw the line? You have your
phone on you all the time whenpeople could be calling, But for
your own mental health, we knowthat you should have some
boundaries. Do you keep yourphone all the time on, and what
do you do? So that's yourprofessional, success is keeping
your phone near you. What helpsyou with accountability as a

(41:44):
mom?
Because that's a differentaspect of it.

Well, I try to be there until 6 o'clock.

Mhmm.

And then people won't understand that they you
you know, you might not get ananswer till the next day because
of that. But sometimes I dorespond even if it's 5 to 6
o'clock. That's just me.

That's because you care.

Yeah. I do care.

But but for the person listening, what would you
recommend for accountability?Should they have a a 6 o'clock
cutoff point? And if they choose

to person listening, 6 o'clock would be a
cutoff. And then but do respondto them the next day. Mhmm. The
next day would be what theywould expect.

Or if you feel like your heart's telling you,
oh, I think I'm gonna answerthis one. Maybe There's

Eric Beels (42:32):
an emergency.

Yeah. Maybe pick it up. Mhmm.

Yeah. If they say, oh, I, you know, I have no
power, that's when I'll pick itup.

Yeah.

You know? Yeah. Yeah. I have no power. It needs
to be get done.
That's when I'll pick it up,especially, yeah, for
electrical.

Eric Beels (42:48):
Yeah. Because that that's been a fine line for me
too as as, like, when because, Iknow I I kind of, have have
pulled reeled back on that onthat line on Entrepreneurs tend

to yeah.

Eric Beels (43:00):
Yeah. I know. Right? And and and, on on, you know,
not responding, like, superlate, which I'm inclined to do.
I'm a I'm more of a night owl,so it's like it's not an, you
know, I I'm I'm up later in suchtoo, but that might not also be
it might even be appropriate attimes too as well.
Right? Like like, might beinclined to respond, but they

(43:22):
have that's a great question,though, because, like, you know,
we talked about respondingquickly, but then if it's if
it's too late, then it's like sothat I guess that's a part of,
like, getting back to it quickertoo because sometimes it's like,
okay. I'll get back to them atthe end of the day or something
like that. But then you maybeyou get busy. You you kinda

(43:42):
forget a little bit.

Mhmm.

Eric Beels (43:44):
And then, oh, wait. I gotta respond to them. Oh,
shoot. It's 7 o'clock already.Yeah.
Now you still can't respond tothem.

Because it's not necessarily appropriate.

Eric Beels (43:52):
Right. And so

We had this meeting with Julie when we had
that communication podcast, andshe said that her phone, she's
allowed to set a reminder forthat to go off.

Eric Beels (44:01):
Right. Yeah.

Yeah. But but I we don't have that ability with
our phones. But that would benice. That would be helpful.

Eric Beels (44:07):
Yeah.

Sometimes it depends also on the client. If
you're that close and they allowyou to talk to them, like, after
7, go for it, you know, becausethey would appreciate an answer.
Mhmm. But if you just know them,knew them, like, that day, it
can wait the next day.

Yeah. Mhmm.

Because that's business.

Or maybe texting, that's a good middle
ground.

Yeah. Mhmm. Texting.

Eric Beels (44:34):
Yeah. I I'm I'm more on the texting side for myself
usually. That you kinda I mean,it it it depends. But usually, I
like I like that for I mean, for1, you have you you get a record
of things as well

too, which

Eric Beels (44:48):
I like having a record of stuff as well. Like,
especially when we're setting,like, expectations on these
things, I'll be like, no. I Itold you it was, you know, I'm
gonna get to you this day orwhatever. And now I see this. I
can see this message.

I'm I'm the more I'm learning about you,
Eric, you really are a process,this guy.

Eric Beels (45:06):
Yeah. It's just, you know, help with, help reduce any
miscommunication, I guess, too.Right? Yeah. It's all about it's
all about that thatcommunication.
Yeah.

Documentation is really very important. Mhmm.
Whatever you said in yourcontract is very important. If
you don't have that part on thecontract and says, you know, I
give you free this and and youdidn't put it on your contract,
it's it's best you put it onyour contract to say you're both

(45:37):
in the same page.

So accountability can protect you.

Yes. And then yeah. Especially when when the
car client said, I thought youtold me, oh, you'll give me this
free installation of outlet. Wenever said that. You know?

Eric Beels (45:52):
Right.

On the on the contract, you will see if we
said that or not.

You were accountable in the contracts,
and that helped protect you inthe back end so that when there
was a miscommunication, you wereable to clearly be like, here,
we've outlined this.

Exactly. Exactly. Yeah. It's important
what you put in a contract.That's that's the bottom line
also.
That's where it that's whereeverything draws the line that
you said this, you said this.No. Everything is on paper.
Everything is documented, and ifyou document it, then there's

(46:29):
nothing your client can say.

Eric Beels (46:31):
Mhmm.

Unless you wanna make them happy and say,
hey, You know, I know we haveanother misunderstanding. Let's
let's compromise to this. Mhmm.That's how, you know,
accountability is for me.

Eric Beels (46:44):
What would you say is, like, a reasonable, like,
compromising level? Becausesometimes it's it's, you know,
if you're if you're like a yesperson or you just kind of want
to make people happy. Yeah.Those people are can be, are
usually the ones that are mostoften taken advantage of.

Yeah. The people, the losers get burnt out
because people right.

Eric Beels (47:01):
Exactly. And then so they're they're they either put
in extra effort, extra effort.And so what would you say is,
like, a kind of like, what'swhat's drawing the line on the
on on that? Maybe it's adifficult answer a different,
difficult question to answer.

So where do boundaries and accountability
kind of intersect? Is that

Eric Beels (47:21):
what you're saying? Yeah. Yeah.

So like troubleshooting

Mhmm.

For electrical. Troubleshooting but sometimes
troubleshooting can take 20minutes. Mhmm. That's it. But
sometimes it can take more than2 hours, 3 hours to figure out
what the problem is.
So on that time, when Carl, theelectrician, will say, I'm
having a hard time fixing thisor trying to figure out what the

(47:49):
problem is, it'll take you thismuch again. You know, we get
back to the contract and say, itwill take you this much because
we're having a problem. If theclient says, okay. Go figure it
out. I'm okay with the with the,with the amount you're setting
up, then we go ahead and dothat.
But he's not okay. That's whenwe stop.

Yeah. Right.

Accordingly.

So you clarify. Okay. Here's where we're at. We
either need to reset ourexpectations, or you might need
to find someone else. And atthat point, you give them the
power of whether they want to goon.
I'm assuming that probablydoesn't happen as much with you
because

Yes.

You guys are pretty good at finding issues
pretty quickly.

Or, like, for example, the wiring is, you
know, we only we only estimatedit, like, 6 feet, but the wiring
was 20 feet.

Mhmm.

Then we go back to the client. Hey. We we looked
at the measurement. On thephone, you said it was 6 feet,
but the measurement says 20feet. So we have to we redo our
proposal here.
Let me know if you want it oryou wanna go somewhere else.

And so because of your accountability, your
accountability to make sure thatall of your technicians are
licensed and actually know whatthey're doing Oh, yes.

Oh,

yes. Sometimes people can try and cut corners
and save money and hire friends.You've spoke about this in your
commercials about not hiringyour friends. What was that
little quote you have?

A handy friend can be a dangerous blend.

Eric Beels (49:27):
No. A handy friend can be a dangerous friend.

But Yes.

Eric Beels (49:31):
A, handy Friend. Friend can be a dangerous blend.
I love that.

Right. Right. Because they might try to be a
mister know it all, but theydon't know any electrical code.
So it could be

Eric Beels (49:45):
a

a fire hazard if they don't know things.

Eric Beels (49:47):
Mhmm.

So it's really best that, an electrician comes
in, especially when it comes towiring 20 feet or whatever like
that. A handyman can only do somuch feet.

Plumbing and electrical. That's where I draw
the line. I I I you definitelywant certain professionals that
are accountable in their fieldand that do know what they're
taking, measures to do becauseit could cost you your house if
electrical thing isn't doneaccurately.

Exactly.

You you don't definitely don't wanna have to
call our insurance agent. I mean

Eric Beels (50:19):
Yeah. Well, you know, another thing on, like,
the accountability aspect too isis, like, when like, you said
that the so the customer maybesaid it was 6 feet.

The phone, he said it's 6 feet, but it became
20 feet.

Eric Beels (50:34):
And and, you know, being if you're if you're really
strongly accountable, thenyou're gonna have that that
courage, I guess, to tell them,like, hey. With the risk of
losing the job potentially,like, hey. It's actually 20
feet. It's gonna cost twice asmuch than they initially
thought, whatever it is. And soyou kinda and so there there's a
certain temptation to, like, nottell them.

Mhmm. Well, there's the fight, there's the
flight, and then there's freeze.So some people fight naturally
in these situations. Some peoplewant to run away, and some
people kind of are like a deerin the headlights. They just
don't know what to do.
Right. So people responddifferently.

The best thing is to be honest. Yeah. You know,
no matter how you know? The bestthing is to be honest, really.
If if the job is 20 feet, we howwe get away with it, not not get
away, but we all say it's thismuch dollars per foot.
If you tell me it's 6 feet, thenthis is how much it would be.

(51:34):
But because it's 20 feet, it'sthis much dollars times 20 feet.

Eric Beels (51:38):
Oh, I see. So so in your in your case, you're kinda
framing it so it's slowscalable. And so I think other
people could do somethingsimilar in in their business to
kind of framing instead of,like, doing stuff, you know,
estimate by by the job havingkind of, like a formula, I
guess, of what that what thatlooks like. So that way you can

(52:01):
you so that can apply towardsyour accountability. So it's
like, no, look, this is how muchit is per

per per in

Eric Beels (52:07):
your case, it's it's per per per foot. Yeah. Other
people, you know, it's gonnadepend on your business that
that you have. So do you haveany suggestions on how someone
somebody could, like, maybe formlike, come up with something
like that? So or, like, any any

They you know, every company needs to come up
with a rate card. So that way,every technician knows how much
it is per foot. And, you know, aa per tech this technician will
have the same answer withanother technician. So, you
know, so that the customercannot fool you. Oh, this

(52:48):
technician said this.
This technician said that. No.You have to have a rate card.
And when you with your ratecard, you have to have a
certain, you know, agreed upondiscount if if you need to give
a discount.

That's Consistency within the
accountability.

Eric Beels (53:04):
That makes sense. A consistency, like, within the
organization. So that way, ifthese questions, there's no he
said, she's he he said, she saidcoming up and such because then
it avoids those those thosethose

Misapp. Misunderstandings. Mhmm.

Yeah. Yeah. Because everything else should
be communicated correctly withininternal so that the outside can
have the same thing of what youhave.

And in your case, your your electric your
technicians can't be like, well,let me look at my website really
quick. Let me pull that up.

Eric Beels (53:42):
So Or or

we can give you a 20% discount.

Card with that. It would it does make sense
certain trades to have, like,your, what you're gonna be
charging on on a card.

So you

guys have those, I'm assuming.

Yeah. And you're allowed, you know,
discount. You can't give oh, Ican give you a 25% discount when
you're not allowed to. Mhmm. Youknow?

Eric Beels (54:04):
What about, like, you know, maybe in some cases,
that might not be be be,plausible for some organ some
people's organizations. Wouldyou would you suggest like,
let's say the the technician insome organization, it's all
their organization is toocomplicated to kinda do stuff on

(54:25):
on the spot. What would yousuggest that those sec that
company has their technicians doto kinda help maintain this
accountability and consistency?

Usually, again, when the technician looks at the
job and then he makes anestimate, he doesn't give the
estimate right away. He comesback to the office, shows the
estimate to us, and then andthen say, is this estimate good?
Once it's approved, that's whenhe sends it out. If when, the

(54:57):
client says, when do we get theestimate? We'll say, you get it
by the next day or 2 days.
We should be able to send youthe estimate for you. But if
you're not sure of yourestimate, don't bring it out
because, you know, you wannamake sure you are clear with
with what you're proposing.Mhmm.

Eric Beels (55:16):
Once you show it what yeah. So what once you show
it to them, that's

That's it.

Eric Beels (55:20):
That's it. Yeah. Right?

Yeah. Yeah. You have to go with what you put out
there.

And accountability can be positive,
like a positive review after a

great Exactly.

After someone comes out and you have a great
experience with the technician,that person, they spoke to you.
They had a great experience. Thetechnician came out. They had a
great experience. Because ofyour accountability, you're more
likely to get positiveaccountability back, positive
feedback.

Yes. Exactly. Yeah. Yeah. Once we say, okay.
We're gonna be there at thiscertain time. We are there, and
we fix the problem, and and theclient just gave a review
because they were happy. That'sdelivering what you promised and
doing it above theirexpectations.

Eric Beels (56:08):
So part of that is kind of following up with that
client to to get those, though,though, the those reviews. So
that's, I guess, a way to kindof you're gonna apply these fast
responses because if if ifsomething's fresh in somebody's
mind where it's like, oh, thiswas done really well. Like, I'm
really happy with it. That's thetime when you wanna get that
review. Right?
Because they're exciting.

24 to 48 hours afterwards, I'm assuming.

Eric Beels (56:31):
Yeah. Yeah. I mean, what what what is the right
time? Was it right away? Is itafter what do you think?
Or

right time of what?

Eric Beels (56:38):
For for it's, like, to gain being accountable for
the client to get to get areview from them.

Sometimes, when the client is really happy,
they'll give you a review rightthere and there the next day or
the next hour. But sometimes,some clients take some time to
do a review. It could be 5 days,6 days. You know, it's not up to
us to give to tell her, hey. Youknow, give us a review review.
Although, you know, some peopledo that. But, when they're

(57:10):
really happy, they're they'regonna give you a review no
matter what. They will rememberyou because of you your
outstanding service.

Eric Beels (57:20):
No. That's this that's that's I think this is,
like, in a pretty fantasticepisode. I like how we can kind
of really tie all this stuffinto accountability that I
haven't really thought ofbefore. So, Regina, like so if
someone wanted to get incontact, with you either for
electrical services or to kindof maybe ask you for for

(57:43):
potential advice or somethinglike that for, to have a one to
one with with another BNI memberthat's that's interested in
hearing more from you. How wouldthey best contact you?

Of course, they can contact through BNI, but
they can also contact throughemail, regina@gselectricsd.com.
And, my phone number, it can beseen on BNI.

Perfect.

Eric Beels (58:07):
Great. Alright. Well, thanks so much day so
much, Regina. This has been afantastic episode.

Thank you so much

for having me.

Eric Beels (58:13):
If, you got value out of this, this episode, you
know somebody who is not veryaccountable, share this episode
with them. I think I think thiswould be a great episode for
them to learn from. And, youknow, I think accountability can
be a difficult thing. I thinkeveryone could kind of work on
that to some to some level. But,yeah, share it with them.

(58:36):
This is how the show grows. Thisis how, we get the the word
about this podcast out there. Soshare it with another fellow BNI
member that that you, maybe youhad a one to one with somebody
with recently and andaccountability maybe came up.
Share this episode with them,and that would really help the
show. Thanks so much forlistening.

Don't forget to log your CEU.

Eric Beels (58:57):
Yes. Don't forget to log that.

Thank you so much. Bye. Thank you for joining
us for the Business Boost Hour.My name is Crystal Pravette, and
this is Eric Buells. Thank youfor joining us, and don't forget
to document your single CEU.
See you next time.

Eric Beels (59:15):
See you in the next episode.

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