If it's good enough for you, it's good enough for me, it's good enough for you, it happens to the best of us. Wow, really gorgeous stuff. 25th of April, something big is happening tomorrow. What is it, the 25th of April? 25th of April. Today? Today. Happy birthday, Gabe. Happy birthday, Gabe. Something big's happening tomorrow though as well. Today's the day that matters. Yeah, yeah. It happens to the best of us.

If anyone can prove and show to me that I think and act in error, I will gladly change it, for I seek the truth, but which no one has ever been harmed. The one who is harmed is the one who abides in deceit and ignorance. Marcus Aurelius. Okay, so I want to talk about feedback. Now, it is very important to get feedback.

and receive feedback and seek out feedback by getting feedback. You learn and you improve and you gain so much from it. What about giving feedback? When is it appropriate to give feedback in a sales environment? Really good. Well, where, mean, look, we're on this, Jay, we've not been leaders before we have a meeting. So where have you wanted to give feedback? Where have been the moments where you're like, well, I want to say to know whether it's to a client or a colleague. I think

Giving it, giving feedback to a colleague has always felt safer because it's a safe environment of like, okay, well we're running the company. If there's a feedback on a call, a lot of the time people will look to us for feedback, but actually when it comes to clients, they might be looking to use us for one service, surface, one service, but that doesn't necessarily mean that they're wanting to get lots and lots of feedback on how to run their business. it can be tricky. There are tricky conversations to be had.

And luckily for the audience at home, one of our specialties is tricky conversations. Exactly. So there's a couple of rules here that are to help people out. One is, and this is a rule for life, conversations, difficult conversations work best preemptively. So if we were to onboard a new client, we would let them know there might have to be some tricky conversation. We tend not to work with people who aren't open to improving their sales process.

Sometimes as a business, we will spot things that where you think this is a meetings problem. We book you the meetings and you still have the same problem. We might have to give you some hard advice. Yeah. So yeah, yeah, that's fine. Of course. But the ground rules have been set and even me and you starting to work together. We need some rules in place. How are we going to communicate with each other? We need to be open to taking criticism and giving criticism and taking feedback and giving feedback and

keeping each other honest and accountable. with Ben, our ops director. Like these are the things that you need to make sure you get right. I mean, the first thing that we say to people in an interview is how do you like to be communicated with? Yeah. How do you like to be managed? Some people like it hard and fast. Some people like it slow and soft. Sorry, mate. Feedback. I see. And I always say to me when I deliver that question, don't just tell me what I want to hear because I'll actually...

live by this. Yeah. Cause everyone always says, yeah, just tell me straight. me how it is. the first time you tell them how it is to like, why does it my feelings? It's fine. Some people are like that and some people, um, aren't. And I know I saw a lad in my office who was like, actually, could you sugar coat a bit before we get there? Could I have a bit of positive first? Fine. Of course I can. So understanding the ground rules of what listening.

am I speaking into? Yeah. And I also think that when I've done research or I've spoken to old leaders, there's been a guy called John. Great guy. Yeah. Great guy. There's been phrases like the shit sandwich. Okay. Or build, break, build, which is quite a funny way to say, I'm going to build you up and then I'm going to break you down, but don't worry, I'm going to build you back up. So they're the same kind of analogy.

But I'm going to start with something positive, then I'm going to give you something constructive, but I'm going to end with something positive. So I'm going to say, the way that you've been working recently, it feels like you're putting a lot, a lot of effort in. It feels like you might be putting effort into the wrong places, which is actually like leading to probably not getting the results. But I actually feel that if you just focus more on turning up on time, doing X and focusing on X.

then you probably get to the position where you want to be to become a team leader or a sales manager or insert job role here. Build, break, build. Really, really good. Really, really good. Have you ever got it wrong? So many times. So many times. get it wrong and you feel it afterwards. Why actually got that wrong? I think the best way, like the rule of thumb is to own up to your mistakes and get there first. And rather, I've had conversations before and like I've left the room and I thought, that vibe was off.

Let me just, let me just re grab you. And I've said like, I feel like actually in that conversation, I might've upset you or offended you or just call it out. And like, obviously the intention wasn't there. And the response before has had sometimes my guts off and my, my feelings wrong. They're like, no, no, no, that's just my concentration face. An obvious one as well as like, don't do the feedback thing in front of people. Yeah. Which is, you know, what a story that I've got is I remember once hitting target.

Job I had and I had a boss who was like always. He couldn't give you any of the praise, you know, inside hit target and the whole teams. Well done. Nice one. And he marched over and just started asking a lot of like maths questions about targets. And how would you have done it if you wanted to get 120 % of target instead? And how would you ask me loads of questions? And then I just went, you wouldn't be able to sit down with you because you actually started to piss me off. And the whole office just went.

quiet like that. And he went to us and I went literally just sit down and he went and sat down and he was like messaging someone else. Like do you think I need to do something about that? But one, that was the wrong thing for me to do to react like that. But two, it's the wrong thing for him to come over and question and give that feed. He put me on the spot in front of people during a moment that was like positive. Yeah. Especially when you're trying to build a team and motivate a team. Stoic, stoic, exact now. How would you have responded to that?

I am Marcus Aurelius, and I will... I would have said that's... I really like what you're trying to do. Would we be able to maybe chuck some time in the diary? Because I'd love to learn a bit more about what you're trying to teach me. Yeah. And then when you he'd have gone and down and not put anything in the diary because he wasn't actually looking to do that. Ego. I've been Jack Frimston. I've been Zack Thompson. Remember you will die. I'll just take the... de la Casa, please.