Transcript
Speaker: Welcome to the Solarpreneur Podcast, where we teach you to take your solar business to the next level. My name is Taylor Armstrong. went from $50 in my bank account and struggling for groceries to closing 150 deals in the year and cracking the code on why sales reps fail.
Speaker: I teach you avoid the mistakes I made and bring in the top solar dogs of the industry to let you in on the secrets of generating more leads, falling up like a pro, and closing more deals.
Speaker: What is a solopreneur, you might ask? solopreneur is a new breed of solopro that is willing to do whatever it takes to achieve mastery, and you are about to become one. Okay, what's going on? my name's Taylor Armstrong. We're here live with my good friend, Marshall Toon, and thanks for coming on the podcast. with us today of course say you're the man yeah well i'm super excited because it's been a long time coming i've known marshall for probably a couple years now been someone that i've just always respected um has been doing incredible things in solar and growing teams he's now vice president over at better earth one of the vice presidents over there and um yeah we've been at knockstar together and just seen you do some incredible things, with man. So yeah, I'm excited for today. It's something good. I'm honored to be here too, man. And I really respect that the podcast. and Your podcast was the first I'd ever listened to having to deal with solar because I was stranded up in the mountains. called the talllaho and we were it wass three hours just
Speaker: up this like snowy hill and i listened to your but i i think it was all the episodes at that point was in twenty nineteen wow yeah i think all right maybe that's the way to get people listen to just some strand thems of that think it was good we we chose to listen to your podcast okay thank you Well, that's awesome. And definitely appreciate that. It's cool to hear that's, you know, and that's one of the reasons I've kept the show going. It's because when I hear guys like, in my opinion, that are way better than myself that know all these things that actually have gotten value and listen my podcast, I'm like, okay, if even some of these guys like Marshall listen to it, then it must be like, all right. but other people It's got to be okay.
Speaker: So that's cool. And so, yeah I want to hear just your story, kind of how you got into solar, Marshall. And then I know you're vice president now. So, yeah, let's just start. And, you know, we don't we't spend all day on it. know we've got a lot of other stuff to talk about. But, yeah, do you want to give us kind of the Reader's Digest, how you got into solar, and your experience with better than all that? happy to so i've worked for several other solar companies um besides better earth but it was in twenty nineteen i graduated from slippery rock university I come from Pennsylvania, a small little town. And like a lot of people come into this industry, I came from a space where kind of, not to not to talk down about anybody, but it's a lot lot of small thinking.
Speaker: you know Like, hey, I'm gonna get still job, I'm gonna get a little house in this area, I'm gonna drink coffee on the back of my porch for 40 years, and yeah work my job and do my thing, and that's okay. For me, I just wanted to do different things. And so I was graduating college, applying to a ton of different jobs, direct sales jobs, banking, internships, all kinds of things.
Speaker: And I got an ad in class on Instagram and it just said, looking for six-figure sales reps in California, swipe up. And I got that ad because I had done a sales job selling magazine subscriptions in college for a whole year before i started getting targeted, like Grant Cardone stuff, sales stuff. i found sane's stuff za jam who's our ceo okay and i just got targeted with these ads And right after i graduated, the day after I graduated in 2019, I moved out to California, got a small room in a house roomed with a few 50-year-olds in Concord, California. And then I just commuted to our office there every day. i worked for that company. I worked for a few others until I found Better Earth, like end of 2019. crazy man were you like nervous coming clear across the country kind of like on unknown and well you know for me what it was and i talked to people who we recruited who come to work with us all the time about this um i recognized listen i don't have kids i have i don't have a mortgage i don't have big financial responsibilities if there's a time to take a risk now's the time yeah and so that was ah it was not an easy decision it showed me three four weeks because i had all these other opportunities and then i was like i'm gonna go knock doors and get Sean Sharabi, were my team leads at the time. Now they're executives better, earth but they they were just so honest with me about what it was going entail, that it was going to be difficult, but that they thought I could do it. And here I am. So I took that leap and then timing has been really good. the People have been involved with been awesome. And I would like to say in some ways I've gotten lucky, but I've also you know had plenty of crossroads where I could have done different things and so i'm thankful that i've been out up here yeah that's awesome
Speaker: yeah And I think that's great, that like especially now you're so well set up. And my Marshall's engaged in which congrats, by the way. now Of course. I'm excited. She's lovely. Yeah. awesome um So like what's cool is now you're in such a good position. You've built all this momentum. You're running teams. You're VP now.
Speaker: And like how many guys starts? like Well, I'm kind of one of them. like I wish I would have built more momentum when I was single. I guess I got married not for my first summer or doing it, but now I got kids and everything.
Speaker: So one of my like small regrets is that I would have pushed a little bit harder and that would have been a little more committed when I didn't have kids and when I had more time because like now I got kids and now I see all these single guys popping off with like 50 dilden a month and all that. And like, sure, like that's awesome. But at the same time, do I have like, am i willing to like not spend time with my kids? i like get that so yeah It's like, I wish I would have pushed harder and you know, kind can we talk about that for sec? Yeah. Cause it's something that is, it's really important to me and I think you'll, you know, it's going to be important to you down the line and it already is. You have family, right? Yeah.
Speaker: Um, we're in an industry. where you can be even 18 years old, you can come in, learn a very simple skill. It's not easy, but it's simple. Knocking on a door, giving a presentation, you can literally memorize a script. Anybody can do that and learn it off at as many doors as possible. Right. And you can be 18 and you can do that and you can get really good at it and you can make a ton of money. um What I've found, just because I've worked with people everywhere from six fifty right um and you have too, is that no matter what, no matter what, down the line, you're going to have to learn certain lessons in your life. Like you're going to have to, right? You can't get away from these lessons. You can't buy enough courses. You can't go to enough seminars to not learn the lessons that life is just going to teach you and you can't run away from. yeah so the fact is is that the people who you're seeing going out, they're closing their 50 deals a month, whatever. Yeah, maybe they'll make like this huge chunk of money or whatever they're learning from that. Good. Like be grateful for them.
Speaker: But dude, the things that you learn by being a dad, by running a family, you said you just bought a new house. and Like all those things that you're going to look back in, it could be three months, it could be three years, could be 10 years. And you'd be like,
Speaker: I'm so grateful for where I'm at and that I didn't do XYZ because you're going to be in that in a spot where you want to be. And then all the other people who you're looking at and being like maybe a little jealous of, trust me, they're going to learn their lessons too. yeah Like we have 18, like I said, 18 to 22, 23 year olds when they hit get 27 or when they're in relationships or whatever it might be, they're going to have to learn the same lessons you're learning now. And So that's why comparison, one thing, one of my favorite people ever is Ed Mylent. And the first person, i he was the first person I heard this from, he said, comparison is the thief to happiness. The thing that's about sales, we have to compare. it yeah We have to compare, hey, this person sales, this person sales, what are they doing?
Speaker: How can I grow? How can i get better to hit these higher numbers? But the thing is, and people learn this eventually, growth is not limited to closing more deals. yeah It's not, dude. I hear people saying all the time, oh, well, I got to close 200 deals a month. I'm like, dude, I mean, come on. Like, you can. That's fine. but like, imagine you having a team and, you know, they close a lot of deals per month.
Speaker: And you're closing. Yeah. Maybe you're showing an example. I'm at 14 this month, right? We're at the end of February. There's been months where I did 24 or 25 or whatever. Yeah. But like if I can keep 14 and I can help other people produce 10, 15, 20 and do that as well. Look at that. I'm hitting well over 200 in a month. I'm not doing it just myself. Right. Right. I'm building a team around that. And so just to, because I'm glad you said that. yeah Like in your head, I know you're thinking that right now, but give it three or four years and those people, they're going to run into their own issues. And guess what? They're not going to put it on social media and they're not going to talk about it, but they're going to go through their own battles and demons.
Speaker: And you will have surpassed them at that point. You have in other areas of life. So they'll wish, oh, dang, I wish I would have learned what Taylor learned when he was however many years old. So I think it's important to keep that in perspective. route Yeah, that's true. And I think I need to do better sometimes. Yeah, like you said, we get in this habit of just comparing ourselves. sense just like um like ed mallet says thief happiness now sometimes i love affect me i see these numbers and like i'm like man man wolf i was to make excuses all that like i'm like oh wolf i was single by this by this but it's like i think it's all part of the process and we all gotta we all have our own journey and like i said i've got my own experiences i've got my kids and things that i can like teach other people and Like, you know, same thing with you. I know that there's all things that we can share. I mean, when people do get married or when they do have kids, then come to guys like me or whatever you're going through. And then we will all share yeah experiences from that. sounds Yeah. Believe it or not, you like you are an example for me in that way. I mean, I've seen you with your kids for a few years. and like dan you know taylor's out here He's still doing door to door. He's still working in teams. He's working in solar. running a podcast and he has kids and his wife.
Speaker: He went through that your fitness journey, like crushing it. That motivates the heck out of me. So you're doing a lot of good stuff. I appreciate that. I'm always trying. But yeah, so I want to know, Marshall, like you, you're a better earth. Now you're a VP. So how did that go? Like, after you did you just go from like sales ramp, eventually build things up? Or what was kind of like your growth path? How you growing today? Good question.
Speaker: So I started in a different organization that was related to Better Earth. And what happened is in my first three months, I made a good chunk of money. I did really well, but it wasn't enough for me. i didn't I didn't like it. It wasn't like, sure, I can make money. And it's not that the money wasn't enough. It's just that it didn't matter as much as other things. And I realized when I started training people how awesome it was to take somebody who's brand new,
Speaker: help help them feel confident, say, hey, I was exactly in your position. Let's take this thing by the horns and go out and work. right Let's put the time in, stay out till this time, and people would trust me.
Speaker: And I felt really good about that. So I started to realize that I felt better about what I was doing when i was serving other people i haven't done it perfectly you know i mean everybody's got to learn in leadership. yeah But I realized that. And so what I did is I just ended up putting time and energy into people over time.
Speaker: And luckily, i don't want to say luckily, but gratefully, leaders at Better Earth who have created it the way they are now put it together in a way where the more impact generally, the more impact you have on somebody in their growth, the more you're able to benefit both structurally and financially and like leadership wise from working with them. So, you know, I got a really good deal because I had without waiting for overrides or without asking necessarily for money and all this stuff, I had put my time into these people and then the structure benefited that effort. And like I said, I'm grateful that that was put together that way because it's very unique. Long story short, um when I work with a new rep or when I work with somebody who comes in into Better Earth, their work um directly influences a point system that allows me to to get promoted. But I don't have to ask anybody. you know Nobody has to say, oh, you know does Marshall deserve this position in the company or like will we give it to him? like I'm not waiting for anybody to give me the anything anymore. The structure and the compensation structure itself benefits that type of effort. okay And so then I'm able to rank up to that level.
Speaker: And so by ranking up, I'm then able to, you know, I have little more influence. I have some, I have, you know, things I can do and access to capital that other people don't at certain points. And so that helps me to grow and scale up. Does that make sense? So they just have a setup basically where like you do X, Yeah. has its drawbacks for sure in business. We could talk about that all day, but everything has its drawbacks. For me, the better a company can incentivize building people for the long term, the better the company and the people in it are going to do. Yeah. Okay. Well, I like that. That's good. in a way because so many companies like um i've heard of situations where reps are like oh i deserve this i deserve like give me this promotion give me this give me this override it's just not clear and then reps like leave over things like that yeah that still happens because at the end of the day it's sales and you have leadership and you're dealing with people whenever you're dealing with people you're always going have the hey i the deserve in that position. And so you have to have, it's just working with people at that point. So the bigger a problem you can solve, the more money you're gonna make. And so I think we're solving
Speaker: Yeah, how has it changed now that you're in like a VP position? Do you feel like your, I don't know, what kind of daily responsibilities are way different? Are you still selling on a daily basis? Or what does it look like now versus maybe like a year ago when you're just... Yeah, i' a good question. um So I can kind of do I can do whatever I want, which is both awesome and also a weakness. yeah And it also says a lot about me being able to maintain where I've been and consistently have well over 100 deals sold every year.
Speaker: And close to, if not over a hundred installs each year. and basically, and this is one of my weaknesses. I struggle sometimes to spend my time in places that it's most needed.
Speaker: Um, cause nobody's saying, Hey Marshall, by the way, like this is your responsibility since you've got this position. Now you've got to do this, this, this, this. you have to kind of learn it and decide how to run it. and Basically I'm running a dealer without having to have the expenses and the setup of a dealer yeah So it's really cool, but it also puts me in a position where like do, I gotta learn things that I had never thought i would learn, you know, and I'd like make mistakes for sure. yeah so it's, it's a really unique yeah way of building nice uns awesome well and something that's really cool that I see you doing and you know a lot of their guys that are like in VP positions or VP sell whatever at their companies most guys I see and this isn't always the case but for you I know you're still producing at a really high level like you said you're still gonna 100 installs this year he did 14 this month
Speaker: And so some some guys at companies, they're like, oh, my VP sells. They're not even selling anymore. and They're just running around doing trainings. Like, how can I listen to this guy? And so um and i know obviously, I'm sure there's times where you can't sell as much, too. But how do you, like, still produce at a high level and have all these other responsibilities? you have any advice on that? like Yeah, that's ah such a good question. And I think that's going to be an age-old question that gets asked forever. Yeah. and run a team. Here's the here's the thing. i think they're one in the same. And one thing that I've taught a few of my people who are doing the best in my teams right now is you can't set what you have to do in order to like properly
Speaker: lead a team and lead people in your team is not tell them what to do, but do it with them. So for example, if you want to produce 15 deals and you tell, and one of your, one of your guys comes to you or one of your reps comes to you say, hey I want to produce 15 deals this month. What do I have to do?
Speaker: You say, okay, we have to knock this many doors. You got to have this much of a realization or um our sit rate, right? the The number of doors you have to knock, have to turn into this number of appointments, sad. This number of closed goes to this number closes and installs, et cetera. This X number of doors you got to knock. And then you can go out and you can execute that. um What you have to do is basically do that for yourself and then take the people in your organization who are asking you that, who say, hey, how do I step it up the level how do i produce how do i do this like okay i want to say you you you and you and you set up that structure and you go and you do it with them you go out you pull them in a car group you go with them every single day okay and they're doing it and you're doing it and you're producing and they're producing yeah
Speaker: and bo you've got yourself like a formula that works. And so that's what I've done with like five or six people. Now granted when I started I wasn't nearly as good at it as I am now. But what I've found is that there's a lot of things that get in the way of me doing the most important things. The the most important things for me right now are, and i I write them down every day, which is what we can tell. talk about with the that don't do is paid, something I got do every day. The first one is that i that I write down is I gain influence.
Speaker: That's one thing I do every day. and so All right, I try to do every day. um I gain influence. The next one is I produce results. So I gain influence, I produce results, and the final one's my favorite is I serve the one.
Speaker: So if I serve one person or if I help one person my team or in the organization or in the industry, that helps me feel really good about the work I'm doing actually being a good thing for other people.
Speaker: So if I can go out and I can serve the one, that could be anybody. It could be somebody who's not even in the organization. If I can do that every day, And I can gain influence and I can produce results. That influence, the people I'm influencing will see the results and I'll be doing good for other people. And then I know that it's just going to work out at the end. Like it's a given.
Speaker: Yeah, that's awesome. Speaking of that, do you think it is important for, say, a VP or, I don't know, people at other companies, do you think it is really important for them to be like the highest producer or one of the high producers? I don't think so, no. like if we look if we And when I say that, by the way, I'm kind of talking to what I believe is probably the majority of the audience who would listen to this. It's like managers who have teams of like 8 to people, yeah right? And like you work directly with them. yeah that If that's you, do exactly what I just said there. Like find those people who are your best producers, take them out with you every day, and
Speaker: produce with them. okay right so but if we're talking like on scale, 60, 80, 100 people, right? um You'd be doing your team a disservice to not delegate and teach the ability to bring that production to your team to like four or five people. yeah And like we know from at like research that it really, you can only effectively manage like eight to 10 people without some of them feeling neglected or not getting what they need or you going absolutely insane, yeah right? Yeah. so what what it's What it is, is if you're in a position where you have a lot of people you're responsible to for and you're not able to delegate, you're going to crash your burn. And I've absolutely done that. yeah right And I found that you have to be able to trust one other person just as much as you trust yourself for every eight to 10 people in your organization.
Speaker: okay So imagine this, right? Imagine I have 10 people. I trust a ton. I work directly with those people every day, every week. I train them, I work with them, I produce with them, and then they do the same for their age 10 people.
Speaker: yeah Now you're sitting at like somewhere between 90 and a hundred and twenty ish people okay that are being effectively managed because you're effectively managing the people you have to spend your time on. And I've made that mistake, not spending time on people who are producing, who have the right attitude,
Speaker: And instead not trusting myself or not trusting people in my organization to do the things that I've done. I would not be where I am today if people above me, you could say, they hadn't trusted me to do things that they couldn't do anymore because they had too much to do. yeah So like you really have to look at it as in it's a trust thing. Like good leadership and knows how to delegate.
Speaker: Good leadership knows how to trust other people to do things. And good leadership knows how to communicate too like If you can't do any of those things, you can't run an organization that big. Or and if you try, people are going to leave you. They're going to branch off and and peace out. I agree with that. I think that goes too with just like, you know, a lot of things we do, even if you're just a sales rep, like I feel like i had to learn this, like I was spending time on just so much account management. i was spending time on so many things that maybe like, i don't know, HOA documents, resigning, things like that.
Speaker: it's like, I feel like the top reps that I've had on this podcast if they're not spending time on like all these tedious things they're delegating, lot of them have like assistants and they've like mastered this thing like you're saying, getting other people to help manage run things because you can't do it all yourself. And so yeah, I agree with that for sure. And did you have to like learn that? Was there like a time where that like clicked for you? i don't know if you had like experience where you were like trying to do everything yourself and then you're like, okay, I'm going to try and like... Yeah. So, um I have and a period where I didn't spend... I was spending time with brand new reps coming in on the doors. Okay. When I had four to five people who were struggling to run their own teams that I wasn't spending time with.
Speaker: And the only reason that happened is because i lost... i had a lot of I don't want to say had, like it's never going to happen again. Like as you grow, you you know, you're going to face other challenges. But I had ah insecurity about producing this. I have this part of me that's like attached to producing deals and knocking on doors and thinking, dude, if I don't knock on a door, like I'm going to fail. Like I'm not a good leader, which just isn't true. um When you break past that boundary and you get into other modes of, oh, this is how I know I'm producing, how I'm successful, that's when you really level up. So I realized that the best thing I could do, and I could help way more than just that brand new rep who I'm knocking doors with, by seeing the people in my organization who want to step up, who are putting the effort in, who believe in it, and then I can gain influence, push more belief, serve the one. Right. there
Speaker: and it's gonna absolutely, it's gonna branch out and they're gonna help more people than I ever could knocking on a door. I can't, I know we have like Taylor McCarthy, he'll bring like 10 people with them to knock on the door, which I've done to like train people before it for fun. But like, that's not an effective way to build ah your own solar company. It's an effective way to train somebody on like hey this is how you do a great presentation and like kill the doors but But not to train a team. You know i mean? Yeah, like that. So you're saying like it's almost now at a point where you train like say a manager and then like you don't spend time with new reps. You go with like the managers and then they go with the managers. still spend time with them. time with new reps because I love it. Like to me, um to this, I've committed to myself that I'm going to at least like when I get to certain points, like I'm when I'm making my 20 million in a year or whatever it might be, whatever I may be doing, it's going to include solar. Absolutely. but i'm never doing other things right i still want to commit myself to knocking five doors a month.
Speaker: Yeah. Like whatever that might be, like literally walk up to my neighbor's door, knock on it, say, Hey, this is what I do in my business. Check it out online. Whatever I do, I still want to knock on doors because it keeps you sharp. I know leaders in this industry who I will, who some people will know talking here who are in management positions and they just can't get themselves to go out and knock a door with their people and their people don't trust, you know? And like, if somebody says, yeah, I don't even think you could properly knock a door and get a lead. I'd be all right, bring it on bro. Cause I totally can't. Right. Right. And I still want to always be in that position, but I also, you know, I know that my time can be used some places more effectively. Yeah. So I don't, when I think I'm sure you agree, like knocking doors is going to help them. Everything else you do do. like i find myself closing better when I'm also knocking doors at the same time. And yeah there's going to times where I'm more closing, times where it's more knocking. Yeah. And it depends on your organization, right, on how this kind of gets set up. Some people do really well with a strict set or closing model. Some people do little bit more loose. I think that it's a combination of of both. um But the industry is shifting, and we've seen results recently in the last year or two on some models working extremely closely.
Speaker: get people deals and you know get systems installed and all that so we have to keep our minds open to recognizing like hey, there's always better ways to do things down the line five, 10 years from now. We might be saying, why the heck did we do that thing that we thought was perfect? You know? Yeah. Because it wasn't. Yeah, definitely. Well, something i wanted to ask you, Marshall, and this is something that I'm kind of going through right now, actually. I'm sure when you started, like you had to build up your office, you had to get guys in.
Speaker: i don't know better can help look recruiting but something that's currently going through right now is we have one of our managers down here in San Diego that they're going to Texas to like open up a new office. And so we're going to be like, I'm going to be running and showing to kind of build back momentum, build back a team, um get things rolling again.
Speaker: if you could go back when you first started your team, when you're really small, or I'm assuming you probably had a small team in the beginning, like would you do anything different or do you have any advice for maybe someone like myself and trying to build things back up, recruit and get things set up organizationally.
Speaker: So I don't know, maybe it's like how you run your meetings, stuff you would, I don't know, do different. If you could go back, you have any advice on that? Yes. I think you're really going to like this. It came to my mind. Okay. So the first thing, because I could i could tell, I'll tell her just a small story. Yeah. um So I've, throughout my whole leadership career, I've really struggled with holding Stan
Speaker: i have people on my team who are better at holding standards and i so i empower them um you said what seven eight people yeah first of all start with this be super super grateful that you have that small of a group right now and then be really, really intentional about setting a standard and a mindset for those people. And anybody who doesn't buy into that with you, get them out.
Speaker: Because the thing is, is that if you had 30 people, you might feel better like, oh, I got, it's a number. I got 30 people on my team. yeah Bro, you can have numbers of people and then your culture can be really suffering like big time and then people produce less. yeah I've seen that over and over. So if I could go back and and start with just like five people, um I would get deep with them on a spiritual level about why we're doing what we're doing. okay Anything, right? Get people to talk about why they work hard yeah and why they want to make money and what's important to them there. right and get them on the same page as you. Get them into this, like brainwash them, dude, in a good way, right? Brainwash them on themselves. Sell your your team on themselves, like buying into themselves. And if they can do that, and they trust you with that they're goingnna see they're gonna see how much you did for them, okay which is to build that confidence. And then the thing is, the people who don't buy into that, people who push back, the people who aren't going in, thank God, like get rid of them anyways, right? And then what's gonna happen is that when you have people like that who are bought in, they are going to attract other people who want that. And they're gonna get more excited. They're gonna talk to their buddy at the gym. They're gonna talk to their server. They're gonna talk to their friends from back in college or whatever it might be. And then they'll start to attract people who also,
Speaker: yeah want to participate in that. And then you'll start you know you'll start getting recruiting opportunities. get You'll get people who are actually like what you want. And one of the biggest, this is this is me, right? There's people in my organization who disagree with this, and and that's fine.
Speaker: But for me, like recruiting is definitely a quality over quantity thing. um You can have numbers of, you can let's just say it this way, you could close 60 deals in a month and have almost none of them installed. You didn't get any deals, right? Or you got very few. yeah Same with the recruits. Like, build an intentional culture. You've got a small group now, good.
Speaker: Like make sure it is what you want it to be. And then you're going you're going to get people to come in. And like, if you can't get those seven people to produce, what are you to do with 30 people? Yeah, sure. You know, so be grateful that that's where you're starting and use that as fuel for making it like super intentional about where you want to go with it. And then that's going to, everything else is going to come from that. too You'll feel better. You'll feel more confident. You won't be worried so much about the number of people in your office. yeah You'll just like have the right people. And that's way more key than having a lot of people. Okay. I love that.
Speaker: And what about something get asked by people is like, i don't know if you've ever seen this, but where you have people on the team that they're producing a little bit, because we know how is. If someone's not producing and they have a bad attitude and whatever, like get rid of them. Yeah, it's easy. But what about people that are, they're producing a little bit, but they have a bad attitude. there're It's almost like you want to let them go, but they're throwing in maybe two, three deals a month, whatever. And so like, have you had any experiences with that? Or what's your take on that? do you let those people go or have a conversation or? Yeah. You know, I could sit here and tell you, oh yeah, you just doesn't matter. Like you have to get rid of them or or whatever. But the thing is, i think anybody who who says that is either a sociopath or like probably lying and probably has people like that in their team that they're not quite ready to like get rid of or. ask to go somewhere else yeah
Speaker: um Here's what I believe. america Everybody goes through phases in their life and there's going to be certain things in your team that you hold it again as a standard.
Speaker: If your standard is produced a certain amount of deals a month and like, don't talk bad about other people. Don't bring people down consistently, like bring as much good ener energy as you can produce there and then let's build together. that's Those are pretty loose, right? But to some extent, you can fit a lot of people into that, yeah right?
Speaker: um And you're going to have people who just their personality is not like your personality. Yeah. And to get rid of those people just because they have different personalities or like ideas is just it's also a bad idea to just get rid of those people because they don't think like you. A lot of the time, the people in your organization who are producing, they're ah like you don't like their attitude or you don't like this, that or the other, a lot of the time they just need to be given certain responsibilities that they don't have. Like a lot of the time complaints and negativity are just people's inability to actually communicate the fact that they like, they don't know what they want and they're like struggling to actually find purpose like that's why people, in my opinion, underproduced and don't do well, it's because they don't know why they want, or they don't know what they want, they don't know why they want it, and they don't know how to get it.
Speaker: okay So if you can go through to those people and you can say, okay, well, hey, this is something you're really good at and you can empower them. So, hey, this is something that like you are benefiting the team massively here. Talk about the things they're doing really well. yeah They'll keep producing and down as they go down the line, they're going to do the things that do really well, really well. And if they don't do better the more responsibility you give them, yeah then that's when you boot them. Yeah, for sure. Okay. So that's that's kind of my idea on that. And who knows, maybe I'll tell myself I was wrong, but I feel like that's pretty close to the truth. Okay. Yeah, like that.
Speaker: Well, what are some examples, like you talked about standards and structure all of this. So for you guys, what's what's some standards on teams you've been part of? Can you give some examples of like your team standards that you guys have? Yeah, I don't think necessarily a certain deals per month is is like, I don't think that's, it's a standard. Yeah.
Speaker: I don't think it's the most useful standard. okay um Have you ever read a book called The One Thing? haven't read it, but it's kind of my list. It's a good one. Besides, the first two personal development books I ever read were The Tenet's Rule, Grant Cardone. It's a great book. and the one thing which i can't remember the guy's last name or i can't write the guy's name which look it up okay but um There's this awesome statement in there that says to to determine like what you should do, like what you should focus your energy on. You say, what is the one thing I could do that would make everything else easier or unnecessary?
Speaker: So for me, if all I do is set a target of deals per month, maybe realization rate is going fail. me Sure. If all I do is set a target of deals per month, maybe I'm going to get producers, but people who are just short-term thinkers, they come to my team for two, three months, and then they peace out. Yeah. right then it doesn't build a sustainable business if all i do is set a number of deals per month, um perhaps there are people who could contribute to the team in a way that's going to get everybody more deals per month down the road. But I boot them because I didn't get that number of deals per month. yeah So here's my thought.
Speaker: If I can set a standard of loyalty, communication, and like ethical selling, a then as long as I'm not a sucky trainer, as long as I can train somebody, I know how to properly say, hey this is good script. This is how you go out on the doors. to spend this time and I can get them to an office at a certain time and two meetings at certain times. As long as I can provide that structure and they're loyal, they're ethical and they communicate. Yeah.
Speaker: I feel pretty good that I'm going to have like ah a pretty darn well And so for me, those standards are a lot more, they're a lot more like personality based. And sometimes, yeah, sometimes there are times where I have had people who I keep around too long yeah because I see those things in them and I'm slowly learning how to how to see those things sooner and to let those people go sooner. yeah But I believe, and I think that number people members and the results I've had over time to speak for themselves, that investing in your people and believing in them and like empowering them is much more useful than just giving them a target to hit. there That's how I feel. Okay.
Speaker: Well, yeah, I agree. If you're like, I look back at my first year in solar, if my results are based on the deals I was doing, I probably wouldn't have kicked off of like most solar seats. Yeah. And then, Taylor here with an awesome podcast running a team and then whoever fired you, and who who knows what they'd be doing. They'd be regretting it. Yeah. So yeah, because I think there's some guys that it takes time. Some guys will pick it up quick. Some guys like me, they're going to take longer and you never know. like The guys that don't pick it up quick, they could be your top producer.
Speaker: and so i like that it's good way to measure it for sure and what about like meetings one teams you've been a part of i know some people like oh we got to do daily teams we got to like keep it super structured get our guys out there yeah a lot of bigger companies like oh let's do one or two meetings a week what's your take on that what have you guys done so i've i've done it all and so one of the things now this is it's interesting because a lot of things i'm going to say here relate strictly to Better Earth. There's a lot of organizations that could couldn't do this yeah because like it just wouldn't work for them. okay right So a little plug for Better Earth there, but either way, well what I found has been more effective
Speaker: is that the leaders that I have who are building teams and recruiting and working, right? I'm going to give them, I'm going to say, hey, you got to have you got to have daily meetings in whatever capacity works for you. Okay. You can have, if everybody's out traveling, like get on the Zoom meeting.
Speaker: Okay. Right. If everybody is all in that same area, you're doing a blitz, you're in an Airbnb for 10, 15 days, You're having daily meetings every morning. yeah Give me two days a week. okay Give me one day where I have with all you specific leaders and we get together and we talk about important things about culture, team, and I pump you up. And then give me one day a week where we all come together like everybody, you and all your teams and me, and we talk about what's working. We go over targets. We say, hey, this is how many deals we've had. Hey, this is a realization right here. Here's what we can do better. Hey, here's this cool announcement. Hey, here's this thing we want to do. Hey, we're going to do this event.
Speaker: And then you kind of Run it. You run your own show to there. And then all I ask is that you come to me and we talk about what's working and what's not and you adjust it. Because the thing is, dude, I've just seen it over and over and over again. Whenever you come and you have ah an every single day meeting, dude, you get you build momentum, you crush it for a while. And then there's always, always one or two or three people that screw it up. yeah right They come in and they say, I don't want to meet every day or I don't have to meet every day or I don't want to drive here or I don't want to drive there. And maybe they maybe they're good producers. yeah And then people start to listen to them and you're like, oh no, like it's screwed up. So what I found um is that, yeah, you have to hold some standards. um
Speaker: I find it really good that I have different personalities in my team. And they tend to attract and recruit the people who work well with their personality and their, hey, we have meetings at this time, this time, this time. And then there's this one big standard that we keep all together. And then people kind of run their own things. And that scales. That scales, in my opinion. Because they're going to be able to do it in a way that works for them and that gets them results. They get those results. they'll grow i'll continue to do those things and get them the response but yeah okay yeah and you have you have You tell your guys, run two meetings to happen for sure, and then the rest is just going to fill in the blank. The rest is fill in the blank for the leaders. Okay. So I don't say, yeah, do whatever you want. i say, listen, that this person here, you're in charge of this group. This person's in charge of this group. You run this thing the way that the way that you're seeing it fit. Because the way we have is we have a lot of guys who live in a house together. Okay. Like maybe, and this is my opinion, maybe it really isn't that effective to have somebody drive an hour and a half every day.
Speaker: To a meeting and lose three hours, right, of work. Yeah. um But they should they should definitely be willing to do it. And they should definitely do it at least like and twice a week. Yeah. in Florida. um He lives an hour and a half away from our office in Tampa.
Speaker: He drives there every day. moves He's a beast. He crushes it. He gets deals. He's a committed guy. Here's the thing. Jaleel's not doing well because he drives an hour and a half every day. Jaleel's doing well because he communicates. He's he's ethical and he's Like, that's it.
Speaker: Right? So, I think that if you hold who's strict to specific things and you just have to hold on to those, like, this is the only thing that will get us where want to the bigger you get or the more you grow, you're going to grow out of those things. You're going to have to shift them. Yeah. So, you have to be willing to do that or you're going to stay small. Yeah. You know what mean? Yeah, that's good to know. Yeah, that's true. I've seen, you know, some guys, like, throw a fit about daily meetings, but, yeah, I know a lot of guys go in time with them. So, yeah, I'm at If it's just the circumstance you're telling me about, you guys need to have daily meetings for sure. Okay.
Speaker: When those guys are producing their 10, 15 a month and they've recruited three or four people. Yeah. And it's like, okay, well, hey, what's working for you? Like, of course, it's going to work to meet every day. Like you've got to seal it up. But to some extent, you're going to have that people who push back. Yeah. Right. And so you do have to be able to be flexible. Yeah. So. Well, when guys push back to, I don't know, do you let them go? two or three guys don't want to and then the other rest the team's like, oh, well, you're not coming to meetings. Yeah, that's right. It's just such a pain. What I would say that, and I'm not necessarily the most qualified person to answer this question, but given the experiences I have had,
Speaker: People are usually pushing back against like coming to meetings for one of two reasons. One, they they have some kind of financial like issue that's keeping them from what like they they they have little money or they can't make it to a meeting because they have to do this, that, the other, or they're relying on somebody else and they don't they don't like that.
Speaker: um Or two, they have it like they are trying to be effective. so like, I want to use my time effectively. And I don't believe that this use of my time is effective. that's on you as a leader. You've got to make your meetings more effective. You've got to make your meetings more valuable. If people aren't willing to show up to them, look at yourself. If people aren't willing to show up to them and they're just complainers and they have other issues, like you're going to have to address that. They might not be a good fit for your for your team. okay you know yeah well i think because i've been that graph where um I've been with some companies where it's like the manager just gave the exact same training every single day and suddenly
Speaker: Go over her number real quick. Do like the exact same role play situation every day. So yeah, like I get that. So yeah, there's something to be said about that. They're definitely instant. So you got to make your meetings more efficient, but you don't want to put your leaders or for yourself, for example, you don't want to feel like, oh God, I have to come up with this, this elaborate training here today. And it takes you an hour and a half to put it together to be, it's just not to be effective there either. So to have a proper meeting, you have to have people together, hype up, go over targets and wins. there on something useful that you can take out that day and then measure those results and go from there. yeah
Speaker: Yeah. Well, no, that's good stuff. And so I want to transition a little bit as we yeah start to wrap up little bit here, Marshall. And so two things. First, I want to ask your opinion. Like we all know in California, we're getting closer to Netmeter 3.0, which everyone that listens to the podcast should know about that by now what's going on in California.
Speaker: um If not, come to a blitz with us. We got the modern a gold rush going on. awesome yeahp hit us up off but you have some deal but but yeah So what's what are you guys doing as a company to kind of prepare for that? And what's just your thoughts around what's happening? Is the world ending or what what do we got going on when all this stuff changes? Yeah. um I'll go to Warren Buffett.
Speaker: I'm going paraphrase. say okay um When people are greedy, be fearful. When people are, when everybody's fearful, be greedy. Everybody's fearful right now. yeah So we're being greedy and without going into into details and by greedy, I don't mean negative, like we're trying to steal people's money and stuff. But the fact is this, in California and in solar in general, it's easy to make a lot of money and not even have to be that good of a sales rep. You could be a mediocre salesperson and make a killing in solar. yeah And And then that boost ego of that person when in reality, like they weren't probably weren't that great of a salesperson anyways, they had a great product. So solar's a great product. yeah
Speaker: As the product changes, and you can't just always say, hey, we're gonna cut your bill in half, it's a little bit more complex than that. the The fakers and the people who are mediocre are gonna go elsewhere. And that's happening right now. Now I'm not saying everybody who goes out of California is mediocre, I'm just saying in general, in our industry. yeah The type of salesperson that's going to be necessary to sell solar in the future is going to have to be a lot better. So we're going need way better salespeople and way better of an expectation of of our salespeople and both ethically and their knowledge and their ability to like actually sell a deal that goes to install. 43% realization rate is the industry average, by the way. That's despicable. yes
Speaker: You know who you are. And so, um but I digress going back to the point, um net metering, It's going to change the landscape.
Speaker: Batteries are going to become crucial. Companies and organizations, installers alike, that don't have the volume to impress battery companies, the ones that actually matter and are working, are not going to be able to successfully run a business. They'll go out of business. Their sales reps will go elsewhere, yeah um whether it's to a different state or to different companies of California. yeah and so if you want to make If you want to make a killing in a career in California, you're going to have to be with a company that has good connections with reputable battery companies, um has actual good training, and people in their company who have shown over time that they can sell a product and do it well yeah and have a referral but business, et cetera.
Speaker: And companies that like have have customer service systems. and i'm not saying they always work perfectly right Better Earth is awesome. We continue to get better. yeah But like if you're if you're selling batteries, and you've got all of this complex equipment at somebody's house, and it goes to put and they don't know how to deal with it and like maybe the manufacturers are super busy and they're relying on actual companies service these guys and your customers have nowhere to go, they're going hate the product. They're not going like you. They're not going to refer you. And then there's going to be more people who don't like solar down the road. So we've got to have ah good salespeople. So you've got to be able to get good training, have a battery connection,
Speaker: um and know that the company you're working with has has a reputation that people can like actually count on. yeah So I feel really good about that with Better here, um but we also are opening in a ton of markets this year. So I'm gonna be going, i mean I'm going to Florida this week, Arizona, you know Texas, it's awesome. Awesome. Yeah, no, i agree for sure. And yeah, I'm just waiting for some you know idiot rep to come around and say, no, you don't need a battery. like We're still gonna cut your bill in half. yeah oh it's gonna happen. now Yeah, so it's true. You gotta be prepared. You gotta have to train.
Speaker: And yeah, you got to educate, educate yourself on the technology and just like selling on more than just savings. Cause especially in California, I think more than any other market, I think there's more mediocre sales reps in California, I would say compared to. So it's like you cut people's bills in half and it's so easy. It's like you could just literally show up say, Hey, we're going to cut your bill in half. And that's what a lot of these people do. And they get sold like that. It's true. Where now it's like, yeah, you gotta, you gotta do more than that. Like you're saying, you gotta build value. You gotta build. explain why it's important to own versus rent and all these other investments. All kinds of stuff. Though I will say just a quick plug for the leasing and PPA side of things.
Speaker: As interest rates goes up go up and the economy changes, leases are going to become actually like a very viable option for people to go solar um to to start replacing loans. Not completely, yeah right but it's going to make a comeback. PPAs and leases are going to make a comeback. so we're i mean We're plugged in there. We've got the connection Oh, cool. And then just to kind of start wrapping up here, Marshall, I know one of your big, like motto, man, mantras, whatever you call it, is goals down, dues paid. Yeah. And so I know that's like, you know, everyone's shouting that out on Instagram these days. and yeah I think you're creating like a movement around this whole thing. Try and do it. I'm going to do better over last several months. ago yeah Yeah. So I've been seeing it and love it. So tell me, where did this come from? And what's like your whole idea?
Speaker: where did all this gold-down news page come from? I will keep it simple. It started, I started putting it on social media when I was having a really tough time. um My team had imploded. I'd lost a lot of money. i'd was in a tough space like mentally. Things were just not going super well. I wasn't getting the support I needed. okay And so I realized, oh, I got to support myself. Nobody's going to come save me. You know, I've always been into working out i've built that habit over years and i wake up and i get it done i don't have to think about it anymore like a robot and i'm so grateful for that because it builds momentum in everything else I do.
Speaker: But dues paid is about doing the things that are necessary to buy you your freedom. Really, right? And I mean freedom in a lot of ways. If you don't exercise, you aren't healthy, you eat like crap.
Speaker: years and years down the road you're gonna pay for that yeah you're gonna pay for that in your health right if you um don't communicate well with people if you don't fulfill your responsibilities everything catches up i guess you could call it karma of some sort so just paid it's not just about going and working out really hard it's a big part of it it's much more about okay what are the things that i got to do every day that i know are going to bring me success um That sometimes are are hard to do, but I know are necessary. yeah And so you do those things anyways. You do it anyways. And so I actually wrote down a few tips for I get asked a lot like about discipline, right? Like, how do I have discipline? like you can't have it you got to earn it And you've got to decide to earn it, and you've got to decide to pay the price of the pain the discomfort that will come with it. But I'm going to tell you, and and this so comes from a book called um called The Greatest Salesman in the World. have you heard it? love that. Yeah, yeah. First sale book there. Awesome book. Awesome book. And I love this line in there. It's amazing. I'm going to paraphrase again, but it basically says, um anything that you do repeatedly becomes easier.
Speaker: Things that are easy are a pleasure to perform. Ring any bells? And if it is a pleasure to perform, it is in man's nature to perform it often. Okay? So it's not that the things that you want to do get easier. It's that you get better.
Speaker: And I know it's a very common phrase, but it's so true. So there's three things I've found that help you to do things that are hard until they get easy and then you like them more and then you keep doing them. Yeah. Right. So one of them is accountability. It's going to person that you're accountable to, um, or it can be, I call it it post accountability. When I, so when I was in this tough time, i was like, I'm going to, I had this temptation. Like I'm so tired. Like I don't want to work out anymore. i want to do anything. i'm struggling. And I was like, no, like, I'm not going to do that. I'm going to look back at myself here in three or four years. And I'm going say, I had doubled down and I did the things that kept me healthy because that's way more important than my money. sure And so I posted Instagram and said, it's like dues paid. It was just dues paid at first. like I'm going to pay these dues. I'm going do it because I know it counts. And no matter what happens career wise, I'm going to make it.
Speaker: um So that was Deuce Page first, and that's how that developed. And that was a post accountability. i put it on Instagram, and then people started saying, hey, you've been doing this consistently. Like, way to go, man. Then I would think, oh geez, I can't stop now, right?
Speaker: um So a post. You can keep yourself accountable with posts on social media. The next one is an exact wake-up time every single day. If you do not have an exact time you wake up every single day, no matter what, I can guess 20 other things about your life, right? Set a time when you wake up at that same time every day.
Speaker: It doesn't have to be 5.45 a.m. It doesn't have to be 4, right? Like Jocko Willink. It could literally be 7.30 a.m. yeah But you've got to do it consistently. If you do that, it's just going to open up a world of possibilities for you. So that's the second one. And the third one is something called the five-second rule, which is when you know there's something that you need to do that you're avoiding and you're scrolling on social media... And you're like, oh gosh, you know I gotta do this. I gotta knock a door. I gotta get out of my car, knock this door. I gotta call this rep or I gotta do this. um And you don't wanna do it. Recognize that. And then literally hold your hand up in front of you or at your at your side or something like this.
Speaker: And just count down in your head. Just five, four, Three, is two, one. And then do it. You don't have to do it perfectly, but you just got to go and do it. And so that's super key. I found that to be very, very, very helpful. And I'll do that to help me do all kinds of things that I don't want to do that I know I need to do. yeah So those are some really good ways to be accountable. And then the goals down came from me recognizing that like my goals have changed over time. and I'm not the same person. like Life changes, things change. it change like You're not gonna have the same goals your whole life. You'll have similar like values. Your values are gonna stay the same, hopefully, in some ways. yeah But like your goals and how you're gonna fulfill those values in your life, it's gonna change. sure like For me, at some point, I would write down, like oh, I want this exact Porsche car. I would like write it down. And then I realized, like dude, this is not helping me. like I don't care about the car. I want to be able to go where I want, when I want, with who I want, whenever I want. right That kind of thing. so like I'll write that down.
Speaker: right or i yeah I was writing down, like I'm going to make a million dollars in commissions this year. But instead of that, I wrote down everybody in my team, makes you plus. And if they do that, I'm making way more than not. Right? so So like that's bigger to me and it connects more with my values. So I think there's this lie and it comes from a lot of things, but there's this lie that you've got to know exactly what you want all the time right now and it's going to stay the same forever. and then your life changes and things change and you hit these certain points and then it changes and you think, oh no, like, I don't know what to do anymore. When did you just recognize that's going to happen to you. Like all everybody listening to this right now that thinks maybe you're a 24 year old running in a dealer and you just think you're on top of the world, like give it four or five years, an man, like things are going to change and you're going to what is going on? i have no idea what I'm doing. So if you can accept that that's going happen,
Speaker: be like okay cool how do i how do i hit the nail on the head and and still go out and do important things and grow myself that's what goes down is it's about you write down the things that you want and you write those down every day and you write down your values keep it simple five to eight things and then those are going change but like you're going to get a lot more clear on what you want as things go on so that's what that's about man you write those goals down every day and you've pay your dues, like you're not going to fail. You're gonna find opportunity and you're going to win. Yeah, 100%. And I love that. And yeah, it's something i used to do. I need to get back in the habit. But yeah, don't know if you got like the grand card out on like 10x journals or whatever. Yeah. Where he said, need to get more. I can write them down. Yeah. That's what was doing. It's super consistent. But yeah, I agree. It helps you focus in on things and i you think of more things as you do it. if You do. Get back into it, man. Yeah, I need to. I need to.
Speaker: And then post post it on Instagram. Just do at GoalsDownDue'sPaid or hashtag it or something. Okay. And then ah you know we'll keep keep growing that. I mean, i didn't I didn't come up with the idea of paying your dues every day. of course not. I'm just putting them together in a way that's worked for me. Yeah.
Speaker: I love it. So yeah, everyone listening to this podcast, go do that. That's the challenge we got on the podcast for you. Go write your goals down, pay your dues today, whatever that may be. Yeah. Tag, what is it? Goals down, just pay it on Instagram. there's there's a We're working on a Twitter and a TikTok and stuff right now, but it's mainly on Instagram right now. and i got some cool things coming in the works yeah with a few other guys in the industry who do like personal development, psychology, therapy, like to help sales reps do better. And we're to putting together some really cool like stuff and resources for people to to grow. So keep an eye out that. Yeah, I can't wait.
Speaker: Well, it's been awesome having you on the podcast, Marshall. And um I'm sure you've heard this, but it's like you can suffer, you can pay the dues now. if pay that price or you can pay the dues which comes in the forms of regrets probably later by not spending your dues right now. right And so like I think we can all agree it's much more worth it to pay the dues now to suffer the price of, you know discipline now versus stuff where the price edwardve grant later yeah um couldn't couldn of put it better yeah yeah just back little what you said yeah yeah it's a universal principle, I think. 100%. so just to wrap up, I know we already shouted out the Goals Down News page page, but if people want to connect with you more, reach out. What's the best way to do that? Yeah, I'm mainly on Instagram, though I thank goodness I've quelled my addiction to his social media so much over the last several months, which I'm grateful for. But Instagram, it's just M-00.
Speaker: double underscore student t u t n okay andnna You can find me there. And I'm working on a YouTube and things like that. But it's just little developments. Instagram would be the place. i won't get my phone number on here because I i have already have twenty four hundred unent that you like Michael or i no and No way. I'm sure that's like ah it's probably like a community number. that I should get one of those. Yeah. I really appreciate all the people who have been on here. I feel honored to be having this discussion and I'm excited to have more of these. excited I know I have a lot to offer the industry and I'm going continue to like push that out because know people want it. Yeah. Why can't we see what you come out with next? I've learned a ton from you, Marshall. So we appreciate you you know sharing and spread an abundance. And so just to wrap up, do you have any, I don't know, like final words of advice or anything else you wish you maybe would have learned sooner? Any final words of wisdom meet have for solopreneur audience? or Yeah. um
Speaker: And i't keep that I'll keep it as brief as I can. But um again, I would say be careful who you compare yourself to from financial standpoint. Okay.
Speaker: um I've learned that just because somebody has money, they're making money, doesn't mean that they're actually providing the value that would earn them that money.
Speaker: um And i've I've done that myself. right I'm not going to be hypocritin and say I haven't been in that position, but I recognize when that's happened. So just know that ah making your money is awesome and do it. Just remember that a lot of the time, the money, it's only going to get you so far.
Speaker: And when you have the impact and influence and you serve people, you're just going to be a lot happier. So find ways to do that and then find an opportunity and a structure that will allow you to be to get the financial benefit from doing those things. And then that's when you're really going to shoot off. That's what i found. Yeah. Okay. Yeah. 100%. necessarily that they're you know progressing in all other areas so yeah yeah super important so uh marshall we appreciate you coming on hopefully we'll have you on in the future it's been awesome so guys go shoot marshall a follow let him know he appreciated him coming on the podcast remember get your goals down get your dues paid keep crushing it and with that we'll we'll uh peace out right here yes and as i always say take it to the bank but yeah
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Speaker: That's solarscout.app forward slash Taylor. Okay, back to the show. Hey Solarpreneurs, quick question. What if you could surround yourself with the industry's top performing sales pros, marketers, and CEOs and learn from their experience and wisdom in less than 20 minutes a day.
Speaker: For the last three years, I've been placed in the fortunate position to interview dozens of elite level solar professionals and learn exactly what they do behind closed doors to build their solar careers to an all-star level. That's why I want to make a truly special announcement about the new learning community exclusively for solar professionals to learn, compete, and win with top performers in the industry.
Speaker: And it's called Solcitee. This learning community was designed from the ground up to level the playing field and give Solar Pros access to proven mentors who want to give back to this community and help you or your team to be held accountable by the industry's brightest minds for, are you ready for it, less than $3.45 day.
Speaker: Currently SoulCity is open, launched and ready to be enrolled. So go to SoulCity.co to learn more and join the learning experience now.
Speaker: This is exclusively for solopreneur listeners. So be sure to go to SoulCity.co and join. We'll see you on the inside.
