Steve Farber, author of “Love is Just Damn Good Business: Do What You Love in the Service of People Who Love What You Do,” joins me on this episode of #Accelerate!
- People who are great at what they do love their company, team, and customers. Steve explains the impact of translating love into action in your work.
- Do soft skills make you nervous? Can love be quantified? Steve talks about the net promoter score and employee engagement as examples of love metrics. If you can’t measure something, is it still worthwhile to do?
- What is the measure of a relationship? If you’re not hitting your numbers, that is a measure of failed relationships. The highest-performing salespeople have great relationships. Selling is all about relationships.
- Steve shares a case study of a top salesperson who asked herself if her customers loved her. She went on a campaign to gain their love by serving them in a way that showed her love for them. Listen in for her results!
- How do you develop love? Steve discusses relationships in transactional and complex sales roles. We always want the customer to love our brand, product, and service. Steve tells how to sustain those customer conditions.
- Can you simultaneously want to serve the customer and close the deal? Steve gives a hypothetical example of a salesperson motivated only by money. Will they be loyal?
- A sales manager who loves their team will hold their team’s feet to the fire when they are living below potential. Love has high expectations. Love has a low tolerance for negativity. Love is good business!
- What about employee development? Andy and Steve explore the impetus for improvement. Steve breaks down what he means by doing ‘what you love in the service of people who love what you do.’ It starts with you.
- How do you find what you love? Steve devotes a section of his book to that question. Don’t wait around for it to dawn on you. Search for it. First, ask, “What do I love about the work that I’m doing now?”
- Steve talks about his development as a musician and then going into business. He started as a broker and then founded a brokerage. He explains why he was miserable in it, and what he looked for, next.
- Discover your purpose and apply it to your work. Andy talks about sampling careers before settling on your chosen career path.
- Steve shares a story for the first time of his son’s motivation for education and where it took him.
Do What You Love In The Service Of People Who Love What You Do
It’s time to accelerate. Hey, friends. This is a welcome to episode seven hundred and thirty two. Seven, three, two of Accelerate the SALES Podcast of Record.
Steve Farber Introduction
I have another excellent episode lined up for you today. Joining me as my guest is best selling author, renowned speaker Steve Farber. Some of you may know Steve as the author of a book titled The Radical Leap. Well, this week’s episode, I’ll be talking to Steve about his new book. It’s titled Love Is Just Damn Good Business. Do what you love in the service of people who love what you do. Nice to meet you. I love that phrase. Do What You Love In The Service Of People Who Love What You Do.
Do What You Love In The Service Of People Who Love What You Do. Talking Points
So in this conversation;
- Steve and I are playing up this idea of doing what you love in the service of people who love what you do.
- We dove into the impact of translating love into action in your business.
- Talked about how love can be quantified and measured.
- How to gain the love of your customers.
- We talked about why love leads to greater expectations and accountability within the organization.
- Also dove into how to discover what you love to do. So all that and much, much more.
Now, before we get to Steve, want to take a second to talk to you about vanilla, soft, vanilla, soft as the industry’s leading sales engagement platform. But most people simply refer to it as the solution. It’s the solution to ensure sales development reps make the right number of attempts for every lead. It’s the solution to ensure sales development reps use more than just email, that they consistently use linked in and the dreaded telephone. As part of their sales playbook, it’s the solution to serve sales development reps. The next best lead over and over again. So they hit their numbers. The solution starts with the right sales cadence, and that’s why you need to check out vanilla soft guide on sales cadences. It’s titled SALES Cadences What Works, What Doesn’t and Why You’re Frustrated and you can get it now. At vanilla, soft dot com forward slash Andy Paul. That’s right. Get it at vanilla soft. Become Ford, slash Andy Paul. Okay, let’s jump in. Steve, welcome to the show.
Steve Is Welcomed Into The Podcast
Thank you. Look forward to talking today. We’re going to talk about your new book, Love is Just Damn Good Business. That’s a book I really enjoy reading. What what was the impetus to write this book?
Steve Describes His Impetus On Writing the Book and Love Metric.
Well, you know, it really all comes down to a simple observation that I’ve made after doing this work now for 30 years. I think I came to a very simple conclusion and an observation that will not surprise you to hear. And that observation is love is just damn good business. I mean, seriously, it keeps it keeps coming back around to that. When I look at the best companies that I’ve worked with, the most effective leaders that I’ve known and worked with over the years, it it always comes down to that. So often you see you hear this language, right? You hear you hear people who are really, really great at what they do. They talk about how much they love their company or they love their team or they love their customers that they love. So I just I heard this word so much. But wasn’t it wasn’t just because I heard the language. When I look at those leaders and I look at those companies and see what they do, really, in essence, they’re taking that, you know, when someone disregard is a sentiment or a feeling and they’re translating that into action, into the way that they do business and into the way that they lead. And I just don’t think we shine the spotlight on that as much as we should. So that’s that’s where the impetus for the book came from.
I love the premise, such as do what you love in the service of people who love what you do. You point out in the book this idea of soft skills oftentimes makes people nervous. If you consider that this love is a soft skill because in this data driven age, we can’t quite know we’re nervous with things we can’t quantify. But you make the case that you really can’t quantify this.
Yeah, I think we are you know, in essence, I think we already do. We just don’t call it that. So, for example, you know, one of the ideas that we bring out in the book and in a couple of different ways is the net promoter score. So the net promoter score for the uninitiated among us it is simply a measure of the answer to a very simple question, how likely are you to refer us our product or service or company to family or friend? Right. Scale of one to 10. What a simple question. And really what that is, it’s a love metric. I give you a 10. I’m saying I love you. It doesn’t say that. Specifically on the metric, you know that’s the highest number, but essentially that’s our experience. So we do measure it in a lot of ways. We measure not the net promoter score, but we measure employee engagement. And all of these things are just another way of saying, I love this place. I love this. Having said that, love is a hard thing to measure.
If we if we think of it solely as a feeling or an abstract, like I said before sentiment, then how do you measure that other than just a very subjective thing. I know I love my kids. I don’t measure it, you know? But still. I think it’s it makes it makes us nervous because if I can’t, there are those among us who believe if I can’t measure it, it is not worthwhile to do. And why? And I think that’s fallacious.
Yeah, and we see this in spades and sales. Right. So primarily sales audiences. Yeah. I’ve spent a good chunk of my career teaching people about relationships and how to build relationships, effective relationships in a sales context. And increasingly, we’re seeing this pushback against this whole idea of relationships and sales because it’s like, well, I don’t want people to/I don’t need people to like me. I want them to respect me. I think they’re just uncomfortable with this term relationship on one hand. On the other hand, they can’t measure the value of that relationship. Right. They’re not given a metric. I don’t have a metric for relationship. Right. I say, yeah, you do. It’s. You’re not hitting your numbers. That’s a big measure. You think it’s because you didn’t do a good demo? Well no, I can track every failure back to your failure of relationship.
Yeah, I’ll tell you who. Who does not have a problem with that? What? Sales people do not have a problem. And you tell me if I’m if I’m right or wrong because you’re the sales expert. Sales people that do not have a problem with this idea are the highest performing sales people in every organization. Pretty much, right. I mean, they there. Unless you’re in a complete kind of a transaction. All right. That’s a different kind of a different animal. But if you look at the really top notch enterprise oriented sales people, it’s all about relationship. In fact, it’s so obvious that it even seems redundant to say it out loud anymore.
Yeah. Well, I agree. And that’s why I’m always sort of taken aback when people think because they’re soften to the connotation of relationship as well. You know, you have to be friends. You’re like a match. And some of the same thing happens when you talk about love. It’s like, yes, people think, well, that seems a little on the surly mushroom.
Let me give you an example. So I’m speaking at a conference and a woman in the audience came up to me afterwards. She said, you know, I’m a big fan of your book, The Radical Leap. And so is my top salesperson. And she said, let me tell you her story. So great love to hear. She said, well, we referred to her. Her name is Vicky. And we referred to her on our team as the original love doctor. That’s her nickname, the original love doctor. That sounds interesting. She said, yeah, she’s our top salesperson. She’s really amazing. You should talk to her. I said I’d love to hear her story. So she gave me her cell phone number and I called her up one day out of the blue. She answered the phone. I said, is this the original love doctor? I was concerned at that point about the call. Yeah. I kind of freaked her out a little bit. Then of course she said, who is this? So I explained. She was excited to tell me her story, which is that she had read things. She had read the radical leap. She had read my ideas on love, where she heard me in a conference. My customers who are companies like, Target and Wal-Mart. Right. I know they like me. I’ve got a good relationship with them. They do a lot of business for me. But do they love me? So she went on this and she said the answer to that was really no. I don’t think so. So she went on a campaign to get her customers to love her, which on the surface sounds kind of manipulative. But here’s why. It wasn’t because she really reflected on this and said, OK. Well, the fact of the matter is there’s really no reason for them to love me unless I really love them.
Am I really serving them in a way that shows that I love them? Mm hmm. Just ask the question. Well, when I’m when I’m with people that I love in my personal life, friends and family, what do I do? What does it look like? Well, for one thing, I know what’s going on in their lives and other stories and other kids. I know she just did this analysis and she allowed herself, first of all, to know, to have that feeling for her customers. And then whenever she saw them and they do a lot of traveling together, trade shows and all that kind of thing. That’s what she started to do. She started to get to act with them like she does with everybody else that she loves in her, in her personal life, of course, in an appropriate way. Right. Right. Obviously, I hope that’s obvious. And what do you think happened? This was already a top performing salesperson. OK. This is not the transactional world we’re talking about a few minutes ago, right? This is these are high end sales per sales volume increased, right? By three hundred million dollars. Now, I know she does big contracts with a big company, but I don’t care how you slice it, that’s big. That’s pretty big. And so how do you measure it?
That’s how you measure. Well, so let me ask you a question, because again, we have a sales audience here. And you know, the big trend in sales, which you may or may not be familiar with, the trends if you do work with the excess companies, are the hyper specialization of the sales role. And so instead of having one person like Vicki who goes out and she finds prospects or customers and she closes them and she services them on an ongoing basis because she increased sales to them. Now we’ve got somebody who’s a role, the business development rep, sales development rep, an entry level role that does prospect right there is trying to get that meeting set or so then hand off to an account exec who has in some cases a very transactional, let’s called closers. But there’s your national sales rep and they only take it to the first order and then they hand it off to customer success, who then manages it and handles renewals and so on. Seems like it’s hard, you know, for certainly the first two roles to really develop that they’ll love right in between on really from the customer side. Right. Yeah. How do develop that if you’re constantly handing the ball off to somebody else?
Yeah. So, Nick, it’s a great question. So there are lots of jobs, whether they’re sales related or not, that are more transactional, where the connection with the end user, the customer. It is, by its nature, transactional, so a relationship there is different. But that’s just one dimension. I think there’s the engagement of love that goes beyond creating that kind of sales relationship. So here’s what here’s what I mean. And let me kind of step back for a minute and put it in the right context. Fundamentally, ultimately, what we’re after as business people, whatever role we play, is we want our customers to love us. It comes back to the Net Promoter Score. We want them to love our product, our service, our company, our brand. The experience of working with us. Right. Because anything short of that doesn’t really give us a competitive advantage because we all know you’ll get tons of research on that. The customer says, I’m satisfied with you. Gives you a five on the net promoter score. There is no greater likelihood they’re going to stick around and leave. Right. There’s nothing holding them there. So we want our customers to love us. That’s safe. Think of that as the starting premise. The only way to really make that happen for our customers in a meaningful and sustainable way over time is to create an environment or culture that people love working at. And I can’t create that kind of culture or contribute to that kind of culture unless I love this myself first.
So when you’re talking about the hyper specialization of the sales process, the other generic term that we use not necessarily accurately is, that’s a team. Right. It’s a sales team. Theoretically, right now just because something is called a team doesn’t mean that function. Is that right? But from a customer’s perspective, from the client’s perspective, that’s precisely what it is. The customer doesn’t make a distinction between, oh, you’re the guy that set the appointment and you’re the woman that called me up and you’re the person that they have an experience that’s either going to be positive, really positive, neutral or really negative. Right. And we all contributed to that experience. All of us, everybody that touches them and everybody that doesn’t. So love is a cultural thing. The more we can create an environment that people love what we’re doing, our passionate foreign stand for our values leave. We can make a contribution, a valuable contribution to each other and to the world and to our customers. Our customers will feel that in the experience of doing business with us, we are more likely to be more responsive, to be more productive, to be more engaged, to be more profitable in the way that we do. Or because if I love this place and I love what we’re trying to do, my standards go up.
Right. And I think this is one of the lines that’s really hard for sales organizations to cross, which is that, look, I’m hiring this salespeople. I just want them to be motivated purely by money. Yeah, right. And so if their incentive is purely monitoring, then their incentive to buy into a culture of love or whatever is yes, fairly minimal. And this is what you see oftentimes communicated to the customers. Right. Is that that, they understand that the salesperson is very transactional. Just there. Well, we do it every time, right? We say, look, we’re try to build trust based relationship and we love you. And then we get to the end the month that we’re all here to serve you. And then we get down to the end of the month. But if you close this month, we’ll give you a 10 percent discount and suddenly your motivation is just really transparent to the customers. It’s not about serving them, it’s not about love, it’s about, I just need to get this deal.
Yeah, I think I think we get tripped up because we consider those things, those motivations as mutually exclusive that it’s all about the money or it’s not about the money. It’s about all of it. Money is important, sir. Salespeople who are paid on commission are obviously more motivated by money. The question from a sales management standpoint is, is that it? Is that all there is that motivates them? And the answer, of course, is no. If I listen, if I let me speak an extreme sharp, I hate this place. All right. I can’t stand it. I don’t like the people. I don’t like the work. The only reason I’m here is because they pay me a boatload of money. Right. There’s a lot of people in that circumstance that are really good salespeople. They make lots of money and they’re freakin miserable. Right. Every day. OK. So if that’s the case now, let’s say there’s a startup down the street then. They are recruiting this person, let’s say you’re that person.
You go to Disney, check it out. OK. I’m going to make a little less money there. Maybe not. It’s a start up? I don’t know. You gonna check it out? And the place is lit up. I mean, people love being there. There’s a lot of energy. There’s a great command, camaraderie. There’s good vibe in the place. I’m going to take the chance to go there because the money could potentially be just as good, if not better. But my experience is going to be phenomenally different. Why wouldn’t I go? Sure. So the environment that we create in sales teams and in companies is our best recruitment and retention. Tool is the right word, but that’s certain that is where it comes from. Right. And if all we’re doing is just driving the money and we sacrifice everything else for it, which is the way unfortunately many people think they’re supposed to lead, where we are undercutting our own performance, and ultimately others. But yeah. But the other thing, Andy, is that is that I think there is a misconception that if I love you, everything is OK.
Apparently by the power currently held by people who’ve never been married before. Exactly.
It’s funny because in the business context, that’s what scares us right now. So the expectation is something like, you know, Andy, you haven’t hit your numbers now for two months in a row. When I love you so.
It’s okay. You pay, you’re going through a rough patch and maybe you’ll turn it around in six months or so. Because I love you. I don’t want to, you know. Hold your feet. That’s not what it looks like. So ironically, it may be ironic. Almost an ironical, great word is that love? A real love. If I really love you, if I’m your sales manager and I really love you, I believe in you. I know you have talent and I see that you are not living up to your own potential. I’m going to hold your feet to the fire even more than if I didn’t care about you all. If you were just a number to me right now. In other words, love comes with higher standards, not lower standards, higher expectations, not lower expectations. And this is the ironic part. Oftentimes, higher levels of love are accompanied by lower levels of tolerance, because if I really love this place in what we’re doing, I don’t tolerate people slacking off. I don’t tolerate subpar behavior. I don’t tolerate the bad attitude and the and use the negative ness because we’re better than that. You say so. So this is why love is just damn good business. It’s hard. It’s not soft, fluffy California, a touchy feely hoo ha crap. It really challenges us to raise our standards all the way around.
Yeah. So does translate that down to the individual level. Right. Because one of the big problems and I’ll just take sales as an example is and I think it’s true probably across the board, but is increasingly the onus is put on the individual for their own personal development in their career. How do you take this concept to people? Yeah. I love what I do. I love my customers. But that’s hard. And people take that next step to say, yeah, I need to invest in getting better and improving and be able to elevate my ability to add value to my customers. And that’s a very hard bridge to get people to take these days, because, you know, it’s like as I said, people think life is an open book test these days. Right. Everything all the information is available to me. Why do I need to learn it? If I can always access it. And so we see the self rising specter of always taught the Dunning KRUGER effect. You talk about this in your book.
Is this. Yeah. How do you how do you get people to invest?
Well, it’s a great question and it goes to the heart of how the book is structured. Actually, the subtitle of the book is Do What You Love in the service of people who love what you do. Right. Which is also the framework that I’m suggesting people consider. Right. So there’s three elements to that. Do what you love.
Part 1 in the service of people. Part 2. We love what you do.
[00:23:43] Part 3. So, yes, I’m doing what I love, but that’s not enough. If all I was doing is what I love for my own development because it makes me feel good because or whatever, I mean, that’s fine. But if that’s where it stops, when you take that extreme and it’s just another way of saying narcissism. As long as I’m doing what I love, really doesn’t matter how that affects anybody else. Right.
So the second. But that is important. I need to light my own fire, as it were. I could speak poetically. What is it about this work that I love or the people that I work with or the things that we do, the values that we stand for the future that we’re trying to create? Where you able to find something there. But then the second part in the service of people is the context. So I’m using what I love, but I’m using that to serve. I’m using that to serve you, my customer, you, my colleague, you, my coworker, you, my family, whatever the context is. Right. So now I have a connection in the way that I serve you. And because it’s rooted in my own heart, I’m not serving you to some minimal, you know, expectation, because just because I’m supposed to I’m serving you because I want to have a significant impact on your life.
And when I do that, you reciprocate. As to who love what you do. Right. So it all comes back around. So personal development is really important and we need to take it to the next step is how do I use what I’m learning and my knowledge and my wisdom. Yeah, it’s easy for me to Google something like you said, you know, I can get knowledge everywhere. But the challenge is to take what I’m learning and use that to serve you. Right.
That’s the leadership element and that’s the competitive business element.
Right. And that’s why I’ve said this for a long time. And what I’ve written is that, yes, at sales, this individual salesperson, this is a leadership position. I mean, it’s just it starts with you. It starts with your manager starts with you. So I would jump ahead to another part of the book, which I liked, is this idea of sort of finding what you love, which, you know, there’s actually been things written about.
Finding Your Passion
There’s just a few months ago, a study came out saying this whole idea of finding your passion is maybe counterproductive.
You probably saw that, but. But yeah, I like this part of the book. You talk about finding what you love. And what you’re saying is that it’s not happenstance. This is something that’s a deliberate pursuit.
Yeah, I believe it is for most of us. I mean, there are people we’ve all known just from the time they were young, just had a sense, just haven’t knowing who they were and what they were going to do with their lives and their purpose. And I think the earlier on in life that we can discover that the better it is that most of us have to work at it. And I think that’s an empowering thought. Right. It’s because we all have this. Most of us have this sense that finally, what I love having a purpose in life, whatever kind of philosophical phraseology you want to give to. Intuitively, it feels like that’s a healthy thing to have. But if we think that somehow.
One day it’s going to dawn on us. And we just have to wait around for that to happen.
That’s not particularly healthy because it puts us Senate in a kind of a victim mentality when we don’t have that right. So instead search for it. So and it’s really easy to start doing that. You can. There’s a very simple question you could start asking yourself right now. The bigger question is, why do I love the work that I’m doing now? And if the answer to that is, well, you know, I don’t. OK. Which just a legitimate answer if it’s real. Right. Then there’s another variation on that, which is, well, what do we love about it? Is there something that I love about this work? Because I’m not suggesting you have to love everything about your work. I do love everything about my work. You know, you can tell right now I’m in a hotel room. Right. I don’t want to be traveling in my work. I don’t love hotel rooms. And bad Wi-Fi that comes with it. I don’t love airports, right? I don’t particularly love, you know, the mechanics of marketing and all that kind of the back end stuff.
There are things that I have to do that I don’t love doing in order to do the work that I love. Right. And there’s a technical term for that. It’s called being an adult.
So I’m not suggesting I love everything about your work, but I think for most of us assume that there’s nothing about our work that we love. But yet I really got a really great friend that I met here. I believe in our values. That mission with the company is really great. The product is amazing. So what is it that you love? And if you start focusing on that and then seeing what kind of impact that has on not only how you feel, but how you act and behave and perform, what we begin to discover is that there are things around us that are right under a nose that we’re already passionate about. It’s really part of our so-called purpose. We just haven’t paid attention to it. We have to start looking under all kinds of rocks sometimes to make that happen. It is exactly my own experience. You talk you talk about it in the book, right? Yes. So I started out you know, I was a sales guy once a long time. I mean, I guess you can argue that I still am in some sense, like all of us. But I started out in business when I started out wanting to be a musician. I am a musician, but I started out wanting to make a living as a musician. I also started out really young with the family. And discovered where those two path leads. So I opted for feeding people versus just playing music and I went into business and I had a friend who was in the commodities futures business.
Which gimme a job, right? And it’s pure sales, pure sales, getting on the phone, talking to prospects, trying to open accounts.
And make trades and really get it. The only problem was.
Well, before I get to the problem, the other thing that I discovered that I was good at is I was an entrepreneur. So I started out being a broker for somebody. And then within a couple of years, I had my own brokerage firm, my old shop. Before I was 30 years old and now I was running a sales team. And the only problem with the whole scenario was that I freaking hated it. I hated everything about it. And and the main reason. Well, not everything. I love my little team. I love the act of doing business. Right. In kind of a generic way. Right. But people lost their money all the time because that’s the nature of that business. It wasn’t that they didn’t know the risk. They knew the risk. But that didn’t make me feel any better. So I just had this moral dilemma with my own business. And my experience was, I hate this, I hate this. And so I made a decision to get out. Before I even knew what I was going to get into. So this comes back to your point of what is that? How do you find this purpose thing and is it even worthwhile all that? I was so miserable then and they did. I wrote about this in the preface to the book, actually. I. I was living in San Francisco at the time. I was walking around downtown. I was still in the commodities business and I was so miserable and I knew two things with equal clarity. I knew there was something that I was supposed to be doing on this planet. I knew it.
But the other thing that I knew with equal crystal clarity was that I had no freaking idea what it was. No idea. And then what happened was it was it seemed like a random circumstance. But I don’t think it was because my antenna was really out and I was really paying attention. I was in a conversation one day with a friend.
Who said something about a mutual friend of ours was teaching some kind of workshops for corporations and told me all the information that I had set up and all my lights went.
So then that’s it. That’s what I’m supposed to be doing. I don’t know what it is exactly right, but it was a very intuitive kind of a hit. So then I started doing research on it. I discovered it is this whole kind of training and development industry and led me on a path that actually started in nineteen eighty eight. And led me to the kind of work that I do now. So yeah, it is worthwhile to discover your purpose and to be able to apply that to your work. I think I’m a living breathing example of that, but it can also be it could be quite a challenge along the way in discovering what that is.
Yeah. I think if you’ve read David Epstein’s book Range, which has been a bestseller recently, Why Generalist Triumph in a Specialized World is he talks about how people that reach high levels of accomplishment, specific field typically go through the sampling phase of their careers or of their chosen pursuit. And if it’s sports or whatever, where more so than people that specialize early, do one thing forever is people gonna try different things. And yes, sales is oftentimes such, though I have talked to hundreds and hundreds of people on the show alone. Is sales lifetime second or third choice or second third career, let’s say? And that’s perfectly fine. Show. Scott, try other things. The two sets are built.
And it would seem to me that sales is a good way to do that kind of sampling. Right. Because you develop that sales skill and you can apply it in virtually every industry.
Well, you also get exposure, lots of different types of businesses and types of people. I mean. Yeah. I think it’s a great basis from which to sample. Absolutely.
But I think, you know, if we put a lot of pressure on ourselves and then I come along with the book says love is just damn good business and you should do what you love in the service of people who love what you do. Doesn’t that sound easy? Just plug that in and see what happens. It’s not. It’s not easy. It is a discipline. And then it involves trial and error. And then you hope you just you know, you keep your job, you keep your wits about you. You pay attention and you challenge yourself to try to do things. And who knows what the timeline is? Who knows? I’ll tell you a story that I have not shared publicly before. I’ve been telling friends and family about it. My son Jeremy is really a really good example. So Jeremy is now 31 years old, my son. Just to give you a little backstory. He graduated when he graduated high school, way back when he graduated with a 2.0 grade point average. I’m sure it’s not a great school, although he is quick to point out that he started his senior year with a one point one grade point average. So he did double digit trajectory is good. Yes. And you know, he just wasn’t in the school. And then he traveled for a couple of years and finally decided, okay, I should go to school. I should go to college. Didn’t want to. But he felt he should. He went to San Francisco State for a couple of years and basically bombed out. And we kept on the whole time. Look, the school is not for everybody. You don’t have to go to school. So. Don’t put that pressure on yourself. Find something else. So he left school. And, you know. He had a good time. Is living in San Diego. He’s working in a couple of clubs. You know, it just is a good experience. But then he just decided after a few things, you know, personal challenges of his own. He decided he wanted to go to school. So now the motivation became intrinsic. It was internal. Right. So he went to community college.
He basically had to start over. And, you know, the idea is you go to community college for a couple of years, fulfill your requirements, then you can transfer into school, do your junior and senior year end. Right. So he killed two years at that college.
Moran up in the area, children started applying for your school’s. The punchline is last week he started class at Columbia. Very cool, yeah. So he called me up when he got something in Columbia and he said and I quote. ‘How’s that for a turnaround?’ Which is a great story because my brother’s son followed a similar path and ended up at Columbia to finish his degree, as well as a 28 or 29 year old student.
So, yeah the same same school. So Jeremy is an econ major at Columbia. Which means that his path is into the finance world. You know, private equity in that kind of thing. If you would asked him that three, four years ago, he had no idea. Absolutely no idea. So now he’s 31 years old. He’s on this amazing path. And he went through a lot of angst in his in his early 20s. Honestly, what the hell am I supposed to do what I am supposed to be doing? And we were always confident. I was always confident that he would find it. And it just was an amazing thing to see. So I think we all need to give ourselves this, too. We need to do two things simultaneously that I think our kids can feel like they’re at odds with each other. We have to be really attentive and turn over all those proverbial rocks in looking for what it is we really love to do. And we have to be really patient. Yeah. So it’s that persistence and that patients mix together that I think is kind of an advanced maneuver for some people. And then there’s an element of trust that that the answer will come as long as I do that.
That’s a great story. But yeah, I had a has had an interesting journey to this point, but there was lots of things passionate about with our digital marketing and our doing. And it just takes time, right? You never know. I feel even though I was in sales in my twenties and sales manager, I. I sampled lots of different things. Actually stepped out of sales for a while and did program manager, but then got back into sales. I just. Yeah, just the path that took me on. So what goes?
Wrapping Up The Podcast
Well, Steve, I really appreciate you joining me. And we learnt a lot today.
Not the least of which is that unbeknownst to us, we live about 200 feet apart from each other and it’s remarkable. Just across the street, literally across the street.
So we’ll double it, make sure we get together in person sometime. If only there were restaurants and coffee shops to choose from in that area.
So thanks again for trying to tell people they can find out more about what you’re doing and get in touch with you.
Thank you. So the new book, Love is just damn good business. You should be able to find it wherever fine books are sold.
I recommend that. Thank you. Book well worth reading.
Thank you so much. And then Steve Farber. Dot.com is where I live online, you can find my blog on there and lots of videos, audios, all kinds of content. That and a way to reach out, to stay connected, which I would love to do.
All right, great. Well, thank you. And I look for talking in person soon.
Thanks so much. And it’s been a pleasure. Thanks.
OK, friends. That was accelerate for the week. First of all, as always, I want to thank you for joining me. And I think my guest, Steve Farber. Join me again next week.
And before you go, don’t forget to check out the sales house, my growth training platform for B2B sellers just like you and your seller, who’s reached the limits of what science of selling can do for you. And you’re interested in learning about the art of winning. And come check out the sales house. Learn how to master the human element. Selling to crush your numbers. For more info, visit the sales house dot com. That is the sales house. Dot com. Thanks again for joining me. Until next week, I’m your host, Andy Paul. Good stuff, everyone.