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Why You Should Combine Philosophy and Execution in Sales with Ronnell Richards
Episode 646th April 2022 • The Science of Selling STEM • Wesleyne Greer
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In this episode of the Science of Selling STEM, I had a chat with Ronnell Richards, the Founder of Business & Bourbon, a platform dedicated to helping people do business better. Ronnell has built a career out of creating businesses and developing sales professionals into high-level performers. He’s taught individuals how to feel part of a team and perform better as a result. He successfully strategized with both small and large businesses to take their progress to the next level. This has given him a unique perspective on success that he brings to every aspect of his life. 

As an award-winning entrepreneur, Ronnell knows what it takes to aim high and hit even higher. Within ten minutes of listening to Ronnell, you’ll see why he's been so successful as a sales coach, entrepreneur, business coach, speaker, and trainer. He and I discussed how his parents instilled in him the values that made him a success in sales and entrepreneurship at a young age, why philosophy is important in sales, what effective sales leadership looks like, and so much more. Get ready for the sales development training of a lifetime in this 42-minute episode.

And if you ever need help with a sales or leadership issue don't hesitate to book a complimentary clarity session with me HERE. You can also email us at podcast@transformedsales.com with any suggestions or comments about the podcast.

On Today’s Episode of the Science of Selling STEM:

  • How his upbringing equipped him for a long and successful sales and entrepreneurship career (01:59)
  • Shut the Hell Up and Sell: Philosophy + Execution in Sales (10:05)
  • Why you need to learn how to build a connection in a short period of time (16:00)
  • Disrupting an improperly built system that programs salespeople to be too product-focused (20:41)
  • How to help your sales managers consistently lead their teams to success (25:17)
  • Business and Bourbon: Creating an environment that’s conducive to building relationships and connection (30:24)
  • Everything he’s most grateful for (36:43)

Connect with Wesleyne Greer:

Connect with Ronnell Richards:

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Join The Science of Selling STEM community on Facebook, Twitter, LinkedIn and visit my website for even more content, information, and resources.

Transcripts

Wesleyne Greer:

As a sales manager, you are judged by the

Wesleyne Greer:

performance of your team, and you're praised when they do

Wesleyne Greer:

well. But one thing that you've not been able to figure out is

Wesleyne Greer:

how to get everyone on your team consistently hitting quota every

Wesleyne Greer:

single month. On the Snack size sales podcast, we discuss the

Wesleyne Greer:

science of selling stem sales leadership in the science,

Wesleyne Greer:

technology, engineering and manufacturing fields is

Wesleyne Greer:

difficult. You will learn from sales managers just like you

Wesleyne Greer:

that will give you actionable insights and tips on how to

Wesleyne Greer:

develop as a leader and achieve your revenue targets every

Wesleyne Greer:

single month. So pop your headphones in and get ready to

Wesleyne Greer:

listen to my guests today. They will give you information and

Wesleyne Greer:

inspiration to ensure that you have actionable insights that

Wesleyne Greer:

you can put into place today. Hello, and welcome to another

Wesleyne Greer:

episode of the science of selling stem today. I am so

Wesleyne Greer:

delighted to have Ron L. Richards here with me. How are

Wesleyne Greer:

you doing today?

Ronnell Richard:

Wesleyne. I'm fantastic. You know, really been

Ronnell Richard:

looking forward to this been on been on my calendar for about a

Ronnell Richard:

month, you're super busy, it's hard to pin you down. So let's

Ronnell Richard:

knock it out.

Wesleyne Greer:

Awesome. Let me tell you guys a little bit about

Wesleyne Greer:

Ron. Now he has built a career out of creating businesses and

Wesleyne Greer:

developing sales professionals into high level performers. He's

Wesleyne Greer:

taught individuals how to feel part of a team and perform

Wesleyne Greer:

better as a result, he successfully strategize with

Wesleyne Greer:

both small and large businesses to take their progress to the

Wesleyne Greer:

next level. This has given him a unique perspective on success

Wesleyne Greer:

that he brings to every aspect of his life. As an award winning

Wesleyne Greer:

entrepreneur, Ron now knows what it takes to aim high and hit

Wesleyne Greer:

even higher.

Ronnell Richard:

Wow, that's low corporate, aim high and hit

Wesleyne Greer:

higher. I'm so excited to dig into your

Wesleyne Greer:

background. So tell me how did you start your career? And how

Wesleyne Greer:

did you get to where you are now?

Ronnell Richard:

Well, I wish that it wasn't such a long

Ronnell Richard:

story. But it is a long story because it's a long, long time

Ronnell Richard:

ago.

Ronnell Richard:

So you know, my journey and path to corporate sales. And that

Ronnell Richard:

world is is not like a lot of folks, right? Like a lot of

Ronnell Richard:

people that go to college and get that corporate job. And

Ronnell Richard:

yeah, it wasn't the case for me. So you know, I started out as a

Ronnell Richard:

kid really in into entrepreneurship, right. But my

Ronnell Richard:

parents were entrepreneurs. And you know, and so I got an

Ronnell Richard:

education in cells and business that most kids just don't get it

Ronnell Richard:

that young of an age, right? I'm working cash registers, I'm

Ronnell Richard:

learning how to do add on cells, I'm taking deposits to the bank,

Ronnell Richard:

doing things like that we're doing inventory, right. Not fun

Ronnell Richard:

stuff for kids. But it really kind of set me on a course for

Ronnell Richard:

where I first of all helped me to identify where my talents lay

Ronnell Richard:

right in terms of communicating with people and being able to

Ronnell Richard:

articulate myself really well. Right. And so I kind of learned

Ronnell Richard:

that an early age and was able to kind of lean into that. So

Ronnell Richard:

you know, fast forward into my college years. You know, that's

Ronnell Richard:

when I started my first professional sales job. But you

Ronnell Richard:

know, I was always a salesperson, always a

Ronnell Richard:

salesperson, right? Always the salesperson, always an

Ronnell Richard:

entrepreneur as a kid, you know, and I didn't do it. All right,

Ronnell Richard:

because that was a horrible.

Ronnell Richard:

I'm a horrible artist. But I've got notebooks of all my little

Ronnell Richard:

business ideas, right? Anyway, so fast forward to college is

Ronnell Richard:

when I started my first professional sales gig. And that

Ronnell Richard:

was working for a jewelry company. Right. And that's how I

Ronnell Richard:

got into sales professionally and worked for that jewelry

Ronnell Richard:

company did pretty well. And you know, became one of their sales

Ronnell Richard:

managers after being a sales leader for a bit. And yeah,

Ronnell Richard:

that's something I'm pretty proud of, you know, this was I

Ronnell Richard:

became a sales manager for them, I think at 21. It's reference

Ronnell Richard:

21. And at the time, I was the youngest sales manager in their

Ronnell Richard:

company and the only African American sales manager in the

Ronnell Richard:

company. And I'm going to claim it because I think that it's

Ronnell Richard:

true, and I can't confirm it, but I believe I was the very

Ronnell Richard:

first so which is something that brings me great pride. So

Ronnell Richard:

anyway, did that for five ish years, right jewelry industry.

Ronnell Richard:

And then then I transitioned into technology in the telecom,

Ronnell Richard:

like, wow, that's a pretty big jump, right? Like how do you go

Ronnell Richard:

from selling jewelry to selling telecom technologies? Well, you

Ronnell Richard:

know, that was right around the turn of the millennium, right,

Ronnell Richard:

right after that, and telecom was booming, right, tons of what

Ronnell Richard:

we call at the time Sealegs competitive local exchange

Ronnell Richard:

carriers hopping into the local services, b2b market and there

Ronnell Richard:

were a ton of companies out there and I just happened to

Ronnell Richard:

have some friends that went over to one of these companies and

Ronnell Richard:

they were actually jewelry guys as well. They had been in

Ronnell Richard:

leadership in jewelry and they were just killing it. They were

Ronnell Richard:

killing they said, Oh, no, you need to come over and do this.

Ronnell Richard:

And at the time, I had actually transitioned to a I was doing I

Ronnell Richard:

was on the street, I was on the road and it sucks the worst job

Ronnell Richard:

I've ever had. But I was on the road as a traveling wholesale

Ronnell Richard:

jewelry guy. God was very stressful. You driving around

Ronnell Richard:

with a million dollars worth of jewelry is not. It was tough.

Ronnell Richard:

Anyway. So that's how I got into into the telecom industry,

Ronnell Richard:

right? There's some friends and kind of took off from there had

Ronnell Richard:

some success at my very first company, McCloud, USA. Again, my

Ronnell Richard:

background is entrepreneurship. I've always known that I was

Ronnell Richard:

going to be an entrepreneur, it's who I am. And so you know,

Ronnell Richard:

after working for a couple of companies in that run, that's

Ronnell Richard:

when I started, my first company started my company rd Direct,

Ronnell Richard:

which was a channel agency focused on selling telecom and

Ronnell Richard:

technology solutions b2b and grew that and had some really

Ronnell Richard:

good success there. transition that to a few other companies

Ronnell Richard:

doing some of the same things. Again, this is a long story. So

Ronnell Richard:

I'm going to try to make a long story short, here we are today.

Ronnell Richard:

And I've run four different agencies that have done some of

Ronnell Richard:

the similar stuff, selling technology products and SAS

Ronnell Richard:

products, telecom products, b2b growing those organizations

Ronnell Richard:

leading their sales efforts. And you know, today, so I'm one of

Ronnell Richard:

those agencies that do a lot of consulting and coaching for

Ronnell Richard:

channel agencies and for carriers and suppliers that are

Ronnell Richard:

looking to expand their businesses in indirect channel.

Ronnell Richard:

And we run this little brand called business and bourbon,

Ronnell Richard:

which is doing pretty well too.

Wesleyne Greer:

Little brand business and bourbon. So you had

Wesleyne Greer:

a very, I would say, different upbringing, because so many

Wesleyne Greer:

people that own their own businesses today, I call them

Wesleyne Greer:

first generation business owners. So they don't really

Wesleyne Greer:

understand how to run a business. They they're really

Wesleyne Greer:

they're like learning as they go falling and failing and coming

Wesleyne Greer:

back up. So what's one thing that you would say, you growing

Wesleyne Greer:

up in the business, watching your parents as entrepreneurs?

Wesleyne Greer:

How has that helped you in your career?

Ronnell Richard:

So I think it's, I'll say this, there are a

Ronnell Richard:

lot of people that have experience of parents being

Ronnell Richard:

entrepreneurs. The difference in my upbringing, and this is

Ronnell Richard:

something that I would tell any of you entrepreneurs out there,

Ronnell Richard:

or leaders in business, just in general, involve your kids in

Ronnell Richard:

the process. You know, the difference is between my

Ronnell Richard:

upbringing and lots of others that had entrepreneurial parents

Ronnell Richard:

is they knew their parents did something, but they weren't

Ronnell Richard:

really involved in it. I was involved in it in a daily basis.

Ronnell Richard:

You know, when I was, I can tell you right now, when I was in the

Ronnell Richard:

third grade, and when I was eight years old, I'd come home,

Ronnell Richard:

we lived about three blocks away from my elementary school, there

Ronnell Richard:

was a bus stop, right outside of just on the next block over from

Ronnell Richard:

my house, I'd hop on the bus, and I ride that bus downtown to

Ronnell Richard:

where my parents shop was, and then I'd be there and I work

Ronnell Richard:

there, I'd be on the cash register, and all those things

Ronnell Richard:

that you do. And so yeah, the difference for me is, I was

Ronnell Richard:

really involved. And, you know, there's some might say, came out

Ronnell Richard:

a little bit of a cost. I wasn't the kid who had a lot of toys,

Ronnell Richard:

and all that sort of thing. But, you know, I learned some skills

Ronnell Richard:

I learned through experience and things that people don't know,

Ronnell Richard:

you know, well into their adulthood. And so that's one of

Ronnell Richard:

the differences for me, right? Being engaged in. So in the

Ronnell Richard:

business. And so, you know, when I started my businesses, I

Ronnell Richard:

follow my parents example, right? So my kids, now they

Ronnell Richard:

didn't have to take the bus. I wasn't, I wasn't gonna take the

Ronnell Richard:

bus. They didn't have to do that. But my kids are now both

Ronnell Richard:

college students, but I have very fond memories of elementary

Ronnell Richard:

school, and then getting off of their little school bus, I'd

Ronnell Richard:

pick them up from the school bus, drive them right to my

Ronnell Richard:

office, and they'd sit in cubicles right next to all of my

Ronnell Richard:

employees doing their homework and all that other stuff. So

Ronnell Richard:

they've always been involved and engaged in the business that

Ronnell Richard:

I've been involved in, as well as including business and

Ronnell Richard:

bourbon, my daughter and my son will back we're about to head to

Ronnell Richard:

Tampa for an event and my daughter will be there working

Ronnell Richard:

that event.

Wesleyne Greer:

That's awesome. I know. Recently, my son asked

Wesleyne Greer:

me said, Mommy, why does it seem like you need a CRM to live?

Wesleyne Greer:

Like, I'm so glad you asked. That means you've been actively

Wesleyne Greer:

listening to my conversations. And then my younger son was

Wesleyne Greer:

like, so I'm curious. I heard you talking about such and such,

Wesleyne Greer:

how much money did you make on that? Like, it's like, the

Wesleyne Greer:

things that they are hearing. And that gives us an opportunity

Wesleyne Greer:

as parents to really help them understand like, Hey, this is

Wesleyne Greer:

what I do every day and this is how I help people. So these

Wesleyne Greer:

things that you hear me say over and over and over again, this is

Wesleyne Greer:

the why behind it. And I really commend you for involving your

Wesleyne Greer:

kids in the business because I do think that that's one thing

Wesleyne Greer:

that us as leaders as whether you're a sales leader within a

Wesleyne Greer:

company or you own your own business, we don't actually tell

Wesleyne Greer:

our kids how the how right but they just see what's happening

Wesleyne Greer:

at that moment. They see whether we're stressed out which When

Wesleyne Greer:

we're gone, but they don't understand all the little baby

Wesleyne Greer:

steps involved in getting there.

Ronnell Richard:

Okay, Wesleyne, here you are touching on

Ronnell Richard:

something that I really wanted to talk to you about. And so I'm

Ronnell Richard:

going to talk about it really quick. So my book is coming out

Ronnell Richard:

this year. And it's called, you know, shut the hell up and sell.

Ronnell Richard:

And what you're talking about right now is really kind of the

Ronnell Richard:

crux of what my book is about. It's two parts. It's one part

Ronnell Richard:

philosophy. And it's one part execution, right? So, as a sales

Ronnell Richard:

leader, Coach and Trainer, you know, I've personally hired and

Ronnell Richard:

trained hundreds of salespeople, right. And I've been involved

Ronnell Richard:

with other firms that coached and trained salespeople. And one

Ronnell Richard:

of the things that I see that's consistent in this is that

Ronnell Richard:

trainers and coaches will go out to companies and they will teach

Ronnell Richard:

people and whatever their tactical. They'll teach and

Ronnell Richard:

tactical execution, right. And when they leave the people that

Ronnell Richard:

were successful, well, they're still successful, and the people

Ronnell Richard:

that were failing, they're usually still filling, right.

Ronnell Richard:

And so as I sat down to think about my book, and this took a

Ronnell Richard:

few years to really kind of marinate and think about what

Ronnell Richard:

how I wanted to present myself and that that type of media

Ronnell Richard:

thought about how can we be most most effective and making impact

Ronnell Richard:

and helping people? And so I think about kids, you just made

Ronnell Richard:

a diss talked about educating your son. And you know, I

Ronnell Richard:

thought about discipline, see if your kid does something wrong,

Ronnell Richard:

like a lot of us that are a little bit older, we got we've

Ronnell Richard:

had those experiences where we got spankings, or we got

Ronnell Richard:

weapons, right. And as I used to call them my house, so there's

Ronnell Richard:

always that kid that did something wrong, got the

Ronnell Richard:

spanking. And what did he he kept doing the same thing and

Ronnell Richard:

just kept getting more spankings and just kept getting used to

Ronnell Richard:

the spankings. It didn't really change the behavior just kind of

Ronnell Richard:

got used to the spankings. Right. So I look at that from a

Ronnell Richard:

salesperson standpoint in sales, coaching and training. And what

Ronnell Richard:

is lacking is philosophy, understanding, right? See,

Ronnell Richard:

there's a big difference in when that child does something wrong.

Ronnell Richard:

And you say, hey, look, look, son, here's why that's wrong.

Ronnell Richard:

Here's the impact of what you're what you just did, right? You

Ronnell Richard:

did that. And this is going to happen as a result. And let me

Ronnell Richard:

tell you how I know that, I know that because here's my

Ronnell Richard:

experience. Now, when you do that, it makes a total different

Ronnell Richard:

impact in terms of learning. And so what I set out to accomplish

Ronnell Richard:

in my book is really teach my philosophy on why these things

Ronnell Richard:

are important, why they matter why there, they will impact your

Ronnell Richard:

business and correlate that back to my own personal experience

Ronnell Richard:

through stories of my own past, um, to help people better

Ronnell Richard:

understand. So my goal, my focus in training and coaching sellers

Ronnell Richard:

moving forward is to connect them with the philosophy of why

Ronnell Richard:

we do what it is that we do not just go do this, and it will

Ronnell Richard:

result in that because you know what I've seen it for again, I'm

Ronnell Richard:

25 years now in sales, it doesn't work. Now, don't get me

Ronnell Richard:

wrong, there are always outliers. But by and large, it

Ronnell Richard:

just doesn't work. Because people can't really commit to

Ronnell Richard:

process and commit the frameworks and commit the

Ronnell Richard:

structures unless they can really understand why that's so

Wesleyne Greer:

good. And, you know, I guess I didn't even know

Wesleyne Greer:

that we have the same philosophy because a lot of times, that's

Wesleyne Greer:

the missing piece, right? It's you have these people, and

Wesleyne Greer:

they're watching out so quick, right? One of the the biggest

Wesleyne Greer:

things that a lot of companies are talking about these days is

Wesleyne Greer:

the lack of diversity, right in leadership positions, whether

Wesleyne Greer:

it's women or underrepresented minorities, and I'm like, Yeah,

Wesleyne Greer:

so the reason is, because you don't have enough entry level

Wesleyne Greer:

people. And those entry level people that you get in, you're

Wesleyne Greer:

not giving them enough ante to understand the why behind what

Wesleyne Greer:

they're doing. And so they just washed out, they just leave,

Wesleyne Greer:

they're like, Well, why am I here? Why am I doing this? And

Wesleyne Greer:

so when I'm working with people, that's like, one of the very

Wesleyne Greer:

first things that we do, they're like, oh, yeah, we want to do

Wesleyne Greer:

this, we want to do this want to do that? I want to do this. I'm

Wesleyne Greer:

like, Yeah, okay. So what you need to do is you need to stop

Wesleyne Greer:

and think about the why. And then even as a leader, so many

Wesleyne Greer:

times a leader wants to be upfront and answer the questions

Wesleyne Greer:

or be the one that gets the acclaim and fame. And I'm like,

Wesleyne Greer:

No, you have to the only way your salespeople are going to

Wesleyne Greer:

learn is if you step behind, and let them do and if they fall,

Wesleyne Greer:

that's okay. You explain to them, Hey, you weren't

Wesleyne Greer:

successful because this happened, or that happened? Or

Wesleyne Greer:

you did a great job. These are the things you did really,

Wesleyne Greer:

really well. Right. So really helping them understand what's

Wesleyne Greer:

happening underneath the scenes. And as you were talking,

Wesleyne Greer:

something that popped in my brain that I literally never

Wesleyne Greer:

thought of is my mom, her degrees are in early childhood

Wesleyne Greer:

education. And when she disciplined us it was same way.

Wesleyne Greer:

It's like, okay, you did this wrong, but let me help you

Wesleyne Greer:

understand why and I do the same thing with my kids. And I think

Wesleyne Greer:

that has actually helped me. So you just unlocked something for

Wesleyne Greer:

me.

Ronnell Richard:

Wesleyne you know, what you learn after lots

Ronnell Richard:

of years of managing and leading people, and especially in an

Ronnell Richard:

entrepreneurial environment that there are a lot of correlations

Ronnell Richard:

to and this is isn't something to denigrate people, it's just

Ronnell Richard:

human nature. But there are a lot of correlations to

Ronnell Richard:

parenting. There just is, you know, a lot of the things that

Ronnell Richard:

you do in parenting to be successful and parenting, you,

Ronnell Richard:

you apply to leadership and sales, leadership and business

Ronnell Richard:

leadership and vice versa.

Wesleyne Greer:

You know, it's so often I'm like, I don't want

Wesleyne Greer:

to denigrate anyone. And I often find myself like, I asked

Wesleyne Greer:

people, Do you have kids? Right? Because like people want and

Wesleyne Greer:

sometimes they say, No, I'm like, do you have nieces or

Wesleyne Greer:

nephews? Because when you think about something that way, and

Wesleyne Greer:

I'm like, I'm not saying that your salespeople are white kids.

Wesleyne Greer:

But let's use a real world example or something that you've

Wesleyne Greer:

done, you know, coaching your kids sports team, okay? Do you

Wesleyne Greer:

go get the soccer ball? And do you kick the ball for them to

Wesleyne Greer:

make the goal? No. So why are you actually doing that? Why are

Wesleyne Greer:

you going and closing the sale for them? You tell them how to

Wesleyne Greer:

do it, right? You lead them. And so when we're able to help

Wesleyne Greer:

people understand that connection, I really think

Wesleyne Greer:

that's how they grow. So you went from the jewelry industry

Wesleyne Greer:

to a completely different industry. And one thing that I

Wesleyne Greer:

say often now you guys love hearing me say this is stop

Wesleyne Greer:

hiring your competitors rejects. Right? So you knew how to sell

Wesleyne Greer:

in the jewelry industry? What of those skills did you find

Wesleyne Greer:

transferable when you completely transitioned,

Ronnell Richard:

super easy, super easy. And this is why I

Ronnell Richard:

love really great, like retail salespeople, they understand how

Ronnell Richard:

to build a connection, and a short period of time to really

Ronnell Richard:

understand the relationship building piece, one of the

Ronnell Richard:

challenges that we've had over the years, when, you know, we

Ronnell Richard:

hire you hire folks out of out of college right is and that's

Ronnell Richard:

their first entry into the business world is everything's

Ronnell Richard:

really academic, right? Everything's really academic,

Ronnell Richard:

and they're great at spreadsheets and graded, you

Ronnell Richard:

know, trying to do presentations and things of that nature. But

Ronnell Richard:

at the end of the day, I had a hot sales manager telling me

Ronnell Richard:

this when I first started in jewelry, a gazillion years ago,

Ronnell Richard:

he said, you know, go make a friend, at the end of the day.

Ronnell Richard:

That's what you learn in that environment, how to connect with

Ronnell Richard:

someone how to do a, I'm a big fan of Always Sunny in

Ronnell Richard:

Philadelphia, and there's a character named Mac on that. And

Ronnell Richard:

he had he does an ocular pet. What does basically, when people

Ronnell Richard:

come into their bar, he looks at his eye, okay, they're clear,

Ronnell Richard:

he's good. I did my ocular packet. Anyway, you learn how to

Ronnell Richard:

I don't want to say size people up, because I don't believe in

Ronnell Richard:

like, you know, because you also learn that, hey, don't judge

Ronnell Richard:

anyone, like, don't judge anyone like that person that's walking

Ronnell Richard:

in, it's dusty. And they can be a millionaire, right? But you

Ronnell Richard:

learn how to find connection faster, you learn how to build a

Ronnell Richard:

relationship faster, because in that business lesson, you walk

Ronnell Richard:

into my store, what happens in that first, even that first 15

Ronnell Richard:

seconds is impactful how I greet you how I look at you, if I

Ronnell Richard:

extend my hand, you learn the importance of all those little

Ronnell Richard:

things right in terms of building a connection with that

Ronnell Richard:

person in front of you. So when I transitioned to technology,

Ronnell Richard:

oh, man, I was way ahead of the game way ahead of the game.

Ronnell Richard:

Because here's the thing, sometimes people think that the

Ronnell Richard:

technology or they leave too much with the tech, they lose

Ronnell Richard:

too much with what their value props of their product and

Ronnell Richard:

service or their product are. But at the end of the day, your

Ronnell Richard:

value props don't matter to me, what matters to me is me and my

Ronnell Richard:

business and what's going on with my business. Again, this

Ronnell Richard:

stuff is all in the book guys is coming out. So like, you know,

Ronnell Richard:

that's what we teach. That's what it is that we teach in the

Ronnell Richard:

book is like, we need to create connection, you need to find out

Ronnell Richard:

what you think doesn't matter, we need to find out what's going

Ronnell Richard:

on in that person's world. What matters most of them, because

Ronnell Richard:

what matters, most of them. Nine times out of 10 is not your

Ronnell Richard:

product, it's not your services. But once you understand what

Ronnell Richard:

really matters to them, you can find a way to take your product

Ronnell Richard:

and your services and paint that in a way to where it impacts

Ronnell Richard:

what they really care about. Like that's one of the things I

Ronnell Richard:

always in my companies, we've sold bandwidth for a whole bunch

Ronnell Richard:

of years. And bandwidth was the fix all for everything. Whatever

Ronnell Richard:

else you this is what I've always taught my salespeople,

Ronnell Richard:

like, Oh, we got to find what the pain is find their pain,

Ronnell Richard:

that's fine they care about and then we're going to frame that

Ronnell Richard:

our solution in a way to where it impacts us. Because it will

Ronnell Richard:

it can as long as we paint the picture the right way. So

Ronnell Richard:

anyway, my long way of answering your question, that ability to

Ronnell Richard:

connect with people that ability to build the build the basic

Ronnell Richard:

framework for a relationship

Wesleyne Greer:

fast, and I think you hit the nail on your

Wesleyne Greer:

head on the head. What is most important it is those

Wesleyne Greer:

transferable sales skills. I don't care what you sell before,

Wesleyne Greer:

but if you're a good salesperson in one industry, I can teach you

Wesleyne Greer:

my product because my product is great. Like you said it's all

Wesleyne Greer:

about bandwidth, but who cares? At our product, let me make sure

Wesleyne Greer:

that you know how to connect with the person. Let me make

Wesleyne Greer:

sure that you fully know how to diagnose and understand what

Wesleyne Greer:

their challenges are, then we bring the product knowledge back

Wesleyne Greer:

in. And in these technical industries that I worked with in

Wesleyne Greer:

STEM, everybody wants to leave with the product. Nobody cares

Wesleyne Greer:

about that crap. Like, nobody cares about it. When I was a

Wesleyne Greer:

salesperson, I used to tell people I speak engineer, because

Wesleyne Greer:

my clients are engineers. So what did I have to do? I had to

Wesleyne Greer:

understand all of the technical language that they were using

Wesleyne Greer:

all of those things that they were talking about, and connect

Wesleyne Greer:

that back to our product, right? And if we think about that,

Wesleyne Greer:

like, I just love what you said, it's all about bandwidth. But

Wesleyne Greer:

which bits and pieces do I need to connect with? They need more

Wesleyne Greer:

bandwidth.

Ronnell Richard:

You know, Wesleyne, I am, you're just

Ronnell Richard:

about to hear this from me because you don't know this

Ronnell Richard:

about me. So I'm originally from Ohio, oh, h i o grew up in Utah.

Ronnell Richard:

And so my parents moved to Utah, when I was like four years old,

Ronnell Richard:

and open businesses, and businesses that cater to mostly

Ronnell Richard:

African American community, we're talking about the 80s and

Ronnell Richard:

90s. So like, I'm a born disrupter, it's what I do. It's

Ronnell Richard:

what I've always done. It's all that I know. So I say that to

Ronnell Richard:

say I give the problem you made mention of the salespeople and

Ronnell Richard:

how they're all product based, right and focused on their

Ronnell Richard:

product value props and everything, which is absolutely

Ronnell Richard:

true. But I give them a pass, because it's not their fault.

Ronnell Richard:

They're part of a system that creates that. Because when you

Ronnell Richard:

get that job at whatever tech company, and you sit down, and

Ronnell Richard:

you go to their two weeks of training, or whatever it is, you

Ronnell Richard:

know, what they're focusing 90% of that training, here's our

Ronnell Richard:

product, here's why it's awesome. Here's our value props,

Ronnell Richard:

you know, and so when I say I'm disrupting, I'm coming in, I'm

Ronnell Richard:

kicking in the door. And I'm saying no, that's not how we do

Ronnell Richard:

it. And I say, look, tech company, you can add all of

Ronnell Richard:

these technical overlay people, right? When I started my career

Ronnell Richard:

in technology, I didn't know anything. I didn't know what a T

Ronnell Richard:

one was, it didn't matter, though, what didn't matter is

Ronnell Richard:

that I had the resources to be able to bring in those people.

Ronnell Richard:

So when I say you have all these technical overlays? Do we have

Ronnell Richard:

to know our product? Sure, do we have to know our product as much

Ronnell Richard:

as we think no, because you know, what our customer wants is

Ronnell Richard:

they want somebody that will attend to their needs, that

Ronnell Richard:

cares about what they care about. And it's a resource for

Ronnell Richard:

solutions. So like, as a salesperson, I don't need to

Ronnell Richard:

know everything about the product, I don't know everything

Ronnell Richard:

I need to be up, I need to absolutely be a resource to it,

Ronnell Richard:

and you absolutely have that overlay or that specialists that

Ronnell Richard:

can bring it in, they can help to really create the solution

Ronnell Richard:

that's tailor made to that customer. So again, what I'm

Ronnell Richard:

saying is that what we're doing and what I'm doing with my book,

Ronnell Richard:

and what I'm doing with my coaching and train is disrupting

Ronnell Richard:

a system that is built improperly. Does that make

Ronnell Richard:

sense?

Wesleyne Greer:

Absolutely. I think one of the things that

Wesleyne Greer:

boils my skin is when you start talking to some of these larger

Wesleyne Greer:

enterprise companies, they're like, oh, yeah, we have sales

Wesleyne Greer:

enablement. Oh, yeah, we do our sales training. I'm like, You're

Wesleyne Greer:

doing product training, you're not actually teaching people how

Wesleyne Greer:

to sell. And then you know, you're like, it's not the

Wesleyne Greer:

salespersons fault. I go a little bit deeper. And like, I

Wesleyne Greer:

see so much stuff on LinkedIn about this is how you cold call,

Wesleyne Greer:

this is how you do this, or this is how you do that. Like they're

Wesleyne Greer:

talking about symptoms, right? But I'm like, Hey, if you're

Wesleyne Greer:

able to sell all of this to the salespeople, the problem is not

Wesleyne Greer:

the salespeople, it's the sales leadership, it's the companies,

Wesleyne Greer:

they're not providing what they need. Because if I am a good

Wesleyne Greer:

sales manager, I'm going to teach you what you need. You

Wesleyne Greer:

don't need to go out there and spend $1,000, to learn how to

Wesleyne Greer:

cold call or how to write a script. So that's for me is the

Wesleyne Greer:

big issue. It's the companies, it's the sales managers. And

Wesleyne Greer:

then again, when we say it's not the salespeople problem, it's

Wesleyne Greer:

not the sales managers problems, because they were the number one

Wesleyne Greer:

salesperson, they got promoted. And all they know how to do is

Wesleyne Greer:

what they know how to do. That's it. Right? They don't know,

Ronnell Richard:

virtually, because we're here on that.

Ronnell Richard:

Because, again, this is part of the problem in the system. Like,

Ronnell Richard:

again, Wesleyne. We're right here with this. So your path to

Ronnell Richard:

sales management is to be a great seller, right? A great

Ronnell Richard:

individual contributor, but you and I know that the skill set

Ronnell Richard:

that it takes to be a great leader, and the skill set that

Ronnell Richard:

it takes to be a great individual contributor are very

Ronnell Richard:

different. They're very different. And so you know,

Ronnell Richard:

that's why were you talking about these weak sales,

Ronnell Richard:

management and leadership. It's because they don't know how to

Ronnell Richard:

do it properly. All they know to do is what they did, and you

Ronnell Richard:

can't it's like Michael Jordan, becoming a coach Michael Jordan

Ronnell Richard:

is a he's a horrible coach, because Michael Jordan is just

Ronnell Richard:

like, Listen, what you do is you do a crossover. You go between

Ronnell Richard:

the legs, you go, you do a windmill, and then you dunk on

Ronnell Richard:

him. And meanwhile, I'm sitting here at six foot and 200 pound a

Ronnell Richard:

light. But Mike, I can't do that. Well, why can't you I can

Ronnell Richard:

do. So you can't you know, you have to have that ability to

Ronnell Richard:

really, first of all be able to invest in others. really care

Ronnell Richard:

about others because let's be honest, a lot of really

Ronnell Richard:

successful salespeople are very selfish, you gotta be, it just

Ronnell Richard:

is what it is, you know, bigger egos. And so yeah, when you talk

Ronnell Richard:

about that sales, leadership and sales management, I think

Ronnell Richard:

there's another opportunity for disruption too, in working with

Ronnell Richard:

these companies and how they hire what they look for. And

Ronnell Richard:

then hey, I get it. If you're a top salesperson, you want to be

Ronnell Richard:

a sales leader, we got to do better in how we train these

Ronnell Richard:

folks and how we prepare them for success. Whenever someone

Ronnell Richard:

fails under my watch, this is always been always been my

Ronnell Richard:

monitor, if they fail under my watch, that's on me. If I hire

Ronnell Richard:

somebody for a role, and they're not successful, I take it

Ronnell Richard:

personally. Does that mean that I don't fire anybody knows,

Ronnell Richard:

sometimes you got to fire people. And that doesn't work

Ronnell Richard:

out. And yes, there is some culpability that they have as

Ronnell Richard:

well, right ownership they have to take but for me, I'm always

Ronnell Richard:

taking it's I think it starts for anyone that's in a hiring

Ronnell Richard:

position and looking and saying, Hey, look, what am I doing to

Ronnell Richard:

best prepare that person for success in this role that I'm

Ronnell Richard:

putting him in? In the sales tech sales world, there's room

Ronnell Richard:

for a ton of improvement.

Wesleyne Greer:

One thing that I always ask leaders, because a

Wesleyne Greer:

lot of times they're like, oh, yeah, this person isn't

Wesleyne Greer:

producing, they're not doing this and not doing this. They're

Wesleyne Greer:

not doing that. And so I say, Well, okay, let me ask you a

Wesleyne Greer:

question. Have you given that person 100% of what they need to

Wesleyne Greer:

be successful? And they have to pause and think, and I think

Wesleyne Greer:

probably 99% of the time, they say no, I have not right? And

Wesleyne Greer:

that's the thing before we place blame on operations isn't doing

Wesleyne Greer:

this product isn't doing this salespeople aren't doing this?

Wesleyne Greer:

What in and of yourself, have you done to ensure that you're

Wesleyne Greer:

managing across, up and down? Right, so those things that

Wesleyne Greer:

sales managers, salespeople, we're always placing blame. And

Wesleyne Greer:

then as a leader, as an entrepreneur, you take it

Wesleyne Greer:

personally, right? It's like, but I hired this person who

Wesleyne Greer:

thought they were gonna be good, what happened? Right, like, what

Wesleyne Greer:

did I do something wrong with them? And so what you as

Wesleyne Greer:

somebody who seems very introspective, what are your

Wesleyne Greer:

tips when you have somebody who may be on the fringes and

Wesleyne Greer:

they're not doing right? How do you deal with that situation?

Ronnell Richard:

Oh, communication? Yeah, I mean,

Ronnell Richard:

like, I had a leader that I learned, I learned from a long

Ronnell Richard:

time ago. And I always kind of apply this in my business, I

Ronnell Richard:

believe, in some respects, you over communicate like, so this

Ronnell Richard:

particular scenario, where you're talking about, hey, look,

Ronnell Richard:

maybe they're not meeting expectations, and there's, you

Ronnell Richard:

know, over communicate, here's what's going to happen. When you

Ronnell Richard:

do that, and you're really honest with where we're at, and

Ronnell Richard:

where people are at. They're going to either go one of two

Ronnell Richard:

ways, they're going to go like this, they're gonna really check

Ronnell Richard:

in, or they're gonna check out. And both are good. Both are

Ronnell Richard:

good. I often say like, you know, people, certain people, I

Ronnell Richard:

someone's watching this right now, I really lean into Ron out,

Ronnell Richard:

too. So if you haven't noticed, I lean into who I am. Because

Ronnell Richard:

there's certain people that are watching this right now.

Ronnell Richard:

Wesleyne. And they're like, you know, this guy, I dig, man, this

Ronnell Richard:

is my guy. And other people are like, Oh, no, I'm out this dude.

Ronnell Richard:

I don't like him. And part of that, again, is because I over

Ronnell Richard:

communicate a little bit, right. And I think that gets us to

Ronnell Richard:

success faster. And bringing this back to the salesperson,

Ronnell Richard:

you know, if you over communicate, you sit down, you

Ronnell Richard:

have that conversation with them, and you tell them hey,

Ronnell Richard:

look, this is exactly where and you tell them what you're

Ronnell Richard:

concerned about what's going on on your end, like right and how

Ronnell Richard:

they relate to that. They're gonna go one of two ways. And I

Ronnell Richard:

believe in making it and controlled emotion. I am an

Ronnell Richard:

emotional leader. I'm a controlled emotional leader. I

Ronnell Richard:

don't ever I think a lot of great coaches are that way. If

Ronnell Richard:

you look at like, sports coaches that are really successful, like

Ronnell Richard:

Nick Saban, Nick Saban is he may look emotional at times on the

Ronnell Richard:

sideline, oh, he's not he's controlled, he's sending a

Ronnell Richard:

message. And so I've learned some I would share with leaders

Ronnell Richard:

out there learn how to use emotion as your tool. never, I

Ronnell Richard:

never get out of pocket. I never lose control. But I will place a

Ronnell Richard:

colorful expletive I'll do different things at different

Ronnell Richard:

that really kind of shoot the message but it's always under

Ronnell Richard:

control. That's always respectful, but it's just

Ronnell Richard:

another way of sending home the message. So again, bring it back

Ronnell Richard:

I'd sit down have a conversation, put all the cards

Ronnell Richard:

on the table, all the cards on the table that's going to get

Ronnell Richard:

you fastest to wherever it is you want to go going through all

Ronnell Richard:

of your let me do my 90 Day performance plan I'm going to do

Ronnell Richard:

I'm putting you on for now man, you know what that'll do usually

Ronnell Richard:

it'll usually get people just kind of dragging it out dragging

Ronnell Richard:

it out and still underperforming, put all the

Ronnell Richard:

cards on the table there they're gonna check in or they're gonna

Ronnell Richard:

check out and both of those are good for you because you don't

Ronnell Richard:

want someone dragging along hanging and not really checked

Ronnell Richard:

in and if someone really was want to check in with you want

Ronnell Richard:

that you want a little more emotional. You want them to be a

Ronnell Richard:

little more emotionally connected, because that means

Ronnell Richard:

they're going to work hard and you can lean into them more

Wesleyne Greer:

i communication, something that so often in our

Wesleyne Greer:

relationships, whether professionally or personally, we

Wesleyne Greer:

don't do right and a lot of times it's like you're this

Wesleyne Greer:

shrinking violent when there's difficult conversations to be

Wesleyne Greer:

had, but it's better to just come out front and be like, hey,

Wesleyne Greer:

we need to have a conversation. And these are the things that

Wesleyne Greer:

you're doing well, these are things are not going so well. So

Wesleyne Greer:

how can we move forward? Right? Just having that upfront,

Wesleyne Greer:

honest, open communication with your employees really helps you

Wesleyne Greer:

grow as a leader, and helps them grow as a individual. So you

Wesleyne Greer:

have this really cool business, I want you to tell us a little

Wesleyne Greer:

bit about it. How did it come to be? What's it called, and what

Wesleyne Greer:

you guys do there?

Ronnell Richard:

Sure. So um, so I run a couple of companies,

Ronnell Richard:

again, we have a sub, I have a channel sales agency that sells

Ronnell Richard:

b2b products for mostly SAS products for larger technology

Ronnell Richard:

companies, right. And I do coaching and consulting, but as

Ronnell Richard:

well, which I mentioned earlier, but what people get most excited

Ronnell Richard:

about is business and bourbon. And, you know, like I said,

Ronnell Richard:

earlier, in this conversation, I'm a born disrupter, it's who I

Ronnell Richard:

am. And we are, here's the big broad statement, a, we are

Ronnell Richard:

disrupting the way that business is being done. Okay. And this

Ronnell Richard:

goes back to some of my core philosophies on how people sell,

Ronnell Richard:

right, and how we sell which is product based, and all that. And

Ronnell Richard:

so, when I say disrupting how we're doing business, we do that

Ronnell Richard:

by creating experiences and creating events that really help

Ronnell Richard:

to create a foundation and an environment for connecting at a

Ronnell Richard:

higher and deeper level, where I told you that I lean into who I

Ronnell Richard:

am, the reason I lean into who I am, is because I want to connect

Ronnell Richard:

with the people that are in on me as fast as possible. And

Ronnell Richard:

people that aren't, I don't care, because I know the people

Ronnell Richard:

that are in and on me, those are people that I'm going to be able

Ronnell Richard:

to do business with, because we've got high alignment, right?

Ronnell Richard:

Maybe they got kids like I got maybe they curse every now and

Ronnell Richard:

then may they enjoy whiskey, all those sorts of things, right.

Ronnell Richard:

And so we'll connect at a deeper level, which will allow us to do

Ronnell Richard:

better business and do business for longer. All right. So that's

Ronnell Richard:

what we do at business and bourbon by creating these

Ronnell Richard:

experiences, both in person and virtual experiences that connect

Ronnell Richard:

business professionals and sales leaders so that they can create

Ronnell Richard:

those types of deeper relationships. Right. So the

Ronnell Richard:

ways that we do that, again, we have an in person event that

Ronnell Richard:

travels across the country, which is a we call whiskey

Ronnell Richard:

wisdom and collaboration we do we have whiskey tasting, we have

Ronnell Richard:

our chef, our Food Network, Chef, Steve Beatty, who prepares

Ronnell Richard:

food pairings on site, we have dynamic speakers, we have a

Ronnell Richard:

panel discussion. And you know, the focus of this, I'm giving

Ronnell Richard:

you the shortened condensed version, those are just kind of

Ronnell Richard:

the highlights. But the focus of this is the audience. It's the

Ronnell Richard:

people that are in attendance, we want to serve them, we want

Ronnell Richard:

to serve them, we want to create an environment where they can

Ronnell Richard:

connect with other people, right? So this high energy is

Ronnell Richard:

not sitting, there's a lot of moving around, there's a lot of

Ronnell Richard:

getting to know people. Because, you know, again, we understand

Ronnell Richard:

that I understand through my 25 years in business, that the key

Ronnell Richard:

to doing great business and doing better business is finding

Ronnell Richard:

people that you have great high alignment with and connecting

Ronnell Richard:

with them. So that's one of the things we do we also do virtual

Ronnell Richard:

stuff as well, we have a fantastic webinar series, which

Ronnell Richard:

I don't even like call it a webinar, because when people

Ronnell Richard:

think webinar, they think like traditional webinar where it's

Ronnell Richard:

like people talking at you, but we don't do that like we are

Ronnell Richard:

when I say disrupting, like even my partners, our corporate

Ronnell Richard:

partners, and sponsors have a hard time doing what is asked of

Ronnell Richard:

them on our platforms, because I tell them, hey, listen, I say

Ronnell Richard:

listen, big company don't pitch. You don't get to pick your

Ronnell Richard:

product. That's all they know how to do is okay, here's my

Ronnell Richard:

money. Okay, so I get to speak. Okay, cool. Well, I'm gonna

Ronnell Richard:

speak and say, hey, well, you know, we do XYZ new, here's what

Ronnell Richard:

you do, you bring value to the audience, you can share based

Ronnell Richard:

upon your expertise, it just has to be a valuable, impactful

Ronnell Richard:

share that's going to make get at high emotional impact with

Ronnell Richard:

our audience. Because I understand, again, going back to

Ronnell Richard:

what it is that we're about, we're about creating this

Ronnell Richard:

environment that is conducive to building relationships and

Ronnell Richard:

connection, right? And so that's going to happen when I've got

Ronnell Richard:

when you come on Wesleyan, you speak and you talk about

Ronnell Richard:

something that's not Oh, I do this, and I do it. Nobody can

Ronnell Richard:

sit. When you talk about hey, look, you know, here's how you

Ronnell Richard:

can be a better leader. Here's why I think the sales model is

Ronnell Richard:

flawed and how you can do better. And then what happens

Ronnell Richard:

people are like, Oh, she I dig her. I need to find out more

Ronnell Richard:

about her. But they also talk amongst themselves. They're

Ronnell Richard:

like, Oh, that was pretty good. What did you think of that? No,

Ronnell Richard:

I thought and guess what happens organically and naturally,

Ronnell Richard:

people connect at a higher level. So again, we do that we

Ronnell Richard:

do virtual whiskey tasting experiences. We do virtual

Ronnell Richard:

cocktail experiences. Each of these are designed for different

Ronnell Richard:

things. Our webinar series, again, is a virtual version of

Ronnell Richard:

our in person where we we do a mixer where people get to

Ronnell Richard:

connect and collaborate and then our panel gets to engage with

Ronnell Richard:

the audience. We don't talk with them. We involve them in the

Ronnell Richard:

discussion and the discussion. and serves them so anyone that

Ronnell Richard:

hops on one of my platforms, like the first thing, you'll

Ronnell Richard:

find that they're going to be panelist is that you're going to

Ronnell Richard:

get like two three questions from me. And then we're done.

Ronnell Richard:

Because we really lean into what the audience needs. Because

Ronnell Richard:

we've done our events all over the country. And you know, what

Ronnell Richard:

people care about in Missoula, Montana is way different than

Ronnell Richard:

what people care about in Tampa, you know, and vice versa. So

Ronnell Richard:

like, that's what we do. We bring whiskey as part of it. But

Ronnell Richard:

it's not about the whiskey guys. It's called business and bourbon

Ronnell Richard:

for reason. It's always business before bourbon, always been this

Ronnell Richard:

before. Bourbon, the whiskey a lot of people that come to our

Ronnell Richard:

events and they don't drink, and that's fine. Because it's not

Ronnell Richard:

about drinking. It's about connecting with people. It's

Ronnell Richard:

about doing better business through building deeper

Ronnell Richard:

relationships.

Wesleyne Greer:

Wow, that is amazing. There were so many

Wesleyne Greer:

things that you said that really resonated with me, I think the

Wesleyne Greer:

one thing is that I feel like networking is broken, right? The

Wesleyne Greer:

way the traditional model of networking is very broken,

Wesleyne Greer:

right? Because you show up, you do your little elevator pitch,

Wesleyne Greer:

you're like, Okay, what business do you have for me? You don't

Wesleyne Greer:

have anything, okay, I'm gone. And I'm never coming back.

Wesleyne Greer:

Right. That's one thing. And then on the flip side, on the

Wesleyne Greer:

business, corporate sponsorship side, I'm really feeling again,

Wesleyne Greer:

the same thing, oh, I'm here to just pitch myself. And something

Wesleyne Greer:

that I really hold on to is educate them and they will come

Wesleyne Greer:

right you don't have to be pushing. Don't be so pushy.

Wesleyne Greer:

Don't be spiked, definitely down their throat, teach them

Wesleyne Greer:

something. And that like, Oh, I got that for free. Like, what

Wesleyne Greer:

would I get if I paid a little something for it? Right, like,

Wesleyne Greer:

make them curious. And so it sounds like you're doing really

Wesleyne Greer:

amazing things traveling throughout the country, as well

Wesleyne Greer:

as virtually so when you think about your career, what is one

Wesleyne Greer:

thing that you are most excited about accomplishing? You've done

Wesleyne Greer:

so much? I don't know. Can you pin it down to one.

Ronnell Richard:

So that's always been hard for me. And

Ronnell Richard:

it's been hard for me because I'm given my background. And

Ronnell Richard:

given where you know, where we come from, we being my family.

Ronnell Richard:

And I've never been one to I've had trouble with gratitude. And

Ronnell Richard:

I've been working on that over the last couple of years. And so

Ronnell Richard:

a lot of things that I've accomplished, and I've done, I

Ronnell Richard:

didn't really take time to really be grateful for it and be

Ronnell Richard:

like, oh, man, that was pretty dope, like, so it's been like,

Ronnell Richard:

just checking off boxes. Okay, did that are next do that do

Ronnell Richard:

that. And so I'm learning to do better with that. Which makes

Ronnell Richard:

that a difficult question for me, right. But overall, the

Ronnell Richard:

thing that I'm most grateful for, and my biggest

Ronnell Richard:

accomplishment, it's my kids, man, like just seeing them go

Ronnell Richard:

into young adulthood and both go and then natural tracker of

Ronnell Richard:

college students and everything, right? It's just, it's I'm

Ronnell Richard:

witnessing their lifestyle, the things that they've been able to

Ronnell Richard:

experience the things that are normal for them. Like, I'm

Ronnell Richard:

seeing generational change, like, right in front of my eyes.

Ronnell Richard:

I mean, like, you know, I'm from we're from Youngstown, Ohio,

Ronnell Richard:

man, oh, from, we're from steel mill country, and I just see an

Ronnell Richard:

experience through their eyes, how things that are really,

Ronnell Richard:

really abnormal for me, are just normal for them. And to me,

Ronnell Richard:

that's beautiful. And part of that comes from my

Ronnell Richard:

entrepreneurial journey, you know, and when I say lifestyle,

Ronnell Richard:

guys, I'm not just talking about loan money and stuff, it's just,

Ronnell Richard:

I'm talking about culturally, you know, like, they've been

Ronnell Richard:

able to be raised in a diverse environment where they're not

Ronnell Richard:

overly impressed by the BS, you know, so yeah, and a little tip

Ronnell Richard:

for my entrepreneurial folks out there people in general, but

Ronnell Richard:

especially entrepreneurs, it's five to nine plans, because you

Ronnell Richard:

know, in entrepreneurship, money is gonna come, money's gonna go,

Ronnell Richard:

I've seen a lot of success, and I've seen some massive failure.

Ronnell Richard:

And so the one thing that I started that when my son who's

Ronnell Richard:

the oldest one, he was a couple, and six months old son like that

Ronnell Richard:

started saving. And so there was always something regardless of

Ronnell Richard:

my business doing this and all that, that was always there. And

Ronnell Richard:

so now with them being in college, I have that to draw on.

Ronnell Richard:

And that's, that is, again, made a lot lost a lot had all those,

Ronnell Richard:

those cars that you guys are like idolizing, like, yeah, I've

Ronnell Richard:

owned them, exotic cars and all that stuff, but like, and

Ronnell Richard:

they've come and gone. But that's always been there. And so

Ronnell Richard:

that's the thing that I'm most proud of.

Wesleyne Greer:

I love it. And generational change, I think

Wesleyne Greer:

that's how I can kind of sum up the thing that you're you're

Wesleyne Greer:

most excited about accomplishing and listening to you. I was

Wesleyne Greer:

thinking about my son the other day, I was dropping him off at

Wesleyne Greer:

school. He's like, Yeah, we had this conversation on the bus and

Wesleyne Greer:

people were talking about how many states they've been to. And

Wesleyne Greer:

I was like, I didn't want to say anything, because I've been to

Wesleyne Greer:

25 states and they've only been to like one or two. And it's

Wesleyne Greer:

because it's cultures like, oh, I travel for work. I need to

Wesleyne Greer:

bring my kids to like, Come on, let's go. We're going somewhere.

Wesleyne Greer:

Right. And so I think that the way that we're a But to impart

Wesleyne Greer:

to change what has happened to us or the experiences we've had

Wesleyne Greer:

in our children is really something that we can hang our

Wesleyne Greer:

hat on. Oh, this has been a great conversation. What is the

Wesleyne Greer:

one best way that people can get in contact with you?

Ronnell Richard:

Everywhere? Can't find me. I'm slipping. I'm

Ronnell Richard:

absolutely slipping but you can go find me on LinkedIn. Ron l

Ronnell Richard:

Richards. There's only one so far and two Ns two L's you can

Ronnell Richard:

Google business and bourbon, Ron l Richards any of that stuff

Ronnell Richard:

you'll find plenty ways to contact with me you can always

Ronnell Richard:

email me Ron L at Ron l richards.com. Doesn't get

Ronnell Richard:

doesn't get any easier than that. Ron L at Ron l

Ronnell Richard:

richards.com. Two NS two L

Wesleyne Greer:

I love it. By now. This has been an amazing

Wesleyne Greer:

conversation. We have talked all the way from starting out

Wesleyne Greer:

working in your parents business to what you're doing now giving

Wesleyne Greer:

back to your children. Thank you so much for sharing your time,

Wesleyne Greer:

your talent, your expertise and your energy with us today.

Ronnell Richard:

No, thank you. I really appreciate the

Ronnell Richard:

opportunity to sit and chop it up with you. And it's always an

Ronnell Richard:

honor anytime anyone would offer up their platform and allow me

Ronnell Richard:

to run my mouth. So was saying I appreciate it.

Wesleyne Greer:

Thank you so much again, and that was another

Wesleyne Greer:

episode of the science of selling stem and anything that

Wesleyne Greer:

you do, always remember to transform your sales. Until next

Wesleyne Greer:

time.

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