630: Marcus Sheridan - How To Build Trust, Drive Sales, and Earn Endless Customers

26:54Let's see if we can figure this out together. and then I'd ask you a series of questions. And then at the end, you would say something like this. You know what? I know exactly what we should do. And I would say, okay, go ahead. What do you think? Well, I think we should do, by the way, they're having the light bulb. They're having the ha. And as soon as they say that, I'm going to say as a leader, you know what, Ryan? You're right. And that's exactly what I would have said too. Well done. You see, that's why every conversation essentially ends in those two words. the more you can induce those around you to offer incredible solutions to their own problems, the better you become as someone that develops those around you.

27:38And you become an incredible, extraordinary mentor to those that you touch personally and professionally in your life. But you have to let go of this urge to be the hero. Yeah. I feel like when I do the exercise guys are like my favorite bosses, favorite teachers, favorite mentors in my life. What they really were, were the people who were most curious and interested and cared about me. And they knew that I had to have ownership over the solution or the response, not them. Because if I had ownership, there was a higher likelihood that I will follow through and actually do the thing. And so their job, they view it.

28:12I try to do this. I'm sure you try to do this as a mentor now is don't just give the answer, right? Be curious, ask questions, help them come up with the solution and the answer themselves. And I think the same way, that could happen in the sales process too. Oh, 100%, 100%. We call these people pathfinders. And I actually have, because I'm so passionate about it. I have a company that does what we're talking about right now. It's called the Question First Group. And our mission is to develop pathfinders. No, it's literally called. I know. I love that. Like there is your work in business gets weaved into everything, but like it's, it's, it works though.

28:55Anyway, go ahead. Sorry. It's, it's, you know, these are my like passion areas of my life. Yeah. And so, so I just, I just, in the type that I just like, I'm very mission driven and, you know, I like see these patterns around me and then I start getting interested in them. And then I believe this is going to solve problems in the world. And our mission is to create Pathfinders all over the world. Now, what is a Pathfinder? A Pathfinder is someone that is obsessed with asking the perfect question or series of questions to stimulate such thought in the mind of their audience that it creates new paths of thoughts.

29:32Because originally, historically speaking, the Pathfinder was the person that would go ahead of the discoverers. Literally, like was the first one. in and they would find new uncharted paths or ways that they could make their journey. And they would report back to the discoverer and then that person would go on and do great things in terms of discovery. And so that's why we call them pathfinders. And so when you become an extraordinary leader, you're a pathfinder. Problem is most leaders are, there's these three other essentially communication avatars. First one is the instructor. Most people, somebody comes to them with a problem.

30:12They say, oh yeah, I've been there before. Let me help you out. And they tell them exactly, like, here's a step-by-step what you should do. Do you understand? Here's what I would do if I was you. And so it's like very helpful in that regard, but they're still telling them exactly what to do. So it's not curious. They're not asking a lot of questions. They're just saying, here's what life has taught me. And it's nice and it feels very mentory, but the problem is there's not a lot of growth. Now, there's another avatar, if you will, which is the person that doesn't ask questions. And the answer is for personal gain.

30:45It's all about them. We call this person the dictator. They're using control and command just to say, here's exactly what you need to do. Right. And you can actually have somewhat of a successful company with that. But the problem is once you're gone, boom, like everything else just goes with you. You don't develop anybody around you because it's always command, control, command, control. You're constantly the one coming up with the solutions. There is another persona in terms of the way we communicate. And this person is very good at asking questions, but the way they ask the questions essentially manipulates the person to do what they think they should do.

31:19This is called the attorney, the lawyer. This person is using manipulative insincerity. They're taking them where they want to go. So even though they're asking these questions, they're not actually helping them grow. And the person, and I've seen CEOs like this. I've seen CEOs sit down with people and this is like a bunch of times. And the person, they ask the person a question and the person's like, I don't know about that. And then they'll ask a series of questions like, yeah, but have you considered this? And what about this? And They're only trying to get them, that person, to do what they think they should be doing.

31:59That's not helpful. And it's not coming from a place of truth and love. Now, I'm a little bit off track here because I'm so passionate about this. I'm just like a wild man talking about communication. But the bottom line is, it's not our job to give the answers. It is our job to ask the perfect questions. And if you do that, you will change lives. Can I ask you one more weird question before we get back to endless customers? Yeah, please. So you've used my name multiple times throughout our conversation, both my last name, which nobody does on this podcast, and my first name. And every time you do it, I fall in love a little bit more.

32:36It works on me too. Now, I know they teach you this in sales school. I know sales reps are taught to use the other person's name because it's the most beautiful sound to their ears to hear somebody saying your name. and I know but when you do it I feel like it's natural though or are you just that good at it like I have to bring this up because sales people use this and I can feel it when it's like icky when it doesn't feel good I'm like ah this is a tool like this is they're trying to manipulate me it's not working when you do it though I'm like ah I kind of like this he's calling me Hawk I know we have history because we played fantasy football together for years and and you know we have last name stuff but I think it's worth it to get this out in the open to talk about using people's names when it feels icky versus when it feels good.

33:22You have a way of noticing nuance and subtleties that others don't notice, which is why I think I should come on your podcast every six months just to learn about myself. But this is a testament really to your very keen observation. And I know it sounds like I'm just heaping praise, but lots of times when you're on a podcast with someone, they're so focused on what they're going to ask next that they're not fully aware of everything that's happening in that moment. You have this unique ability to actually see it from both lenses, right? It's like, let me stay with him as a host, as someone that is going to ask further questions and dig deeper.

34:07But at the same time, I'm going to have this lens of really deep observation of how is this person communicating? What is the energy that he or she is putting off? What are the nuances that they are doing that are effective, right? So that's super cool. And that's something that we can all do and we all should do. And that's the journey that I've been on for literally, I would say, the better part of 30 years now as I've been just obsessed with communication. In terms of the names itself, I am intentional with names. I'm not saying don't forget to use a name. Don't forget to use a name. But for me, it's very natural to use the person's name.

34:49Almost like it's no different than if I was saying bro or buddy or friend or any of that. It's just an energy thing for me. And everything about interaction and everything about life, so much to me comes down to energy. Energy actually comes before communication. Communication, if you have the right energy that you bring to communication, then you have these incredible experiences with people. You constantly have breakthroughs and you're just like, wow, this was just felt different. There's something about this person, right? And energy of all the things that we teach, that's the hardest one to help someone really understand how to manage it and how to manifest the right energy, the right moment at the right time, right?

35:39But yes, it is intentional and we do have to train people on it. And it's sad to me when I see a salesperson be 20 minutes on a call and they don't use the person's name. What a disaster that is. Now, one thing that you can get very intentional with is if there's an important moment, I might say, now, Ryan, seriously, man, seriously. Now, right, that's an example of like we are re-centering in the moment. And there's going to be like, you'll see that often. So one example of when you should always use the person's name if you're going to ask a very serious question. Now, if you're just doing like back-to-back-to-back-back questions, no, of course, you're not going to say their name each time.

36:29But if it's a serious question, you should be using it because it brings a reverence to the moment. Interesting. Okay. Because I think it's delicate though. That line is delicate. Yeah. You can do it wrong. Sometimes people do and I can feel it at times and it doesn't feel good. It feels like a tool is being used to manipulate me. whereas other people do it where it just feels like it just flows as a part of the way they are and that maybe that's a repetition thing maybe that's just them being authentic and genuine i don't know because i i like to do it too but just i just i i am mindful of it and try to be careful i never want it to feel like it's inauthentic or it's a tool to manipulate i want it to be just a natural flowing of how we're conversing as opposed to some sales people i've talked to where I'm like, God, dude, this is not good.

37:24It's such a turnoff because they haven't figured that out. They use it too much. Yeah, they use it too much. And it's interesting you say that you're mindful of it. Like for me, I am mindful of the importance of names, but I hadn't thought about the usage of your name at all up until the point where you said, hey, Marcus, I noticed you're doing this. And I was like, huh, interesting. Yeah, I guess I am rolling back and forth, right? But to me, it's just like first of all hawk is such a baller last name it's if someone doesn't draw attention to it that's sad right you know it's like thinking hawkeye nighthawk it's just like and i know it's i know it's genuine too because in our in our group chats with all of the stuff that we went through this past football season you used my last name um you know and you had some said some really nice things about how the season went and so like i just know that's how you think and that's how you are.

38:15So it feels genuine. I didn't mean to get us off on this tangent. I do think though, it's an important thing to talk about because it comes up in everyday life with people in all different situations. And so why not like get it out there and just talk about it? Okay. I will say this. I got to say one more thing about this. Most companies are disaster when it comes to sales training culture and leadership communication culture. And this is because we don't practice it. And the reason why we don't practice it is because practice means we need to do this thing called role plays. We call them real role plays, but a lot of companies don't do them because management doesn't want to put themselves under the microscope and fail in front of their team, which in and of itself creates a very, very bad culture where people are afraid to fail.

38:58Whereas if the leaders lead that charge and show, hey, you know, I'm putting myself out there. I'm going to totally whiff this at times. Then it's very, very powerful. The issue that we see with salespeople is they spend way more time practicing on potential customers than they do on themselves when it comes to communication. That ain't good. And that's not okay. If you're going to practice communication, don't practice it on the person that could literally be a sale. Practice it on your teammate. But you don't see that. You see leaders that have never given a one-on-one and they're just thrown into the fire and they're told, go give them one-on-one.

39:36They've not done a role play one-on-one they don't they haven't given any direction on it that's extremely sad to me in sports the best coaches that i played for made the practices way harder than the games nailed it bro the prep all of that was way harder and and i think of one of the first i didn't work for him but i was on a team next to his and i actually would sit in on a strange a guy named jeff weaver he's still a sales leader to this day not at lexus nexus anymore where i grew up but Weaver was known for having brutally hard trainings and they would go in there you know what they do Marcus what would they do they would role play the role play higher time one person's the prospective customer the other person is the sales rep for Lexus Nexus and they would he would do it multiple times a week they would go hard people would be scared it would be tough and you know who was the best team in the building?

40:32Who do you think was the best team? One even close. One even close. Jeff Weaver's team was, it wasn't even, but you know, some people were scared. They didn't want to go on that team. Oh, I've heard about those trainings. I don't know. Well, if you want to be great, if you want to be the best, if you want to make money, if you want to crush your goals, like that's the team you want to go to. So as a manager, I was like, I need to be like that guy. Like I need to have trainings and meetings like that guy. They're tough though. they're hard for the manager because you got to be giving feedback you got to put people in uncomfortable situations but i have always believed this make the practices harder than the games and then when it's game day you're good man you're almost like this easy let's walk in the park baby yeah you know it shocks me you know whether it's communication it's sales role plays like whatever it may be this practice has got to be tough the amount of similarities we have hog is crazy to me is like, this is exactly how I think, and this is what I believe in.

41:30Do you know less than 5 % of sales teams do at least one role play sales training once a month? Wow. Less than 5%. Wow. The majority of sales teams do not do one role play sales training a year. Yet we spend all these times in sales meetings where we're looking at pipeline and talking about what are some ways that we can address some of the issues out there. How can we help this customer out? There's prospect out. And what we really need to do is become more effective with the questions we ask so that they can feel a connection with us that's so deep that they're like, ah, there's something about this company.

42:06I just need to work with them because they understand us better than anyone else. By the way, the ultimate KPI for a salesperson is how many times a week does that salesperson hear, you know what? Nobody's ever asked me that before. that's the KPI. The discovery phase of the sales process, that was a differentiator between the excellent sales professionals and the average sales professionals as they were genuinely curious. They didn't even necessarily script all the questions because it was based upon them being a great listener. The magic is never in the first question, Ryan. It's never in the first.

42:52It's always in the second, the third, the fourth. We teach this thing called the law of three, which basically just means you'll never get to the core of the issue, the problem, until you've asked at least three questions along the same vein. Yet the majority of all conversation in the workplace, and even in sales, are surface-level conversations. And so until, you know, you say to somebody, so what's the biggest struggle that your company's having right now? Oh, yeah, well, our biggest struggle, and they give you an answer. And like, oh, yeah, we have people struggle with that all the time. You're not there, bro.

43:25You're not there. You're not there until that person is saying, and because of this, here's how I've been affected on an emotional level. Here's how the team has been affected. Now, all of a sudden, we're cooking with gas. There's the connection. You know what? One of my favorites, it happens in podcasting sometimes, but it actually happens in interpersonal relationships or with the coaches on my team when we're having conversations. they will say something that really piques my curiosity and my follow-up is say more that's right say more and and and and then that next response or next follow-up usually is really good and then that leads to some other sort of follow-up question based upon what they say but sometimes the say more i've noticed people are either uncomfortable to to do that my dad's really good at that, but maybe that's why it's helped me be more comfortable doing it.

44:15But it feels like it really can add some depth to a relationship, to a conversation with just a, say more, say more. And then they're like, okay, and then they eventually go. It's great. It's also effective because it's very short. Generally speaking, the person that asks the shortest questions has the highest authority in the room. It's the same with, if you look at, if you have a group of people together, the person that uses people's names the most generally is the leader of the group, whether it's stated or unstated. It's the same thing. So literally, you can watch a group of people that are around each other.

44:56Let's say it's six people. Whoever is using names the most, that person generally is the leader of that group. And again, it doesn't need to be by title. It's just by general perception. Energy, really is what it is. It's energy. It's quite fascinating. There's a lot of examples of that. So man, we could really, we're going to have to do another pod just on this. One more thing about this, like when I go on as a guest, okay, on another podcast, so I've probably done a few hundred times over the years. When I don't know what I'm talking about, when I'm answering a question, but I don't really know what I'm talking about, you can hear it in my voice that I'm trying to figure out the answer as I'm talking.

45:38And you You know what happens when I do that? I talk forever. The answer is so long. It may be part of it makes sense. Most of it doesn't. And I don't usually land the plane. Sometimes I do. But when I do know what I'm talking about, the answer is shorter. It's concise. It's memorable. It's useful. It's amazing. I can go back and really self-coach it. You're like, God, I had no idea what I was talking about. I tried. I tried. and I never got there. It's amazing just the length of the answer sometimes is telling that I had no clue what I was talking about. Oh man, that is so true. This is why the number one feedback we have to give, again, this is with my communication company, the number of feedback we have to give to salespeople as leaders is, now say that in half the words.

46:31Now say that in half the words. And what will happen is sometimes you'll do it three or four times. So they'll start with a very long statement or question and you'll say, okay, now say that in half the words. Now say that in half the words. Now say that in half the words. Now what you said earlier though, we've got this technique that we teach called the pushback pivot. It's really, really powerful. You learn this, you'll never get hit with resistance again and be stunned or flinch. And essentially you take the negative thing that somebody says to you. And like you said earlier, you take one word from what they just said or the negative words, and then you say, tell me more.

47:03So for example, somebody says to a salesperson, man, I just feel like you guys are so expensive. You say, so expensive? Tell me more about that. That's it. Someone says to you, that meeting this morning really sucked. All right, it sucked. Tell me more. Now, do you notice how my face is saying, I'm here for it. I'm ready for it. Someone says to you, I just don't know if y 'all have the experience that we eat. Okay, our experience. Tell me about that. That's it. All right. Your loved one says to you, I'm super frustrated with our conversation this morning. Okay. Frustrated. I'm ready. Now, it's always the same thing.

47:41You take the negative thing they said and you focus in on the singular word or words of the phrase. So expensive, right? And then you say that, just that word, and then you say, tell me more. The problem is 90 plus percent of salespeople, and I know this based on the amount of sales folks we've worked with over the years, And as soon as they hear, well, you guys are more expensive, what do they do? They defend. And then they go on a diatribe. Well, yeah, you know, we are a little bit more, but, you know, have you considered this? And, you know, look at this and don't forget about this. And you see, they just said you're more expensive.

48:15You have no freaking idea why they said you're more expensive. In fact, they might not even think you're more expensive. They might be testing you. And so the whole key is that you get them to explain. And by doing that, you take back the leadership of the conversation, not unrighteous authority here, but we're talking like there needs to be one leader of the conversation, especially when it comes to sales. And in that sense, when you take it back, it is not in a domineering way, but now you're forcing the person to explain themselves, and now you can actually make progress. Okay. I want to get to the five components of Endless Customers.

48:54We're taking a hard left turn, kind of. But I had this here, and I just wanted to get into it before we run out of time here, dude. Okay? How about this? The five components of endless customers is the end of the book, and it's the system for implementing it. I want to say this, though. The thing that people have to understand is we are changing when it comes to marketing in ways that are unfathomable right now. and in the future, because let me tell you, Google, Google ain't going to be Google in five years, y 'all. All you have to do is go use Google today and then go use ChatGPT and see which one gives you a quicker, better experience.

49:41The idea that you can build a house on Google is silly. A house on paid ads is silly. What you need to build is a known and trusted brand. Enlist customers is a literal system to help you become that known and trusted brand. But again, you've got to be willing to say what others aren't willing to say. Ask yourself now, what are we saying online that none of our competitors are saying, or at least the majority are afraid to say? What are you showing with video that no one else is willing to show? Are you doing it? How are you selling that no one else is willing to sell? Do you have that scheduling tool that allows them to choose the salesperson that we looked at?

50:30And are you being more human than others are willing to be? You know what's crazy to me? We talk in the book about one-to-one video and just the power of video. And it's a major component of creating endless customers and building a known brand. But you look at salespeople today, we've had this thing called electronic mail for roughly 27 years that it's been like a major part of society. Since about 1996, 1997. So salespeople have been sending this thing called electronic mail for 27 years in a text-based format. And most are still doing it exactly like that. And you could send a video where they get to see your face and they get to see your voice.

51:12and you can actually answer the question better most of the time with a video. But yet we still are sending just text-based emails. Now, I'm not saying that every email should be video. I'm not suggesting that. But when you're reaching out to a prospect, when you're reminding them of a meeting, when you're explaining a quote or whatever that thing is, it should be with video. And they should feel like they know your face. They should feel like they know your voice. and if they don't, you have failed them as a leader and as a salesperson. And that's what I mean when we talk about being more human than others are willing to be.

51:51And so I just had to mention that, Ryan, because that's ultimately what the book is all about. And trust, man, it's not going away. All these platforms are going to go away. Facebook is going to go away. Google is going to go away. ChatGPT is going to go away. What ain't going to go away? that you're going to have to become known and trusted to have a successful business, period. This reminds me of the recent viral essay I read by Lulu Chang Miservi. It's called Go Direct. I think it plays exactly in with what you're talking about, Marcus, whereas the bumper sticker of going direct means crafting and telling your own story without being dependent on intermediaries.

52:32So she's actually a PR runs a PR agency. What she does is really good at helping founders and CEOs and leaders go direct as opposed to the word salad garbage statements you see when someone messes up or something happens versus now you got to build trust. You have to be you, you have to be authentic, right? And you, people now can really feel it and sense it when you have outsourced your comms. And I think the best leaders, the best CEOs, the best people running teams, like even if you're at a big company and you're a mid-level leader, you got to find your voice. No intermediaries. No, I'm all about using ChatGPP and Claude and all of them to help me be a research partner and maybe a thinking partner, but you can't outsource your thinking.

53:24You can't outsource your voice. Your soul. Right. You got to find your own and use that in order to build that trust. Because as you said, everything else is going away. But that authenticity, that trust, that willingness to go direct, that's where you can differentiate yourself as a leader. And you bring up such a great point because if you looked at the election cycle we just had, it was a preview to the future of brand. And a lot of people will push back on this and they're like, no, no, no, no, no. It's about journalists. No, it's not. It's about long form content and people getting to know you because it's hard to hide over the course of one, two, three hours when you're having a conversation with somebody.

54:07It's pretty hard to hide. And so people are going to get to know you. And so the idea, you better believe, there's a reason why Gavin Newsom suddenly has a long-form podcast. There's a definitive reason because he sees the tea leaves. The writing on the wall is if the world doesn't get a chance to know me on a more intimate level. They will not trust me. And in his case, I'll never become president is what he's thinking because he wants to. And I'm saying this apolitically. It doesn't matter. You're going to see both sides next time that are going to be all in on long-form podcasts because that's the future of connection.

54:48Now, am I saying that you as a company should start long-form podcasting today? Not necessarily, but what we are saying is that you have to find a way for people to sense and know you. And that means putting yourself out there, get from behind the desk and from behind the camera and get in front of the camera. And no, it doesn't matter that that's not the reason why you got in business. No, it doesn't matter that video is not your thing. Because never in the history of the world has somebody come to your, let's say, website and said, I'd love to see a video on this. But then they said, but you know, video is not their thing.

55:27So I'm going to give them a pass. That's not how it works. That's why you have to start thinking, if you're listening to this, and I'm serious, you have to start thinking like a media company on an individual in a collective level with your organization. Individually, Marcus Sheridan is a media company. Ryan Hawk is a media company. That's what you have established yourself. This is the greatest thing you have done for people to know you is your podcast. They know you. And now, because I'm out there constantly putting my thoughts to the word, they know me. I'm a media company. And the organizations that are affiliated with me, I'm trying to get them to also think like a media company.

56:10because that is what is going to be required to be successful in a time of AI where we need to send signals out to the world and we can't just rely on this thing called Google or paid to be our catalyst for lead generation. Okay, dude. It's like you're giving a TED Talk right in the middle. I love it. Can we talk about the title real quick because I think this is really interesting. We talked about this off-air before. The I want, I wish. test and how endless customers plays a role in this I want, I wish test. Man, I'm so glad you asked this because I've been asked a bunch like, why'd you change the title?

56:50I love they ask you answer. I'm like, yeah, you love they ask you answer as a title. Once you know what they ask you answer means. I learned from more evading a little secret and it helped me understand why. You see, and I won't say this from an arrogant place. I felt like they ask you answer should have done over a million copies. I felt like the content was that good. The problem is it only did, and I say only, like it did over a hundred thousand copies, but it didn't do a million. And the reason why it didn't do a million is because people bought it based on seeing me speak or referrals. That's the reason why they bought it.

57:31Because they didn't buy it if they walked across it on the shelf. Because if they walk across on the shelf, they're not saying to themselves, I want, I wish. So, Rory Vaden taught me, R-O-R-Y, Vaden, V-A-D-E-N. Rory Vaden taught me, and I watched him, he's talked about this on Ed Milet's show and a few others, that every great title should pass the I want, I wish test. Which means ideally, before it, you could say the phrase I want or I wish. And so I wish I could win friends and influence people. I want a four-hour work week. I wish I had atomic habits, right? But nobody says, I wish, they ask, you answer.

58:12Because they don't know what that means. You see, the big mistake that authors make oftentimes is that they'll title the thing the methodology. But you see, the methodology doesn't mean anything to anyone until they've been taught said methodology. And so it wasn't a book that you grabbed off the shelf. Endless customers? Oh, I want endless customers. And so hence the name change. So good. The book again is called Endless Customers, A Proven System to Build Trust, Drive Sales, and Become the Market Leader. We talked about that, but only a little bit of it and so many other things. I highly recommend people get the book, read it.

58:51Whether you own a business or you work within a big company, it applies. And of course, Marcus wrote it, so it's really well done. Dude, I really appreciate you coming on again. I always enjoy our conversations, whether there be a text or now doing it recording. And I know we're going to continue our dialogue as we both progress, man. Yeah, absolutely. I appreciate you. And I really meant what I said earlier. you've got a really unique way about you Ryan like just in terms of the way you communicate and it just really vibes with me and I know why you built such a successful podcast for those that want the book please go to endlesscustomers.com it's the best place to get it endlesscustomers.com connect with me on LinkedIn as well I'm a pretty pretty rad follow over there so love to see you and connect with you over there but man this was great thank you so much awesome dude I appreciate it man

59:44it is the end of the podcast club thank you for being a member of the end of the podcast club if you are send me a note ryan at learningleader.com let me know what you learned from this great conversation with marcus sheridan a few takeaways from my notes the four pillars of a known and trusted brand say what others won't say show what others won't show sell how others won't sell and be more human than others are willing to be. And then I'm going to drill down for my second note on being willing to say what others want. And this idea of going direct from Lulu Chang Miservi. I love the idea of the leaders finding your own unique voice and using it.

1:00:31As Lulu says, going direct means crafting and telling your own story without being dependent on intermediaries. And I think this is what the most effective leaders in the world are really good at, which leads me to my third point is the number one thing, as Marcus told me, that will dictate your income is your ability to communicate. As Morgan Housel said on this podcast, quote, best story wins. It is worth it to work on the skill of becoming an excellent communicator. The excuse that you don't have enough time or there's other more important things is lame and not true. Focus on becoming a better writer and speaker.

1:01:16It's too important not to. Once again, I want to say thank you so much for continuing to spread the message and telling a friend or two, hey, you should listen to this episode of The Learning Leader Show with Marcus Sheridan. I think he'll help you become a more effective leader because you continue to do that. And you also go to Spotify and Apple Podcasts and you subscribe to the show and write a thoughtful review and rate it hopefully five stars. By doing all of that, you are giving me the opportunity to do what I love on a daily basis. And for that, I will forever be grateful. Thank you so, so much.

1:01:49Talk to you soon. Can't wait.