David Stewart

At least it has been for us.

And so I think early on, I mean, my entire team was working 12 hour days, still working 11 hour days, many of them.

However, that might not get us to 50 salespeople or 100 salespeople.

Not everyone has that skill set or that drive to work that hard.

And so, meanwhile, I have some team members who would happily raise their hand and say, I'm happy to keep doing it if we keep things the same.

And I think it's our job as the leaders to make the case, whether it's their data, you know, charts, graphs, whatever anecdotal feedback, coaching mentors and say, hey, I understand that.

I appreciate that.

We can keep going this way and keep at our current growth rate.

Also, I can start to see a slowdown.

I can see where we might lose momentum or we won't be able to continue to grow at as high of a rate.

And it's my job to tell my team, Hey, here's what I see coming.

If we want to get to this next level, these are the changes that we get to make.

And again, always open a feedback from them, but helping them see it clearly so they can get on board and get excited about it because we're here to grow this company for the next 50 years, the next hundred years, not just the next six months, not just the next year itself.

And so I think that's something that we all get to do.

And yeah,

oftentimes catch myself a little frustrated.

I'm like, ah, I've got to figure out a way to explain this thing that is partly intuition and partly data.

But that's what I get to do.

Oh.

That's been a fun experience, honestly.