Andrew Metz

And are you gonna change your approach next time based upon what you learned? And from that, you build confidence from there to approach it differently the next time. And you also figure out that failure is not as scary as people think, right? People are embracing for, oh, God, how bad is it going to be or the rejection.

And are you gonna change your approach next time based upon what you learned? And from that, you build confidence from there to approach it differently the next time. And you also figure out that failure is not as scary as people think, right? People are embracing for, oh, God, how bad is it going to be or the rejection.

And once you find out that the show goes on the next day, it gives you a little more perspective to have more confidence to take more risks.

And once you find out that the show goes on the next day, it gives you a little more perspective to have more confidence to take more risks.

And once you find out that the show goes on the next day, it gives you a little more perspective to have more confidence to take more risks.

Well, yeah, I think you bring up a good point is the real hard work comes from those that are on the front lines. And I've always kind of living through the lens of gratitude because I was on the front lines for so long. I made cold calls for my company for almost two years before I took a meeting.

Well, yeah, I think you bring up a good point is the real hard work comes from those that are on the front lines. And I've always kind of living through the lens of gratitude because I was on the front lines for so long. I made cold calls for my company for almost two years before I took a meeting.

Well, yeah, I think you bring up a good point is the real hard work comes from those that are on the front lines. And I've always kind of living through the lens of gratitude because I was on the front lines for so long. I made cold calls for my company for almost two years before I took a meeting.

And then I carried a bag, as we say, which means you're out in the field carrying a quota for three and a half years. And so I know how hard it was. And to your point, those are the people that are really moving the needle.

And then I carried a bag, as we say, which means you're out in the field carrying a quota for three and a half years. And so I know how hard it was. And to your point, those are the people that are really moving the needle.

And then I carried a bag, as we say, which means you're out in the field carrying a quota for three and a half years. And so I know how hard it was. And to your point, those are the people that are really moving the needle.

Once you kind of move up the corporate ladder, you kind of mentioned peeking behind the Wizard of Oz, the curtain a little bit where it's like, oh, so what do you do here kind of a thing? And there's a tremendous amount of responsibility. And I don't want to downplay that. But to your point, I think there's other folks that if you keep them engaged.

Once you kind of move up the corporate ladder, you kind of mentioned peeking behind the Wizard of Oz, the curtain a little bit where it's like, oh, so what do you do here kind of a thing? And there's a tremendous amount of responsibility. And I don't want to downplay that. But to your point, I think there's other folks that if you keep them engaged.

Once you kind of move up the corporate ladder, you kind of mentioned peeking behind the Wizard of Oz, the curtain a little bit where it's like, oh, so what do you do here kind of a thing? And there's a tremendous amount of responsibility. And I don't want to downplay that. But to your point, I think there's other folks that if you keep them engaged.

engaged and you show that you care about them and you continue to challenge them and invest in them so that they can grow in their career, they're going to be really loyal to you and the leadership. And I think when leadership kind of gets that ivory tower out of touch and or they don't understand how hard it is.

engaged and you show that you care about them and you continue to challenge them and invest in them so that they can grow in their career, they're going to be really loyal to you and the leadership. And I think when leadership kind of gets that ivory tower out of touch and or they don't understand how hard it is.

engaged and you show that you care about them and you continue to challenge them and invest in them so that they can grow in their career, they're going to be really loyal to you and the leadership. And I think when leadership kind of gets that ivory tower out of touch and or they don't understand how hard it is.

And they're kind of making these assumptive, hey, make more cold calls, do this, do that, without that layer of empathy. I think that's when they lose the trust in the team. And that's something, I mean, I just did a one-on-one meeting with one of my 85 reps yesterday that I do monthly. It's hard to scale that.

And they're kind of making these assumptive, hey, make more cold calls, do this, do that, without that layer of empathy. I think that's when they lose the trust in the team. And that's something, I mean, I just did a one-on-one meeting with one of my 85 reps yesterday that I do monthly. It's hard to scale that.

And they're kind of making these assumptive, hey, make more cold calls, do this, do that, without that layer of empathy. I think that's when they lose the trust in the team. And that's something, I mean, I just did a one-on-one meeting with one of my 85 reps yesterday that I do monthly. It's hard to scale that.