Sales Success in Print: Traits, Tools, and Trends with Bill Farquharson

In this episode of Printing's Alive, Warren Werbitt chats with sales expert Bill Farquharson about the changing landscape of sales in the print industry. Bill highlights key traits for today's successful salespeople, like kindness and authenticity. They discuss managing ineffective salespeople, setting clear expectations, and the strategic use of LinkedIn and AI. The conversation also covers the importance of company support, understanding client needs, and the value of leadership and training. Tune in to explore how to equip sales hires with the right tools and adapt to younger generations in sales.

Episode Transcript

(00:09):
Hey, all.
We're back for another edition of Printing'sAlive, the podcast where we talk about
everything print anywhere, anytime.
Today, you know me, I'm blessed with anotherguest.
Today, we have the man of sales, the trainer,the the the guru.
We've got the, oh no, Mr.

(00:29):
Bill.
That's if you watch Saturday Night Live, but wegot Bill Farkinson here with us.
How are you
doing, Bill?
I am well.
Thank you, Warren.
What's up with you?
Oh, you know, just living the dream, living theprint world dream.
Love it.
It's great.
So, we got Bill on today because we're gonnatalk sales, and, I'm hoping to ask him some
questions to get some real answers.

(00:51):
I'm coming at it as someone who used to employa lot of salespeople, dealt with them.
I had the good, I had the bad, and I had thoseI'd, like, dragged behind my car.
But I'm sure Bill will be a little kinder thanI am.
So Bill, just give us a little low down on whatyou're up to.
You've got The Vault.
Tell us about The Vault.
I'll let you plug yourself because it's a greatthing.

(01:15):
Yeah, Bill Farquharson.
I'm a lifer.
I'm a sales guy for forty plus years.
In fact, that was funny because I thinkingabout this interview this morning, Warren, and
you gave me a, just being you, you gave me agood idea of what to write for my next column.
And it was just, it's something actually Iwanna talk about you offline, talk to you about
offline, which is basically how do you make itforty years?

(01:38):
You know, it's a lot of pivoting.
It's a lot of yes, it's a lot of no.
And I thought, wow, that's a really, causeyou've got a great backstory and I'd love to
just kinda, you know, think about as the finishline is, upon me or within reach anyway, how do
you get there?
How do you make it forty years in any industry?
But, but yeah, I've just, I've bobbed andweaved and, I've been in sales since 1982.

(02:05):
I've been in this industry, the graphic artssince 1982.
I've sold print, I've sold signage, I've soldpackaging, I've sold labels, I've sold
promotional products.
Client says, Do you sell this?
And I say, Absolutely!
And then go figure out a way to do it.
Oh, that, you know what, I'm gonna, so justsaying that just made me change up what I was

(02:28):
gonna ask and the way I was gonna ask it.
But okay, the DNA of a real print rep.
What are the traits you see in top salespeoplethat amount to like, that no training could
teach?
You can't teach personality.
You you can't, it's just there.
But the thing is that I think one of themistakes that people make, Warren is that they

(02:50):
think there's a personality type and thereisn't.
You know, if you're an introvert, you can sellvery well because not everybody wants to hear
from a Warren Warbit, a Bill Farquharson, youknow, these, hey, how's it going?
Oh la la la la la la.
And everybody thinks, well, I'm not the salestype, doesn't matter.
So I think that's one of the, it's one of the,be yourself.

(03:12):
Is this authenticity to it?
That's the thing.
You know, I know some very successful salesreps who are completely different people when
they hang up the phone and you know, you can'tfake it.
They've been successful, but you know, there'sthat lack of authenticity.
I think it's curiosity, you know, it's notjust, there's a story behind the printed piece

(03:35):
and this is the part that I think a lot ofpeople miss.
They focus on speeds and feeds and they focuson ink and toner on substrate, you know, it's
just like, who cares?
No one cares about that stuff.
They care about their issues and their problemsand that's the fun stuff.
So if I can get to know somebody and I can askthem good qualifying questions and be curious

(03:57):
about their world, then I can come up with theright solution.
I tell you what, there's nothing moresatisfying than that.
I'm sitting here and I'm shaking and my face iscovered in my because it's really, nothing has
changed, right?
Like the customers always want what thecustomers wanted, and I remember back in the

(04:17):
early days, my paper sales guys, every timethey came to the office, they brought donuts,
as if they were like, it was the entry with, ifyou didn't have donuts, you couldn't get in the
door.
Right.
You know?
Fast forward, who really needed any donuts?
It wasn't good for anybody.
But yeah, so we used to have some salespeople,and first of all, kindness and empathy is

(04:39):
definitely a good trait, whether you'reintroverted or extroverted.
You know, that's what I've always found.
Oh my God.
So just when you go into a company, right, andyou're dealing with a group of salespeople, Do
you know right away within the group who canmake, who's gonna make it and who's not gonna

(05:00):
make it?
I have a spidey sense after talking to somebodythat, you know, Malcolm Gladwell, yeah, Malcolm
Gladwell wrote a book called Blink, He talksabout thin slicing and getting a gut feeling
about someone.
So I can very quickly figure somebody out.
It's part of being a sales coach.
You know, I can identify immediately the redflags and the green flags and I can predict.

(05:24):
It's like, it's like your kids, right?
My daughters had a certain personality at twothat they still have in their thirties.
Well, salespeople have that as well.
You know, what you see at the beginning is whatyou're gonna get.
So yes, to a large extent, I can look at a, Ican meet a sales team and go, yep, yep, nope,
nope, nope.
But my other belief and experience Warren hasbeen that 50% of a sales team doesn't wanna

(05:49):
grow.
They don't want anything to do with me and Iget it and they're not rude, but you know that
it's just bouncing off their ears or they'regonna tell you anything you wanna hear just to
go away and that's 50% and I think I'm beingkind here.
So, I've been biting my tongue because I wantedto say, you think fifty's a little high or a

(06:09):
little low, right?
Because my experience was, and it'sunfortunate, but my experience was the ones who
talk the most in the sales meetings are theones who did the least, right, every time.
And I had an idea and, you know, and what I didback then is we'd have, you know, I would pay
some people to come in from different places totalk because you always need a different

(06:32):
flavor, right?
You can't learn grow within your own house allthe time without going outside to see what's
going on.
And it was really always the same people whowould sit there and talk the most, but then I
started thinking, you know what?
When you figure out the ones that don't wannagrow or don't wanna hear, you ask them, you you
advise them that they're not invited to themeeting.

(06:54):
And they're not invited to the sales meetingsimply because you know and they know that they
don't wanna be there and they're not listeningand they're taking away from other people's
time.
And from that, two things happen.
Either they step up because they don't wanna bethat person anymore and they learn to quickly
jump on the wagon, or they take the option andchoose not, but they don't, they're not really

(07:15):
around much longer after that.
Right?
It's you you have no choice.
Let me let me jump to the ownership side now.
Why do so many owners keep so many people thatshouldn't be there that when they actually do
the math, they would find out that it's notit's it's costing them for them to be there
versus the sales they think they have.

(07:36):
Oh, boy, there's a lot of different scenarioshere.
You know, it's not to say that the 50% whoaren't interested in growing, it's not to say
they're bad salespeople or they have no value,I mean to the contrary, I think you thank them
for coming to work, you don't spend money onguys like me to train them, but, you know, the
costing of the money thing, does it costing youmoney, That's something you have to examine.

(08:01):
I think a lot of, a large part of the answer ofthat in general is laziness on the owner's part
because it takes work and it's the devil youknow and there's not a lot, there's not a line
of quality salespeople there.
If there is somebody who's looking for a job,they're looking for a job for a reason.
They might come to you with baggage.
So if you hire a new rep, it's a lot of work tofind the right person and then you gotta stick

(08:25):
around and you gotta manage.
And there's a 50% chance that they're not gonnamake it a year and there's an 80% chance that
they're not gonna make it two years.
You know, that is where guys like me come in.
So
I think we hang on to salespeople, the wrongsalespeople too long, strictly because it's
less work than firing and replacing.

(08:49):
Yeah, which is, you know, which I think in thelong run from my experience is it works to your
favor if you, you know, you go through the painand you remove.
Today, especially because you have morecustomer service people that could deal with
clients because there's less need today toactually see all the clients face to face all
the time.
Yeah.
So even today, I chat with some people thathave the same scenario of people that maybe

(09:13):
shouldn't be there.
And I'm not saying anybody's not a good personor anything.
And out of the 50%, there's probably 50% thatreally should not be in the company, right?
Because they suck time, they take resources andall that other stuff.
But that's
a different, okay, so that's a differentscenario.
There's a book behind me, that one right in themiddle of that black one.

(09:33):
Yeah, no, it's not behind me.
Not all the white ones with the red on thebottom?
This one right here.
Looks like the one that, No,
not that one.
No, this one.
It's called That's six of them there.
It's called Integrity.
Yeah.
And Integrity is by Henry Cloud and he gives agreat analogy.
He says, we're all the captains of our ownmotorboat and the people behind us are either

(09:57):
water skiing or they're drowning.
And he tells a story about a VP of sales whowas just a complete jerk, but he was a huge
moneymaker.
And so Henry Cloud gets brought in as aconsultant and says, listen, this guy, you
know, I know he's making you money, but he'sdragging everybody else down and the entire
performance of everyone else is down.

(10:18):
And when they get rid of them, not only didthey replace his income, but the quality of
everybody's work cannot came up.
Well, just quickly, what I've learned is, youknow, whenever a change happens, whether it's
wanted or not wanted, there's always a littlebit of pain, but it generally turns out better
in the long run.
Right?
Yeah.

(10:38):
And I guess after, you know, all of us so manyyears, you'd think some people would just get
the hang of it and realize that rather than gointo the panic mode and the worry.
Question.
Because you've seen so much and your experienceis so vast, you know, you know, how would you
define a good salesperson today versus what asalesperson was any time before the last ten

(11:05):
years?
I think a lot of the answer there, Warren, isdependent on the work that the company or the
owner has done to prepare for the rep.
All right, I'll tell you what I'm talkingabout.
I got hired in 1982.
My job was to identify, let me get it incamera, identify the lead, qualify the lead,

(11:27):
make contact with the lead, turn them in, getan appointment, design the job, estimate the
job, enter the order, follow-up on the order,and then collect the money.
This was my job, keeping it in camera.
This was my job.

(11:47):
Okay?
So now you need skills that are vast to do allthose jobs.
That was a sales rep that you were looking forin 1982.
Today, you're not If you find that person, Idon't think you're gonna find that person.
If you find that person, he doesn't wanna sellprint.
All right.
So what you need to do as an owner or a companyis you need to take care of the front end and

(12:12):
the back end so that rep can live in themiddle.
The more time the sales rep can spend withFaceTime with the client, the more money you're
all going to make.
So help them with qualified leads, not justhere's a list, qualified leads, so the point
where you've done the research and you knowwhat the company does because that's very time

(12:33):
consuming.
So it's not just call Warren Warbit at thisnumber, but here's Warren's company, here's his
URL, here's what their problem is, here's theresearch that we've done, Here you go, tiger.
Put the ball on the tee, hand the sales rep aclub.
And then in the back end, this is important,when the job is entered, that's the last time
the sales rep touches it.

(12:55):
Now the shop owns it.
So that allows the sales rep to pick up thelead and then stop working at the sale and move
on.
And you compensate for that too.
You overcompensate because you want that rep tobring in new business And the sales rep, look
at you, you are jumping out of your chair overthere.

(13:16):
I knew this would be a hard interview.
Do you know how much therapy I've had to beable to sit here and keep my mouth shut for
like a minimum of fourteen seconds?
I have holes in my tongue from biting down.
There's 10 Canadian counselors today who aredriving BMWs based on what you've paid them
just to get this.
Wow.
Well, minimum.
They might even be driving like Maseratis.

(13:39):
But yeah, no, you know what?
It's so like bang on and it's so, I'm gonnajust jump because I guess another question I
have is there's a lot of print owners that havebeen at it such a long time.
I mean, and I, you know, I wanna say to some ofthem, so like, what do you mean you need sales
training?
You don't know how to sell?
I mean, thank God they don't because you'd beout of a job and I'd be out of helping them.

(14:03):
But the reality is I'm amazed at what I seetoday when I talk to some people, right?
Yeah.
I'm amazed, I'm amazed, you know, you talkedabout setting the rep up right.
How many companies do you go into where thecompany itself doesn't even know who they are,
yet they want their team to go out and bring inbusiness, but there's no tools, there's no

(14:28):
proper messaging.
The website is a press on the front.
It's not about the customer, right?
You know why?
I know why.
Because the owner, the guy at the top, thewoman at the top has never sold.
There's two types.
And I bet you run into this all the time.
The person at the top has been in sales.

(14:48):
They know the role, they know what it takes,they know how hard it is, they know what they
need, they know they need marketing, they knowthey need support, they know that they need to
walk in on a Friday and just say, You knowwhat?
Whatever you're going through right now isnormal.
Relax, take a breath, it's gonna be better.
Whereas the non sales rep at the top looks andsays, you know, you better sell something or
you're out of here.
I talked to a guy at a conference recently andhe said, I've had three reps in a row and they

(15:13):
haven't lasted ninety days.
After ninety days, if they haven't shown methey can sell, then they're gone.
What kind of an impact can a sales rep have inninety days?
And the guy says, Bill, what's wrong with thesepeople?
And I said, what's the common denominator?
Him.
Yes, him, exactly.
And I tell you, Warren, it was like, you know,if Warren were here, he'd probably strangle you

(15:36):
right now, dude.
Am doing some anger management because thisindustry is really frustrating me.
First of all, I think I'm one of the onlypeople out there, a promoting print, trying to
work with print companies that is a, was aprint owner of a very sizable shop doing

(16:00):
everything imaginable other under the sun thatmost have never done and have lived the highs
and the lows.
And it's one in one industry where trying toshare your experience to teach something is
like you're begging them to listen to you a lotof the time.
Like, I can go into a place and look atsomething, and one little change could change a

(16:20):
whole person's place.
And I'm not saying I'm like the god of print,but I go into one place and the guy's got a a
large format printer on one side and he's gotit on the other side of the room, and I'm
saying, well, why isn't it, you know, kitty inthe corner where you get one operator playing
with two things?
And the worst part is he has a real reason thathe thinks he's right.
Sure.
Yeah, it's crazy.

(16:42):
What are the traits of a top salesperson today?
I think the ability to pivot, the ability tounderstand the customer, you talk about
nothing's changed, this is 85 year old, theoryI'm giving you.
A guy by the name of Dale Carnegie wrote it in1937, How to Win Friends and Influence People.

(17:05):
He said, you can get what you want when youfigure out what the other guy wants and help
him to get it.
Well, here we are years later, decades laterand, you're gonna pull out that book?
No, another one.
And here we are doing the exact same thing.
What are the top salespeople doing?
They're understanding that it's not aboutprint.
It's about the client's business needs, nottheir print needs, their business needs.

(17:29):
Bill Farquharson is a sales trainer.
He has a subscription based website plug calledthe Sales Vault.
What keeps Bill up at night is finding morepeople to subscribe to the Sales Vault.
Solve that problem and you will earn mybusiness at your price.
So come ask me qualifying questions, come learnabout my business.

(17:53):
Who's your target market?
How do people find you?
What marketing have you done?
What's worked and what hasn't worked?
Why do people buy from you?
What's your differentiator?
How do people stay there?
What's your big challenge in 2025 and on and onand on and the more talking I do and the more
listening, which is another big skill that thetop salespeople have, the more listening that
the sales rep does, the better solution they'regonna come up and the fact that they're gonna

(18:17):
get it at their price.
This is not a bid.
This is selling a solution.
Yeah, so I mean, I have a little coaching bookhere that says like, you know, say less, ask
more, and change the way you lead.
And what's it all about?
It's about asking the right questions and thenzipping, right?
And you let them talk.

(18:38):
It's Don't
you think that most business books can besummarized in three sentences?
Because you just saved me hours from buying andreading that book.
Oh, by the way, I just read the cover.
I'm not going to read the inside, I know itall.
I know it all.
Boring book?
What?
I know it all.
No, but you know what?
Most of the stuff that we see, that we read,that we teach, it very basic and rudimentary,

(19:02):
right?
Be kind to people, ask them what their problemsare.
Don't tell them how great you are, right?
Salespeople, so let me, because it, so I wanna,oh my God, salespeople in LinkedIn.
Salespeople in LinkedIn, yeah.
Yeah, so what's your, so I go around and I'mactually, it's very funny.

(19:24):
I I'm asked to go to a company, and I to gospeak along with somebody else for the sales
team, and I go on the first, I go to thecompany website first to look at it, and I'm
not really happy with what I see because it's ait's a me site.
It's not about you, the client.
Then I go, I decide I'm gonna go to all, lookat all the salespeople's LinkedIn pages.

(19:45):
And then I start off looking at one or two, andI'm amazed that the salespeople do not have
their company email address in there.
They have a Gmail.
Makes me think they're looking for a job.
They don't have a phone number.
Their about is horribly written.
There's nothing there.
And I figure I'm gonna call out one of thesalespeople at the meeting.
But by the time I get through all 30 of them, Igotta call out all 30 because it's awful.

(20:09):
So I go to the meeting and I'm standing thereand I go, so you all, you you all have me here
because you wanna learn about sales.
None of yous are ready.
I don't think I wanna talk to you.
And the room's like quiet.
And I go on and I go, what have you learnedsince COVID?
I said, that's the time that LinkedIn came up.
I said, as salespeople, what do you do when youhave a prospective client?

(20:31):
You go out, you look at the company website,you go to their LinkedIn profile, you wanna see
who they are, you wanna try to pick outsomething that you could talk about, play on
something.
I said, but guess what?
You're never gonna have that opportunitybecause when they go to your LinkedIn page,
they think you're a non worker.
They think you're just a ghost for the company.

(20:51):
Why don't they get it?
There's two things that I say all day long.
One is marketing is the new sales.
The other one is we live in an Amazon world,but the marketing is a new sales piece.
This is one of the reasons why people aren'tcalling you back is exactly what you're talking
about Warren.
Somebody's going to your LinkedIn profile andthey're seeing a very poorly curated, just

(21:17):
somebody who just said, Yeah, I checked thebox.
I'm on LinkedIn.
But there's no testimonials there.
We live in an Amazon world.
We don't buy anything without seeing fourstars, five stars, testimonials.
This is the greatest thing.
You have to buy a holy cow, an air fryer, theNinja ice cream maker, this thing is
phenomenal.
Didn't know you needed it, now suddenly youread the review and you're like, wow, you have

(21:37):
to buy this.
That's what your LinkedIn profile should sayabout you.
People are reading this.
It's like picking up a book and flipping itover, you read all the things that people said
about it, they, oh, pretty good book.
What are people saying about you?
You've gotta pull in testimonials, you've gottakick out stories, case studies, this is what
I've done for other people, this is what I do.
You are building the brand and this takes time.

(22:00):
It's an investment but you have to do itbecause if no one is returning your call, I
promise you, it's not them, it's you.
They don't like what they see and they're justturning the page.
I mean, if there are salespeople that I hopeare gonna listen to this that are able to make
it through the first ten minutes, if you're notthat good, there's a lot to learn here.

(22:24):
But, right?
But the LinkedIn, I mean, AI today, I've seenpeople's abouts and they say, I'm a leader.
I do this, I do that, I do that.
First of all, anybody out there, if you wrote,I'm a leader, you're a loser.
Leaders don't write their leaders.
Leaders lead because that's what they do, andthen people just follow by example, and no one

(22:46):
says anything.
It just kinda like you go with it.
But if you take what you have and you put itinto AI and just prompt it to say, can you
polish this up so that I'm someone who servicesmy customers?
Simply, if you don't know anything about AI,watch what happens.
I've gone on to people's abouts I don't evenknow, and I've taken them and I've rewritten
them, and I use that as my lead in when I sendthem a message.

(23:11):
Hey, Jack.
Hey, Sue.
Just wanna touch base and say hello.
Came across your website or your LinkedIn page,and, you know, I think I can help you with a
few things.
I just took a moment to rewrite this and lookhow it sounds.
Let me know what you think.
Some people get back to me going, oh my God, ohmy God, that's amazing, thank you.

(23:32):
The majority do say nothing to me.
Sure.
Why?
Losers or afraid?
I can't comment on that.
Don't know why they would Why would you notrespond to Warren Warbit, dammit?
What's
wrong with I wasn't even thinking of it thatway.
When you put it that way, you're 100% right.

(23:55):
Right?
The other thing is, as a salesperson, I'm akarma guy.
In life, I'm a karma guy, right?
What goes around comes around, how you treatothers, they treat you back.
Sure.
As a sales guy, I take every phone call thatcomes my way.
Even if to say to somebody, I'm not interestedin what you're doing, I don't blow them off.
I try to put out into the universe good stuff,and crazy enough, when you take some of those

(24:17):
calls, sometimes good comes from it.
Right?
So just like attitude.
I remember being in the car once with my salesmanager, and the phone rings in the car, this
is when the early days of the phone, and a guysays, Wrong number, and I say, Wait, wait,
wait, wait.
I said, Once we're on the phone and we'rekilling time, I said, let me ask you a
question.
Is there any chance that you use any print?

(24:40):
The guy is cracking up on the phone.
He goes, I wish I did, I don't.
He goes, I've never been solicited on a wrongcall before.
So we're laughing.
We hang up.
What do you think my sales manager says to me?
Why did you waste your time?
You don't expect me to do that, do you?

(25:01):
And I just looked at him, and I just shook myhead because, I'll tell you why I got into
print.
I got into print, and I needed a job, but I gotinto print more because in print, every single,
as a professional sales guy, every singleperson you meet has some need for some form of

(25:23):
print.
Sure.
If it's not a business card, it's a brochure.
If it's not a brochure, it's a packaging.
It's something to sell this product.
It could be large format, a sticker, a label.
And I don't know why more salespeople don'twalk around thinking like that.
I get into an elevator, the door closes.
I turn around and it's a full elevator.
I'm like, oh my God, I got an audience.

(25:43):
Who needs print?
Half the elevator thinks I'm an idiot, but theother half is who I'm concerned about because
they're the ones thinking, my God, this guy haswhat it takes.
I wanna deal with somebody who's out there andwants to help others.
So it just kind of leaves me, oh my Lord, oh myLord.
Print owner question.
When you hire a salesperson, regardless ofwhere they're from, first of all, you'll

(26:07):
probably agree with me.
Anyone who tells you they're coming with a bookof business is lying.
50% lying.
Only one time in all my years have I seensomeone bring the business they said they were
gonna bring, once.
Everybody else is off by 50%.
Minimum.
Yeah.
Because today, companies don't followsalespeople today, right?

(26:28):
They've invest too much money in the company,their work with the color, the process and all
the testing.
That's my experience.
Sales company owner wants to hire asalesperson.
How long assuming that he has tools and he hasall the right stuff, how long should an owner
be giving a salesperson to get up to par tohitting the full potential of the numbers he

(26:52):
wants?
Eighteen months.
Love that.
I say twelve to eighteen.
How many paddles or touches does it take for asalesperson to get somewhere with a client?
Oh, eight to ten, twelve, 15, yeah.
Think the Sean McArdle days was eight to 10,since COVID, I think it could be 12 to 15

(27:17):
because hard to That's different name from thepast.
Yikes.
Yeah.
He was a sharp little guy.
The only sales rep who ever sold a $100,000,000worth of print three years in a row.
And I'm thinking, dude, there's no way that'strue, okay?
Because you don't go from that life to thislife without something happening in between.
There's something wrong with that story.
No, like at least Doug Galevsky says he sold a100,000,000 over his career.

(27:42):
That's a little bit, you know, so.
Let me back up to that.
Okay.
Eighteen months, I want to qualify that.
You're looking as an owner, you're asking thequestion, is my rep doing the job?
It's a very difficult question to answerbecause let's say you walk by the rep's desk
and the chair is empty.
Where's the rep?
The rep is out making calls, but the rep couldalso be hitting a bucket of balls.

(28:03):
The rep could be a Krispy Kreme, you don'tknow.
So the rep comes in and sits down and you walkby and say, what are you doing here?
You can't sell anything here.
But you need to know, this is why I tellsalespeople, over communicate with your boss,
let them know what you're doing because theydon't, unless you're putting jobs in, they
don't know.
So the first thing you have to look at as anowner is activity.

(28:26):
Warren, you just said this, what are theactions that the rep is taking?
Because if they're making a high quality, wellresearched sales call to the right target
market, applying a process with diligence,they're gonna succeed.
Everything they do is measurable.
So how many calls did you make?
Who'd you make the calls on?
What did you say?

(28:47):
These are all questions you can ask in a salesmanagement meeting.
Activities turn into opportunities.
So the first question, is my rep doing the job?
What are the activities that they're doing?
Number two, what opportunities have thoseactivities resulted in?
So now I've got this, I've got an RFQ coming upin October.
I got a client that told me to come see him inNovember.

(29:08):
I've got this other opportunity and now youknow that there's business that's gonna be had.
So, activities, opportunities, sales, that'swhere you have to look and you're gonna see
this and you're gonna see a good month and thennothing and you're gonna, you know, but you
have to understand this is not a six month, nota nine month.

(29:29):
This is not a one year.
This is gonna take time.
You have to have financial patience.
As long as those fundamentals are there, thosebasics are there and you're seeing the activity
if you're doing those four things correctly asa sales rep, success is your only result.
I see so many people lose their patience.

(29:52):
Not that they had patience to begin with, justas the salesperson is hitting seven or eight
touches.
Just shy of getting to that point, then theyjust kind of like lose it and let them go.
Sure.
Right?
The other thing is I find that there's a lot ofowners who don't offer up the proper tools that
are needed to the salespeople to go out topromote what they do.

(30:17):
What I used to like to do, I don't know ifthat's a sentence, but what I used to do is we
were used to produce a lot of good samples ofwhat we did, and I would suggest to the people
to go out and go visit people, but don't askthem if they have something to quote.
Don't talk about their jobs.
Just talk about what we've done.
Talk about wanting to show them what we'vedone.

(30:38):
Talk about wanting to keep them in the loop ofwho we are.
Talk about like Johnny Appleseed.
You're just planting the seeds.
We're a non pressure company.
Right?
Because that's what they remember, and that'swhat they see.
When you start calling your customers everyweek asking if they have something to quote,
you become an order taker.
You're not a salesperson anymore.
There were two things that I used to bring outon sales calls.

(31:00):
One was a pad of paper and a pen, right?
The second thing was a book of samples, justlike you're talking about, Warren, that they
had, acetate on three ring binder and I had allkinds of samples and I'd say, Oh, let me tell
you the story of this piece.
Let me tell you the story of this piece.
Let me tell you the story of this piece.
And that's how I made sales.

(31:21):
It wasn't about the speeds and feeds of theequipment, okay?
I wanna build that brand that I'm gonna solvethe problem and earn the order.
Yeah, so you say speeds and feeds, I mean, werethe days when it was all about the equipment,
when an agency would say to you, oh, if youdon't have two forty inches presses, we can't
use you because one goes down, what do we do?

(31:41):
I mean, that was a pretty stupid thing backthen, but we all bought into it.
Today, customers don't care for the most partwhat you're running, Right?
Today, most of the equipment, if not all theequipment, produces nice work.
So it's not about that even.
So you can't even talk about that.
You have to find out, like you say, what thesolutions are and what the needs are.

(32:06):
How many companies do you deal with that do saydirect mail but have never done direct mail for
themselves on a regular basis?
Oh, that's the shoemaker whose kids have noshoes.
That's very common.
Salespeople, print salespeople talk aboutmarketing but they don't market.
It's very frustrating.

(32:27):
So So, yeah, I I think the majority, majority,overwhelming majority of peep of, in whatever
whatever they're selling, they're very poor atmarketing, which is, you know, to meet a
marketing person who's working at a printcompany is very rare.
When I, back in '19, back in, oh my God, Iwon't date myself, but back in 02/2007, I had

(32:48):
an actual dedicated marketing person in thecompany.
Yeah.
For five or six years or seven years, and thenwe had someone outside.
So what I recommend to all owners is that theydo their own direct mail campaign.
They do it for twelve months.
The printing part of it is is free because youcan use paper leftover.

(33:09):
You can ask a supplier to assist you, but neverask your suppliers to do stuff for free.
Ask for costs, so at least they cover theirsand they're not mad at you after.
But you you take it, you do a project, you hookup with a graphic artist or someone you're
dealing with, an agency.
They could do a twelve month messaging.
If you do that and you pick a thousandaddresses within three miles of your operation,

(33:30):
constantly mailing every month, hey, you'regonna pick up a ton of leads.
Because most people, when they're ordering,they're ordering from Staples.
That just tells me they have no idea aboutprint to begin with, right?
And then with all of that, you're now settingyourself up to help your, to assist your
salespeople with leads that have come in on aregular basis not far.

(33:52):
If you're bringing new people in, you're givingthem something to do right away.
But for the 25 or 30 or $35, if you wanna gocrazy for the twelve months, including your
postage, it's half the price of having a repthe first year.
So I suggest they do that and get it going andthen bring somebody in and then feed your team.
And like I asked the question because peoplearen't doing it and it's so simple.

(34:16):
Not, oh, and the best part of it is, you thenmake your own case study with your own results
from the money you've spent that you now get totalk to your customers about.
Now you know about direct mail, now you'regiving the feedback, you're giving actual
numbers.
One of most, effective and fun pieces I everput together with a client was a job that, we,

(34:39):
it was a number 10 envelope, and on the outsideit said, Print is dead.
And when you open it up, the label, the, theletter said, and yet here you are reading this
message.
And it was very effective.
This proves that your print is
not dead.
Your inbox is filled, your mailbox is empty.
Go where they, you know, if everybody else goesleft, go right.
Be different.

(34:59):
Use print.
I like that because when you said print isdead, I was about to jump on top of you.
Because
it's an immediate reaction I have with people,and then I beat them up, and then like maybe I
let them talk if they could still breathebecause print is really everywhere, everywhere
around, you know?
Do the owners that you deal with ever go withtheir reps to visit customers?

(35:25):
The smart ones do.
Yeah.
You it's, you wanna own the relationship ifyou're the owner.
That sales rep leaves, who owns therelationship?
That's why I think this new model I was talkingabout where when the job gets entered, that's
the last that the sales rep sees of it.
This helps everyone.
You know, there's that, I'm not sure where thenon compete, contract issue is right now.

(35:52):
I've done a lot of expert witness, work onthat, but it's always about the relationship.
The sales rep owned the relationship, thereforethe client went with the sales rep and you
wanna go on those calls and you'll hear thingsin that conversation that you can't get
anywhere else.
What's the biggest question we ask ourselves asowners?

(36:13):
Where should I go in the future?
Who has the answer?
Your vendor?
Nope.
Trade show?
Maybe.
Probably nope.
Your customer has the answer to that.
So only by going to that meeting and saying,where are you going in the next year?
That's how you know where to take your company.
You wanna get their first set up shop and say,well, here we are.

(36:35):
You know, you said you wanted to do this, nowwe can.
Yeah.
So I had a different spin on it, but yours isabsolutely correct.
I was coming at it from, I had salespeople andI'd say to them, hey, can you make some
appointments with your customers?
I wanna go with you.
I wanna say hello.
And half of them would do it right away, andthe other half would stall and stall and stall.

(37:01):
And I'd say to them, I don't think youunderstand what I'm asking you.
I'm asking you to make a call.
If you don't make the call, I'm making thecall, but you're not coming with me because I
don't need to take you.
I, you know, and I said, by the way, I said,the customer is not yours.
It's ours.
We own the receivable.

(37:21):
Right?
So just to let them know what the way it is.
So I would go with them.
And the first thing I would find out with theones that didn't want me to go is they weren't
selling all of our services.
The customer didn't even know half the servicesthat we were offering, right?
And I would say to the customer, you know,here's my card, anything, give me a call.

(37:44):
You know, Jack, you're gonna look at things alittle differently now and you're gonna let
them know what we're up to, because as anowner, you get to say things to a customer that
a salesperson can't. And
And they hear things differently because youare the owner, right?
So that always worked well.
And then when I would, and then the reps thatwould sign up and take me right away, it's

(38:05):
because they understood that I added value tothe conversation.
They understand that the client was happy toknow that the person servicing them is happy to
bring the owner of the company because he wantsthem to meet, he wants them to see, and he
wants, you know, full disclosure or open doors.
It used to make me crazy because the ownercould help that salesperson increase the sales.

(38:28):
But more importantly, it's what you said, it'sknowing the customer that you could pick up the
phone after.
And not only that, I would try and phone ownersof companies that salespeople were at.
To say owner to own, actually inside of mybusiness card and on the wall it says owner to
owner is a different kind of conversation.
I also think one of the best things you couldfind out Warren is why do you buy from us?

(38:51):
Who are we in your eyes?
You know, you talked about AI, one of thecoolest things I've ever seen AI do is
NotebookLM.
This is a Google, product, it's free andthere's lots of uses for it.
You can take a huge contract and you can loadit in and then you can ask questions like a big
automobile contract.
Am I covered when I rent a car?

(39:13):
Right.
So I put in the URL of the Sales Vault,salesvault.pro and I hit audio sample and three
minutes later, a fifteen minute podcast cameout between two people who don't exist talking
about my company and explaining it better thanI can.
And I'm listening to this thing on speaker andmy wife, Alison, is my web designer and partner

(39:37):
in this comes out of her office saying, Whatare you listening to?
Did you spend money on something?
It blew me away but it gave me a sense ofunderstanding who we are, this is how we are
presenting ourselves.
So you're having that conversation with aclient saying, why do you buy from us?
And it probably is not why you think it is.

(40:01):
That was huge.
I've had that revelation over and over.
The Sales Vault has been in existence now forfive years.
I thought it was live Zoom events that had arecorded backup.
So it was content, it was backing up the live.
What I found was that 80% of the people in thevault are actually listening to the content in
arrears.
They're not showing up live, but they'reconsuming the content four to five times as

(40:25):
many people who show up, listen to itafterward.
So I just had to describe my company the exactopposite way.
It took me a year to figure that out and it wasone of my daughters who said, Dad, you should
call up some clients.
You're effectively running a startup.
And she had me read a book called The LeanStartup and she said, Go figure out who you are
in the eyes of the clients.

(40:46):
And it was mind blowing as was the Notebook LM.
I saw you reflected.
Have you heard that thing or seen that?
Yeah, no.
So I just came back from Imagine AI, an AIconference which I'm a founding member of.
Yeah.
And it's it was our third one, and five hundredpeople were there.
And actually, was gonna encourage everyone togo onto the website.
You could actually join if you want all thecontent to see, and these were all the people

(41:07):
that are creating stuff.
So and and then we had some wicked speakersfrom, like, Microsoft and Starbucks when they
did the digital transformation and how they'reusing everything.
And it's really amazing.
There's Alex Northstar who teaches you how tosave an hour or two out of your day just using
AI leaving it on the screen and you, I mean, soyou're a salesperson, number one, if you're a

(41:29):
salesperson, would you recommend that theyspend the $20 to sign up for ChatGPT?
To the point where if you don't, you're anidiot.
And that's the strongest language I'll use, Mr.
F bomb.
Good for you because I had a whole other thingI was gonna say.
I don't understand it.

(41:50):
This is an investment.
Now listen, we are recording this seven monthsafter I started using AI.
Okay.
I'll be 65 this year.
So you're talking to a legacy sales rep.
I had been on ChatGPT twice when my daughterEmma called me and said, Dad, she's an AI
expert.
She has her PhD from Cornell.

(42:11):
She's wicked smart.
And, she has my personality and my knowledge ofall things MoneyPython, Godzilla.
But she's better looking.
She's a lot better.
I tell you what, they all are.
They all are.
These these are the girls.
See, I don't know where they got the good looksbut it wasn't for me.
Emma Talk
to the postman.
There's Emma.
So, yeah, right?
So Emma says, dad, I'm gonna bring AI to yourcompany and I said, great and she has and it's

(42:33):
been absolutely phenomenal what she's doing.
I, but I still thought to myself, it's not forme.
It's not for me.
Here we are seven months later, and it's a partof my daily regimen.
You know, I mean, it's incredible.
I, as a writer, I am in my monthly column, I'mnot having AI write it, but the ideas that I'm
getting, because I'll say, Oh, this is a reallygood idea.

(42:54):
And I'll throw it into JATTPT and it'll come upwith some other ways to round out the story.
I'm using it like the Notebook LM and some ofthe other, the time management and the lead
generation and the OMG applications that aremind boggling, but it's an investment of time.

(43:16):
This is something you have to chip away at.
My column a few months ago, Warren, was calledThe Tsunami of AI.
And I said, there's drinking from a fire hoseand then there's AI.
In AI, you have to stand on the beach, openyour mouth and you're gonna get hit by a wave
and you're gonna get knocked over and you haveto get up and open your mouth again and get
knocked over again and again and again andagain, and you have to keep getting up because

(43:39):
unless you are 64, 65 years old and the end isin sight for you, the finish line is in sight
for you, AI is going to affect every part ofyour life.
So why not learn how to do a better job of leadgen?
Why not come up with a custom GPT and put thehours that it takes to make that happen so that

(43:59):
GPT can speak from your perspective?
Why not sit and watch these thousands ofvideos, one, two minutes, thirty seconds to
learn what can be done?
And then wherever you are, whatever yourbiggest sales challenge is, that's where you
start AI.
Go solve that problem.
It's like the Japanese proverb, if you have toplant 10 trees, don't dig 10 holes.

(44:22):
Plant one tree from start to finish and thenmove on.
Well, master one aspect of AI and then move on.
Yeah, so I'm gonna recommend to anybody who'swatching this, go on to my channel, look up the
podcast with Al Kenical of Kenical Group.
I joke that he's old because he's, you know,crossed the half.
He's a little older than you, but he hasembraced AI.

(44:46):
He is doing things, he says, for his kids andhis company.
And and both his kids are in the business, andthey're using it.
And Casey's figured out how to have it, youknow, respond to all of her emails.
Now she gets back.
She has to press send, but she gets to readthem first, but they're all done.
All the time saved there.
I think today with the AI for $20, it's twoless coffees if you're a coffee drinker, two

(45:12):
less Red Bulls, it's two less of everything,and it's a game changer.
Right?
Simple simple things.
If you have to write an email to a customerfirst of all, you're an expert in something and
you use AI, it makes you even better.
Right?
It makes you look better.
If you're not an expert, it gives you a goodstart to being better.
And then you could even teach the AI how totalk like you, if you like how you talk and

(45:35):
write.
But I've used it for email to get a pointacross.
Because I sit there, I mean, I got a littleADHD and a few other issues, but I could sit
there and go, oh my God, oh my God, oh my God.
Where now I'll just, I'll use the voice and Italk into it and I tell it what I'm thinking
and what I wanna do.
And then boom, I'm off to the races because Ihave my body to start with.

(45:55):
And then I fine tune it and I might use anotherchat to check that one and then send it off.
And I look professional and I take out theemotion and you can get your point across,
right?
For leads, crazy things.
I had a point, I had to get a podcast withthree people, three different parts of the
world.
They all send me back their availability andtheir local times, and I'm going, uh-oh, we're

(46:19):
gonna have a problem.
I'm gonna take out an Excel sheet.
I'm gonna put the times down.
I go, stop, twenty twenty five, copy paste alltheir emails into chat, prompted to tell me
what times are common amongst all of them.
It comes back to me with the common time, evenfrom their zones, three seconds, have it
prompted to do the email.
Then I prompted again to make it shorterbecause they're executives who don't read, sent

(46:43):
it off.
All of that in eight minutes.
It'd probably be six hours of figuring out thetime and the time changes and the day savings,
right?
Charts, anything.
If you're salespeople, it'll give you greatideas.
It's your friend.
Did you know that 50% of the people that usethe voice are using it as a companion for

(47:04):
conversation?
Maybe 82% of all statistics are made up on thespot?
Maybe, maybe I made that up.
No, but
I just came I just made that up, so.
That just came back from the AI conference.
Last week I'm in the car with Gemini, my newfriend, and I ask a phishing question.
No, but this is what happened.
I ask a phishing question and it comes back andit says something, and then it ends it with a

(47:27):
question to me.
Half hour later, I get to where I'm going andI'm like, oh my God, right?
The questions it was asking me, I was like, ohmy, those are good questions.
So if you're someone who's not great atsomething, it's a great tool.
And we have to talk about it more as a tool,not just as a, you know, AI, but you could sit

(47:51):
down there if you're on your own and use it tohelp you.
So Warren, let me ask you a question.
Here we are three quarters of an hour into thisinterview.
Yeah.
And let's assume somebody is still listening.
They've gone this far into the podcast.
All my people listen to all of them and theylisten to it live.
People just record
it.
Right.
And Santa Claus is real, right.

(48:13):
For you too.
But what, so what can we say to somebody who'sbeen hanging on this long that's gonna be of
interest to them?
Well, I think we've let people know that a lotof what we spoke about is the same stuff.
The good salespeople have it in them and theykind of know what to do when they pick it up

(48:36):
and they need a little bit of help sometimes indirection.
But to the other salespeople out there, I'mgonna just simply say you have to ask for help.
You have to know where you are and either yoursales manager, your boss, call me, call Bill,
right?
But ask for help.
If you don't ask for help, then if you're notgonna excel, look for another job.

(49:01):
If you're an owner, you better call Bill andme.
But you gotta look out for your reps to givethem the opportunity, give them the runway to
make it happen because you as the owner, youwant everyone running the same way as you doing
what needs to be done for you personallybecause as an owner, it's all about the profit
at the end of the day.

(49:21):
Doesn't matter what you say.
But after the profit, you wanna have a goodculture, you wanna have a good place and you
wanna have great people and it to be like yoursecond home and everyone else's second home.
Sure.
So it's about asking for help if you don'tknow.
That's what 2025 is.
Because things are moving rapid speed.
Owners are, the good are the good, others needsome help and even the owners are stuck.

(49:48):
Right?
It's, I don't know.
What do you think are the biggest issues thatpeople could get help with
easily?
Making contact with with people.
It's harder than ever.
Harder than ever.
Technology is keeping us apart.
The the young buyer, I mean, my my targetmarket when I was in my twenties were people in
their twenties.
Now I'm in my 60s.

(50:08):
People in my 20s say, sir, you know, they don'twanna deal with me and they don't wanna talk to
me, they don't wanna talk.
My three daughters are phenomenally outgoing.
They hate talking on the phone, You know, I canbarely get them, I got two that live in
England, I can barely get them on a FaceTimecall.
So, you know, how you connect with someone?

(50:30):
How do you build the relationship?
It's the same, the fundamentals are the same,the medium, the methods are different.
So heaven forbid, the worst phone call I get,Warren, is when somebody calls me, it usually
comes in late at night and say, Hey, Bill,listen, I've been reading your stuff for a long
time and I'm sorry to bother you at night, butI just lost my biggest account.

(50:51):
I'm 55 years old.
I just lost 3040% of my business.
I am in so much trouble because I haven'tprospected for years.
And this breaks my heart every time.
It's like, Alright, dude, lie down, I'll coveryou with dirt.
If you haven't been prospecting, what That'swhat Warren would say, not me, of course.

(51:12):
I give him the shovel.
Bury the shovel.
Hit him with a shovel.
Boom, here, here you go.
Let me help you out.
But that's a challenge, you know, to keep goingif you're already successful.
But those calls, making the profitable call,those fundamentals for the veteran sales rep
building that relationship, we have to adjust.

(51:35):
It's not the same as it was.
For the new sales rep, the big challenges aregetting trained because primarily you're gonna
get a pat on the back, you're gonna get a setof business cards and a go get them tiger.
Out the door.
So rot's a rock, you know, that's why the salesvault is priced the way it is, so it's no

(52:00):
brainer.
But you know, deal with a lot of youngsalespeople trying to let them know that what
they're going through is normal.
Because you think to yourself, everybody elseis successful except for me and like, and
seventy percent of everybody else suffers fromimposter syndrome.
Why would anybody listen to Billy Farquharson?
Oh my God, 30% I
I that same question.

(52:20):
Yeah, why would everybody listen to BillFarquharson?
Yeah.
No, it's, I think for the companies, I thinkthe owners, I think it starts with the top.
I think it starts always with the ownership andhow they lead their company and what they do.
If they're not leading it properly wherethey're bringing in the salespeople and they're
engaging with them and they have tools forthem, then they're just bringing them in to set

(52:42):
them up to fail.
Because nobody's taking a job where they don'twanna succeed at.
Right?
Yeah.
One company I was talking to, and I'm hoping tohave the guy on my podcast, he brings someone
in regardless of what they do.
They spend two weeks working in just aboutevery department.
Yeah.
That's smart.
Right?
Every department.
Some people have gone on, he said, to become$2,000,000 salespeople.

(53:04):
You know?
I had one fella actually, who started with meon the back of a, running a two color 26 inches
press when he was 25.
He came from cleaning floors or sweeping, Idon't know, playing with fire hoses.
And fast forward, he was a pressman on a twocolor 26 inches, a feeder on a twenty twenty
nine, then he ran it, then the 40, and thenactually left the company because he wanted too

(53:27):
much money on the press.
Came back, was a pressman, and then said, Iwanna do better.
Went into sales, took a cut in pay, and then hewas selling within a couple of years
$2,000,000.
But I noticed him, and I was there to supporthim in every way.
Right?
So I think I think a lot of it is ownership andknowing who your people are, having the tools

(53:49):
for them, and then assisting them and notletting them, you you don't give them a life
preserver and say, Hey, go swimming.
Oh, I was listening to my favorite podcast.
It's the number one business podcast.
It's called Acquired.
And they do a deep dive, like three, four hourpodcast research on companies, IKEA and Sony
and, Microsoft and these big companies.

(54:11):
Well, did Hermes and I'd never really thoughtabout it.
I never thought about spending $12,000 on
a handbag.
I was gonna say, you shouldn't tell your wifeyou're watching that stuff or anybody, right?
But they're fifth generation families, butevery single one of them started as a tradesman
for the company.
They spent two years learning how to create andmake bags like everybody else and it's just

(54:35):
like, you know, now you've got the respect ofthe workers and you know how hard it is.
So, it's very, very important I think to gothrough that.
Sales reps don't exactly get along withproduction.
And why not?
There's no reason they shouldn't.
I know a lot of production people who have goneinto sales saying, how tough can that be?

(54:58):
Well, I just don't understand why everybodydoesn't just work together, Because if you
spend two, if the owner makes everyone spend aweek in every place, then you understand.
And even production, you know, a simple job isnot so simple, right?
If you got the print, the prepress, the print,the finishing, the embellishing, the folding

(55:18):
out the door, that's not three days anymore.
Right.
You know, of the things you can do, if you're asales rep listening to this and you did not go
through that kind of training, then spend anhour out back now.
Just go to the production manager and say,listen, I'm gonna come back 03:00 every Friday
afternoon, put me to work.
I wanna learn, I wanna help.
I tell you what, they will, you think, youdon't think your jobs are gonna get a priority

(55:42):
going through that?
Do the same thing with customer service.
You know, just go help out and learn what theydo, learn their part of the world.
There was a guy, that, was an indigo operatornamed Sean Fitzgerald, and I always credit Sean
with this.
I was working with him.
He was an indigo operator, then he goes intosales and he said, you know, we were talking

(56:04):
about the job of sales after a couple of monthsand I said, Sean, you've been at it now for a
little while and you came into this with one ofthose, I can do this, you know, how tough can
it be?
Describe the job of sales to me.
Oh, it's tough.
He said, Oh, he nailed it.
He said, We help our customers find theircustomers.
That's a mic drop.
That's it.

(56:24):
That's print sales.
We help our customers find their customers.
Do that, you've got a hell of a career ahead ofyou.
You know, the other thing I
used to do, I forgot to say it before, is whenI would go visit a customer and it was a
manufacturing operation, I would always, alwaysask them if they would give me a tour of how
things are done because I like the YouTubechannel, how'd you make that?

(56:46):
Oh
yeah.
And then depending on who you're with, theytake you through, you're excited, they're
excited, All of a sudden, you're askingquestions, they're answering, you get to the
end of the line, and you've now had that extratwenty minutes, half an hour with them.
You've seen more, you have more thought, youget to ask questions on how you could

(57:08):
potentially help something in the line or atthe end.
Most people aren't asking.
Right.
They're not showing, I guess, you you gottashow interest first.
Sure.
So wow.
Anyways, we could go on.
We are gonna do this again and go on and on andon.
I think if you're a salesperson that you shouldbe listening to these calls because if nothing

(57:30):
else, you could pick something up but justcould sit in your head for one second.
And and even when I go to a trade show, all I'mlooking to do is walk away with one thing.
If it's too, it's too hard, too heavy to carry.
So one message at a time, take it, use it andmake it work.
Before we go, any final words?
You wanna plug the vault one more time?

(57:53):
You know what?
It's there for you and I'm there for you tohelp.
I think my final thought is gonna be this.
If you don't love what you do, quit.
It's one
of the
best pieces of advice I ever got.
My older brother, Andy, who's the best salesmanI've ever met in my life and he worked for a
$26,000,000 label company and sold 23,000,000of the 26,000,000.

(58:14):
He was a stud and I always looked up to him andit was there was no doubt what I was gonna do
with my life having seen how much fun he washaving, how much fun he was having.
Again, I'm gonna be 65 in October, I cannotimagine not doing what I'm doing.
It is so much fun every day.
You know, you can't see this, but I've got apair of swim trunks on right now.

(58:38):
And I don't wanna see them, but yeah.
No, you don't.
Because you're going to the pool out I shouldgo out
are pretty slick.
These are pretty nice, but you earn the right.
Yesterday, my granddaughter was over here.
She's 11 old today, as a matter of fact.
My grandson's coming this afternoon.
He's three and a half.
You earn the right to make your time, make yourhours.

(58:58):
You're solving problems with customers.
When a client calls me up and says, Bill, youknow what?
You probably don't remember me.
You helped me years ago and now I'm crushing itand I still use the things that you talked
about.
Exactly, that's like, wow, that validates, thatmakes it worth it.
If you're not having fun, quit, go findsomething that you can't wait to do.

(59:21):
You know, it's like when I went to 2013, I tookmy motorcycle from Boston to San Francisco.
I stayed with clients at their home.
I went to their church.
I trained their salespeople.
We had breakfast together.
I would get on the bike and keep riding.
It was six weeks, five thousand six hundredmiles, had so much fun doing it.

(59:41):
It Bluetooth in my helmet, I could just makecalls and receive them and you know, can't when
are you gonna do that?
When else are you gonna do that?
So the job of sales, I don't understand whyeverybody doesn't do it.
It's crazy hard.
It's like it says at the bottom of my salesrep, if wasn't hard, everyone would do it.
The hard is what makes it great.

(01:00:02):
But if that's not doing it for you, that'sfine.
Want We'll
find something that does.
I want clients who fish because I like to fishwith my clients after.
And I tell people, know, when you hire me, Icome down for a couple days, you know, I'll
bill you the two days, but the third day let'sgo fishing.
But I promise you on the third day, we'll getmore done and talk about more on that boat

(01:00:24):
fishing than we did in two days stuck in youroffice.
Couldn't do it.
Know what my theory on a boat is?
How long do I have to be on this boat?
Well, you haven't fished with me.
I don't know.
It just doesn't do it for me.
And I belong to the Duxbury Yacht Club, know,we were right on the water.
I just, I can't stand it.
Yeah, well, I'm fishing.
I'm not sitting there.

(01:00:44):
And then, you know, the other thing is I'll endit like with this, you know, you said, you
know, if you don't love it, get out of it.
If you do love it, it's not that hard to do.
It really it's not that hard to do.
And then it just falls and it, you know, flowswith you.
So and that goes for anything, your job or yourhobby.

(01:01:05):
Right?
Anyways, we're gonna end it on that.
Bill, oh, so grateful and thank you to have youcome on and share your wealth of experience.
We'll wish you a happy sixty fifth early incase we don't speak to you before then.
Think you're about to get a whole new set ofdiscounts.
It's just the guy in the mirror is gonna be 65.

(01:01:26):
Yeah, but it's what's in here.
And last thing I'm gonna say is, because I tryto do this, hang around your kids.
Hang around your kids, talk to them.
Hang around with some of their friends even.
Start to hear the lingo, hear what they'redoing, hear what they're saying.
The old adage of what our parents used to sayto us, we can't say the same things back.

(01:01:46):
It's a new world.
Right?
And and if you know it, and then you could pickup a little bit of the lingo and you use it, oh
my god, they'll welcome you in even quicker.
Everybody, thank you for listening.
Anyone who wants to talk print, reach out tome.
We'll talk about anything print.
You know me, I love print.
Thanks for stopping in and please subscribe atany of the places where the podcast is shown,

(01:02:10):
Apple, YouTube, Spotify, iHeart, just to name afew.
See you in the next episode.
Thanks Mr.
Thanks Thanks Warren.