Michael Goodman (00:01:56) – Yeah, and I could be a sales guy, but he was starting a company with of computer timeshare services, and he thought I’d be a great sales guy for it. So he invited me to talk to him. I went to his office, I talked to him, and I accepted the job, but I didn’t know anything about what I was doing. I had no clue what I was doing. I didn’t know how to call people on the phone. I didn’t know how to talk to them. I didn’t know how to find the people to call them if I didn’t know anything. And so I started calling around. I started playing with the phone book and just calling, and really painfully worked my way into having some kind of language to to say to somebody when I got them on the phone. The weird thing about this, Freddie, when you call somebody on the phone, they absolutely expect you to know what you called for. And so stumbling through that doesn’t help. And so no.
Freddy D (00:02:43) – That’s that’s, that’s that’s that’s a face plant, as we would say.
Freddy D (00:02:47) – Yeah.
Michael Goodman (00:02:47) – Right. And that’s.
Freddy D (00:02:48) – Totally.
Michael Goodman (00:02:49) – And a year doing it badly. Got to where I really just couldn’t pick up the phone anymore. I hated picking up the phone and that was my job. And this was back in the day when you could actually reach people and you called them on the phone. And it was it was just painful. I didn’t like it. And I started slowing down. I wasn’t doing it so much. And and I ended up having a conversation with that guy in his office again. And he fired me from my sales shot, my first ever sales job. And because I wasn’t doing anything, and it took him about a year, year and a half to actually fire me. And that guy was my dad.
Freddy D (00:03:25) – Oh, wow.
Michael Goodman (00:03:26) – I think. Yeah. And so when you when you fail for your dad, it’s ugly. It wasn’t pretty. I hated that, and I wanted to prove that I can to be good at this. And so I’ve stayed at it, and I’ve gotten to a point where I’m pretty effective at it today.
Michael Goodman (00:03:42) – But all of it is because I failed my dad. And. And that’s how I got started.
Freddy D (00:03:47) – Okay. Wow, what a story. What a story. I mean, that’s especially, you know, failing in front of your dad as a, as a is a tough one to swallow that stays with you for a long time. So that’s definitely internal motivation to redeem yourself and and kick some butt and and you know, just look back at that as a teaching moment that transform your life in a positive way.
Michael Goodman (00:04:12) – And learn some stuff about what you’re doing and structure and whatnot.
Freddy D (00:04:16) – Yeah. So how’d you how’d you involve into doing, you know, sales coaching and sales mentoring with companies today? So.
Michael Goodman (00:04:26) – In 1999, I was the general manager and sales manager for a software training company that was here in town. I was a a corporate asset of a global company called executory. We were a franchise organization. They owned the Phoenix location. So I was responsible for Phoenix and Tucson to help grow the revenue of the company.
Michael Goodman (00:04:51) – And that was the time the.com bubble was bursting. I had worked for years to get a relationship with the local utility company, SRP. I had had I had a relationship with them, I worked forever, and we finally got that piece of business into executory, and I got a contract with them and it was great. They had had something like 300 training days a year going on, and when the dotcom bubble burst, they went down to 30 training days, not 3000 a year, 300 a month, and they went down to 30 training days a month. So I lost 90% of that business through nothing we did wrong. Right? Right. Okay. And I remember those days. Yeah. And that was the flavor of the world at the time. And here I am leading a training company as a corporate asset. And I know that the headquarters is in trouble financially. And so the writing was on the wall. I began to look at what I wanted to do. In technical education. At that time, we were putting people through Microsoft certified systems engineering training, Novell Engineering training.
Michael Goodman (00:06:00) – We were graduating people. When I first started doing that five years earlier, we had graduated people who were going from our class from a $60,000 year job where they were losing their job, reskilling into the certified engineer, and moving up to 75, $80,000 just because they had the certification and some knowledge. Wow. And I was fascinated by that. And what occurred to me late in that cycle, late in the time I was with executives, was that I was pretty skilled. I had learned sales effectively by then. My dad was no longer going to fire me if he’d hired me, and I’d learn sales management. And it occurred to me that there was no effective training ground for salespeople like there had been years earlier. Once upon a time, he’d get a job at at the copy one of the copy machine companies, and they would they would teach you sales. They had a lot of great sales training program.
Freddy D (00:06:54) – Right. I remember those days.
Michael Goodman (00:06:55) – Yep. Right. They became spin selling and some of the other major models and but nobody had a sales model, including Sandler, to take somebody who’s never been in sales before and help them learn sales.
Michael Goodman (00:07:09) – And it occurred to me, with my experience at the time, I can create a sales training academy and take kids who are going to high school and graduating and never going to go to college, teach them how to sell, and have them making $100,000 a year two years after they start, if they do the work right? No, absolutely.
Freddy D (00:07:28) – I mean, you know, the thing is, you know, you talk about kids, who’s the best salespeople in the world. It’s kids. I mean, think think about it. You know, they they’re going to the grocery, you know, to the store. And you know, they see a toy or gizmo or something that they want. And so they go up to, to mom and say, hey, mom, can I have this? And mom says, well, you know, I got to ask your dad. And so the kid goes back and spins it a little bit and says, mom says, I can have this. If you say this is okay.
Freddy D (00:07:58) – And he goes, well, I want to make sure the mom says it. And then it turns around, says, well, you know what? I’ll clean my room, I’ll take out the garbage for a week and blah, blah, blah. And they and they keep going. And no is not an answer for them. They just repackage it and they keep going and they get the sale and they get the toy or the gizmo.
Michael Goodman (00:08:16) – Somehow we forget that one would become an adult. And we we accept more no’s than we ever have to. Right? Exactly.
Freddy D (00:08:23) – Yeah, we we just we as soon as we get to know, oh, this is my head down and off we go and we don’t try again. You know, a lot of unfortunately a lot of rookie salespeople don’t try again if you could. Okay. Well I’ll just go to the next one. And that. No may not have been a firm. No. It was just that I, I’m not convinced that, you know, I’m you know, I need your stuff.
Michael Goodman (00:08:44) – Right. And they don’t know how to deal with the perception of conflict that that no means to them. Correct. I’m afraid I can’t go to Frederick and say, hey, come on. We we said that this was valuable for you. You said you liked it. Now you’re a little hesitant. Help me. I understand what’s going on. There’s no language structure for them to understand. How to reengage that conversation in a way that’s meaningful and valuable to them. Correct? Correct.
Freddy D (00:09:11) – Yep, yep. So what do you think? What do you think is some of the biggest mistakes that salespeople make?
Michael Goodman (00:09:22) – What occurs to me is I’m going to answer that question by pointing out what we’re doing here. The number one mistake salespeople make is talking too much without regard to what the agenda of the prospect is, and the number one. Yeah, I totally agree.
Freddy D (00:09:40) – Totally agree. They don’t ask questions, they start just blah blah blah. Here’s what we can do. Here’s how we can help you. Let me tell you how wonderful we are.
Freddy D (00:09:48) – We’re great. We’re wonderful. You need to buy us and all that stuff. And that person is not even listening anymore. They’re shut off, right?
Michael Goodman (00:09:54) – But, you know, it’s kind of what I’m doing here on this podcast is blah, blah, blah. So hopefully there’s some kind of interesting, engaging stuff in it. Well, we’re, we’re.
Freddy D (00:10:03) – We’re we’re sharing, we’re educating and we’re sharing information. So it’s a little bit, a little bit different. But you know what’s what’s you know, after the sale, you know, there’s a lot of people that still have like a transactional mindset that they make the sale and okay, it’s done. And then they move on to the next person and they really ignore. And this is what, you know, where where it leads to is, you know, how to create superfans. They really ignore that existing customer because, well, that was a transaction. They’re done. You know I’m on to the next one. Yeah.
Michael Goodman (00:10:38) – I got my commission, I’m done with them.
Freddy D (00:10:40) – Right. And and let’s talk about how the importance of maintaining and building that relationship with those customers to get them into superfans. So, you know, my word for super, you know, brand advocate or an advocate is I call a superfan. But, you know, in a sense, the superfan is the the rock star of The Advocate. And I think that a lot of salespeople, small business owners, entrepreneurs, and even midsize businesses don’t get it and don’t maintain that engagement with those existing customers. Yeah, yeah.
Michael Goodman (00:11:19) – Earlier you asked me, how did I get into sales consulting? And I talked about, you know, wanting to create a sales training academy, which I never ran. But I got to work for a lot of companies. They use that experience to gain consulting clients. Right. And I learned something that’s really apropos to this question you’ve just asked me. And that is a lot of times salespeople don’t feel because of the salesperson. They feel because of what executive leadership is asking them to do in the sales organization.
Michael Goodman (00:11:47) – And I don’t want to throw executives under a bus, but I will. The fact is that it depends a lot on the sales organization itself. So if they’re pushing the sales person to close that and go away, that’s the that’s up to that’s on the organization. Any you.
Speaker 3 (00:12:03) – Agree. Totally agree.
Michael Goodman (00:12:04) – Right. Okay.
Freddy D (00:12:05) – Yeah, absolutely.
Michael Goodman (00:12:06) – Any sales person worth his salt understands that his reputation in the community is more important than his reputation with the company he’s with, because he’s going to be looking for another job every couple of years according to statistic. And his. And I said he can get a new job, especially in the same industry, is going to be dependent on how well his customers are superfans. Correct. Right. So he got to operate with a degree of integrity and empowerment that goes way beyond the environment. He may or may not be or she may or may not be working in. That makes sense.
Freddy D (00:12:45) – Totally makes sense. You know, I can relate to, you know, a real short story was, you know, when I was sewing manufacturing software back in the mid 90s, early mid 90s, I had a customer that became my superfan.
Freddy D (00:13:00) – They were a tool and dye mold shop basically, and the IT manager and I became really good friends. Actually, the owner of the company became good friends. The other owner of the company that was in Sweden, and I became good friends, and we’re still friends today, and we’re talking decades later. But. I looked at when I spent time with them, it wasn’t. We’ve never got into how the software worked. You know, all the technical aspects. We looked at the where they wanted to grow as a business and how how my tool, you know, I would basically tell them, you know, there’s 3 or 4 other software products that can do the stuff. They’ll all do the job. Okay. Otherwise it wouldn’t be in business. Right. But let’s look at where do you want to be in the next few years and etc. and then how this is going to help and get there. And it was funny because when I started working with them, they were a 40 man shop.
Freddy D (00:13:57) – Four years later they were 120 man shop. They bought two businesses. But Bill Reeves was in there, and every time I needed a referral or use them as a reference, they were more than willing. And they became my superfans, which in turn helped me sell more customers, which made me the number one sales guy in a company.
Michael Goodman (00:14:19) – That’s awesome. And that’s how it works. When you’re doing your job, right? Right, right. I did it on something that I think is the critical, as the critical answer to the question you asked me earlier, how do you create superfan? And you and I know that the number one thing to do early in the conversation with the prospect is understand their needs at depth, right? You have to qualify them as are they worth spending time on. And if they have need, then it’s worth exploring. And when you explore those needs in an effective way, then really what you have are what you compare yourself to later. So if I go back and say, hey, when we.
Michael Goodman (00:14:59) – You needed this, this and this. And I think we’ve done that. Have we hit those marks for you? Then you are helping them recognize that you have produced and performed at the level they needed to you when you first started with that, right?
Freddy D (00:15:14) – Oh, absolutely.
Michael Goodman (00:15:15) – 100% of your super fandom is dependent on how well you solve the problems they actually have. That makes it.
Freddy D (00:15:24) – That’s it. And and also it’s sometimes it’s not problems. It’s business aspiration goals. Yes. So so you know you’ve got you’ve got the productivity problems that they need. But they need to get that solved so that they can grow their business. Like like this particular company that I mentioned, you know, they wanted to grow and they did grow. They grew three times their size because I understood that that was the long term game plan that the owner wanted to accomplish. And so I helped him position things in the organization that would get them there.
Michael Goodman (00:16:01) – Your analysis, your needs analysis was exactly what made that thing work for you and created the lifetime friendship, right? Yep, yep.
Michael Goodman (00:16:09) – And that’s because you listened. You heard them when they were talking, right? The only other thing you can do beyond that is to give them 10% more in some form or fashion than what they’re asking you for. And then your hero.
Freddy D (00:16:23) – But yeah, and it was one of the things that I did is and this is this is one of the techniques to build superfans is I acknowledged everybody. So when we did the we held the meeting to demonstrate the software back then. Okay. And it doesn’t matter whether it’s software or encyclopedias or whatever. The the thing is. Yes. So everybody got a thank you letter in the mail that said, thank you, Michael, for taking the time out of your busy day to participate in our meeting. Your feedback was greatly appreciated, and I’m grateful for the insight that you did. And we look forward to, you know, working with you guys in the future and everybody I made sure to get everybody’s name and everybody, you know, got a letter sent or got an email sent or a combination of both thanking them for their time, their feedback and what else.
Freddy D (00:17:18) – And what would happen is they would have a meeting afterwards to decide which vendor they wanted to go with. And everybody would turn around because I would ask, why did you pick us? And they would come back and says, well, we felt that after the sale, you would provide us with the best follow up and support and I and, and bottom line was because I sent that. Thank you. Appreciate your time. And I made sure that I hit everybody’s feedback points and that I was listening. And what I would do is I’d mark them on the market board and the conference. So I had a chance to. Okay, Michael, what’s what are you looking to get out of today’s presentation? Blah blah blah. Steve, what are you looking. Mary, what are you looking? And I write it all down, and then I just spit that all back to him and say, you know, did we address what you you wanted? Oh, yes. And it was, it was once you get the system down, it’s actually pretty easy.
Freddy D (00:18:11) – And it’s fun. You have fun doing it.
Michael Goodman (00:18:14) – I didn’t know this, but it sounds like you and I have very similar model. Once you know what they want, the presentation becomes very simple later in the conversation because it’s hitting those buttons, right. And then how you differentiate from other people. Yeah, that’s you know, that’s ridiculously powerful. And I respect that. Frederick. In a big way. Uh, there’s there’s a thing about, you know, why, why would I buy a Chevrolet from this dealership versus that dealership? And at the end of the day, in a commodity market, the person makes the difference. Personally, the humanity is the differentiator. Yep. I always want to feel like we’re loved and lovable. And when you sent out e mail to each of those, acknowledging each of them personally by name and what they listen, what they listed, which you were saying was, I hear you, I care about you, and I just want you to know I appreciate you.
Michael Goodman (00:19:05) – Come on. With nothing better than that.
Freddy D (00:19:08) – No, it’s it’s you. I just built superfans out of all those all those people in that room. And when it came down to making, you know, picking the vendor, that was it. And, you know, years later, I used the same approach when I was selling construction management software to homebuilders. This is the same approach, and I would win every sale because of that approach. And the competition had zero chance because we didn’t get into pricing. We got into strategies.
Michael Goodman (00:19:37) – Like, that’s so cool. That makes all the sense in the world. I wanted to ask if you’ve heard of a book called The Ultimate Question, and it’s the root of the Net Promoter Score, or you can play with that.
Freddy D (00:19:50) – No, I’m not familiar with that book.
Michael Goodman (00:19:52) – Okay, so Net Promoter Score is a way to rank how you’re doing with your client. And so you if you ask fundamentally on a scale of 1 to 10, where would you rank us as a vendor or provider for your company.
Michael Goodman (00:20:05) – And they give you a nine or a ten, you’re on target. You’re in the top 20%, right? Um, what six, 7 or 8? You’re, you’re they like you and you’re okay, but they’re not a net promoter of who you are. And then if you’re you’re below that, then you got a problem. You got an issue that you need to resolve right. That makes sense okay. It does. And so if your Net promoter score, I think that that that’s one of the best ways to get the feedback to know if you’re a super if they’re a super fan, is to check in with them regularly on your score. What could we have done better for you to to have gotten a higher score from you? You get the feedback you need to adjust your business to make sure you serve them. Although most people won’t say, Frederick, you need to send me thank you notes every time we do business with you. They want things like that, right? Like. Well, I don’t know that you care about us as much.
Michael Goodman (00:21:03) – Right. Or something. Exactly.
Freddy D (00:21:04) – And you know, it’s true. And in the business super fan, you know, the book creating business super fans that I wrote, I have a scorecard, you know, a scorecard. And you can go through that scorecard and, and find and score yourself from 0 to 10 and in turn put dots into it’s like a dartboard and take a look at where you’re at with the score. And most likely, most businesses will have a dilapidated will, won’t be a nice smooth wheel. And then you can start. And then there’s an action plan with the thing that they can get off of the business superfans.com website that helps them make changes to improve their score. And it could be that they, they, they don’t do a good job and follow up. And we could have a whole segment on follow up because you know, timing is everything. You don’t want to wait two hours. You want to get to somebody if they come into a web inquiry comes into you from your website to you, you’ve got minutes to respond, because otherwise they’re shopping someplace else because you and the first one that gets to them usually gets to business.
Freddy D (00:22:08) – Yes. And there’s no there’s no comparison or nothing that you called first. You’re in a job, they go with you.
Michael Goodman (00:22:16) – I have a line that I teach people. Time kills all deals, right? You don’t respond. It will say that I’m always been fascinated by the SDR. The sales development representatives in the software companies out of the Bay area will have software, if that will allow you to call the person who’s on your website right now, I think they will track back to your phone number from your your address that you’re calling in from. And so while you’re on the website, they will call you in many ways I think is creepy if they call me right then. So. It’s effective, but it’s a little weird when it happens.
Freddy D (00:22:57) – Oh, yeah, I mean, I get it. I mean, I’ve I’ve responded to leads, you know, that came in and I’ve either called them within three minutes of the lead coming in, I typically I hit the first thing I do is I hit the if they put in a URL or I look at the email and if I get the URL out of the email, yes, I go take a quick peek to the website to get a quick synopsis of what their business is, and I called them and says, oh, I understand you do this and this, and how can we help, you know, your inquiry for this? How can we help? Yeah.
Freddy D (00:23:29) – That’s it. And I just shut up. How can we help? Yeah.
Michael Goodman (00:23:33) – I use a question like, you know, when you clicked on the link and wanted more information, I want to make sure we cover that. What kinds of things do you want to know from me? Right. But either way, when they’re talking, you’re getting the information you need to progress actively. They’re not talking. You’re you’re twiddling your thumb. Yeah.
Freddy D (00:23:52) – Yeah. So let’s, let’s you know, you’ve got the salesperson, but how important is it. You know okay. The sales done. How important is the, the the post sales with the rest of the the members of the company, you know, the the employees and stuff building that relationship. Because as we all know, the sale begins after the sale. Yeah. And so to create the superfans beyond the sales person, what’s what’s the, the backhand gotta do.
Michael Goodman (00:24:25) – You know, this this is why I talked a little bit about it. Depends on the company and depends on the leadership in my mind, any leadership that’s worth it.
Michael Goodman (00:24:32) – So is stringing all of this team members that everybody’s a sales person, and we’re all here to make sure the customer is happy and taken care of. So no matter what happens, you what you have in post sale, either the sales guy becomes a project manager to make sure that the the implementation goes well, or the sales guy is sent to carry on with other people. And there are people who are designed to be the the support and implementation people, whatever it is, everybody has to be on point to make sure that customer is taken care of. Right. And every company has their own process. So once once they sign off the document, every company has their own process. Now on how to initiate and implement that transaction, including everything from how does it go through finance and accounting, how does it get to production if there’s production involved, how do we how do we serve what we sold? And and then it’s a matter of maintaining the relationship, as you are one of the brilliant speakers of if you don’t maintain the relationship, you’re toast right now okay.
Michael Goodman (00:25:38) – And so somebody has to be responsible for keeping them happy. And that’s where the sales person’s notes on the needs analysis have to be impeccable. In the database. You want to know what the biggest mistake companies make. They piss away the use of the database instead of using it as a primary tool for great lady to that customer. Right? Yeah. The original notes on the needs analysis. Somebody goes back and make sure that all of that is being covered and are we doing a good job? And do you love us? Right. And if they don’t, then deal with it right now. Fix it with the same smile you broke it with or sold it with, right? Sure.
Freddy D (00:26:18) – If you haven’t put the other the absolutely correct. And then. But the other part of the equation that needs to be incorporated is that if that company that management doesn’t take care of their employees and appreciate their employees, then you’re going to have someone that’s going to be a little bit disgruntled because they don’t feel appreciated, they feel they’re shortchanged, ignored, blah, blah, blah.
Freddy D (00:26:41) – Whatever it is, they’re not going to go all out and go the extra effort for that customer. They’re going to basically say, well, I’m just going to do my minimum because, yeah, that’s it. And so even though the sales guy may have done a great job and built a great relationship with the customer, and the flow is all set up correctly, but the missing link is the employee or employees.
Speaker 3 (00:27:09) – Yeah.
Freddy D (00:27:09) – Feel not basically are unappreciated or not even recognized for their extra efforts to solve something. They’re not going to put forth that extra effort that needs to be for a particular situation. And the whole thing starts to unravel.
Michael Goodman (00:27:27) – Yeah, yeah. I you know, I’ve been in the Phoenix area for a long, long time and for years I’ve gotten gas at circle K or QuikTrip or different places. And it is ridiculously noticeable how the difference between walking into a quick trip is and walking into a circle. K don’t mind me while I throw corporate America under a bus, but I’m going to.
Michael Goodman (00:27:50) – They are trained at a quick trip to say hello to everybody, to walk the walks in the door and create a moment entity, and most of the time they’re walking in the door after they’ve spent money on gas, right? And they’re coming in to get a snack or whatever they’re doing. You walk into a door to circle K and people won’t acknowledge you and and you’re it’s sometimes a struggle to get a cashier to help you on your agenda versus their own, whatever they might be doing. Um, and the difference in the feeling of being cared for or not cared for is pretty evident. Pretty obvious. The quick trip makes an intentional effort at creating relatedness between the store and its customers and other organizations. Does.
Freddy D (00:28:33) – Well and it goes that goes back to management. And so the management is obviously taking care of the employees and making the employees feel valued and appreciated, because you can again, if you don’t express that appreciation and gratitude, you can do all the training in the world. The employee is still going to say, okay, hello.
Freddy D (00:28:54) – You know, it’s just because they got to, but there’s not. Hello. Hey. Welcome in. You know, it’s a it’s a different mindset because they’re happy doing what they’re doing and that comes across genuinely. That’s the big difference too. Yes.
Michael Goodman (00:29:10) – One of the things I’ve taken to doing is and this came because I was doing a lot of work in organizations to help their sales teams and not being able to make an impact, recognizing that executive management is responsible for a big chunk of that. After I’m gone, I took on certification with the John Maxwell team, a huge leadership structure, organization, and if there’s a high turnover rate in companies, I almost always include leadership training as a gift or bonus for the executives. I don’t do it because I like giving it away. I do, but I but I do it because if they understand they have a role in the sales effort and what that role is, then there’s a higher and much greater likelihood of whatever work I do being successful in that thing over time.
Freddy D (00:30:02) – Though. So. Michael, how can people get Ahold of you?
Michael Goodman (00:30:07) – You know, it’s really easy to find my website Revenue kinetics.com. And you can get Ahold of me through the messaging app there. I would love it if people emailed me or called me. I will answer my if I’m not busy, I will answer my phone. If you’re a spam caller, I’m not as nice. But if you calling me because I can help you in some form or fashion, then please call me. My telephone number is (602) 509-5506 or my email address that. My name is Michael Michell. Just, you know, like like not like Mickey Mouse. And I never mind Michael at Revenue kinetics.com. Send me an email and I would love to help people I like I love this stuff.
Freddy D (00:30:56) – And what do you what do you have? What do you have for our viewers and listeners as an offer that would entice them to reach out to you and have you take a look at what’s happening in our business and and help them explode their business.
Speaker 3 (00:31:09) – Yeah.
Michael Goodman (00:31:10) – Well, first off, you should know that I do this because I love it. You got to tell me you don’t love helping salespeople. You love the light going on. You love the increase, the impact you make. And I love this stuff. So they can call me and ask questions just because they want to. When I want to, I want to, I want to incent or induce business owners to give me a call. So here’s what I’ll do. Any business owner that gives me a call, I will spend time with them. I will find them $50,000 worth of profit in their business. This goes beyond my seat. I’ll find. You know, I have to say, if they started the business yesterday may not be able to happen, right?
Freddy D (00:31:49) – And no, but you can put them in a road to where they can earn 50,000.
Speaker 3 (00:31:54) – Absolutely. Well. Right.
Michael Goodman (00:31:55) – And walk to. But when I will find any business owner $50,000 in one hour without them spending any more money on marketing or advertising, that’s already in the business, that they’re not capturing.
Michael Goodman (00:32:08) – And they and much of it can captured inside of 30 days. Wow.
Freddy D (00:32:13) – That’s amazing folks. That’s amazing. Reach out to Michael and have them take a look at your business and put 50 grand into your pocket that you didn’t know you had.
Speaker 3 (00:32:23) – Right? Exactly. Exactly.
Michael Goodman (00:32:26) – Make a phone call, doesn’t it?
Freddy D (00:32:29) – Exactly. Or an expensive one if you don’t make the phone call.
Speaker 3 (00:32:32) – There you go. So.
Freddy D (00:32:34) – All right, Michael. Well, pleasure having you on the show. And I look forward to have you on the show again, continuing our conversations about sales and and creating superfans and things that business owners can be doing. And and again, thanks so much for being on the show, Roderick.
Michael Goodman (00:32:49) – I did. Before we get out of here, I just want to say thank you for having me on the show.
Speaker 3 (00:32:54) – I appreciate it.
Michael Goodman (00:32:55) – I love your book. And as I mentioned, I think I’m on the cover somewhere. I love the work you have done, and it’s clear how much you have brought to people to make a difference in their lives.
Michael Goodman (00:33:06) – With the book powerful and there’s good material in it. So thank you for inviting me to be in your orbit and and be a partner here today.
Freddy D (00:33:15) – All right, Michael, thank you very much.
