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In this episode of the Science of Selling STEM, I had the great privilege of speaking with Leslie Venetz, a three-time head of sales and founder of a consulting company, Sales Team Builder LLC. Leslie is one of the biggest sales TikTok influencers in the game and although she's got a big following on TikTok, her message is so much more. She is super passionate about creating inclusive, respective sales teams to level up their profession of sales.

As you will hear for yourself, Leslie has a genuine passion for sales and helping others become the best they can be. She consistently and with pleasure, gives back to the sales community. We will talk about her inspiring professional journey in sales, how far we still need to go for more women in sales, bringing inclusivity to the sales industry, and so much more. Don’t miss out on this incredible 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:

• From a cold caller to a three-time head of sales (01:43)
• How to know the difference between uncomfortable and icky in a sales role (03:16)
• Rebuilding her confidence after leaving a toxic work environment (08:12)
• Positively impacting salespeople that she had in her team (12:26)
• Moving down from manager to individual contributor is not a step back (17:29)
• Why it's important to set good boundaries between your work and personal life (22:11)
• Being great at talking about sales on TikTok (28:28)
• Having the courage to quit her corporate day job and become a full-time entrepreneur (32:14)

Connect with Wesleyne Greer:

• Wesleyne’s Website
• Wesleyne on LinkedIn
• Wesleyne on Facebook     
• Wesleyne on Twitter
• Email Her at wesleyne@transformedsales.com

Connect with Leslie Venetz:

• Leslie on Linkedin
• Leslie on Instagram
• Leslie on TikTok
• Leslie’s Website

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Thanks for tuning into The Science of Selling STEM! If you enjoyed this episode and want to learn even more about what it takes to transform your sales, don’t forget to tune into our other episodes and share your favorite episodes on social media!

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

As a sales manager, you are judged by the

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

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

how to get everyone on your team consistently hitting quota every

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

science of selling stem sales leadership in the science,

technology, engineering and manufacturing fields is

difficult. You will learn from sales managers just like you

that will give you actionable insights and tips on how to

develop as a leader and achieve your revenue targets every

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

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

inspiration to ensure that you have actionable insights that

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

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

today to have a Leslie thence with me. How are you Leslie? Oh

my gosh, I'm so great. I felt like I'm remeeting royalty here.

We're finally putting faces to names after all this time. I

know we've been following each other for so long on LinkedIn.

So I'm so excited to dig into things with you. Let me tell you

guys a little bit about Leslie. She's a three time head of sales

and founder of a consulting company sales team builder she

is passionate about creating inclusive, respective sales

teams to level up their profession of sales. How did you

get started and become a three time Head of Sales not once or

twice, but thrice. Tell us about your journey? Yeah, I, you know,

I think like a lot of people's journeys, I didn't mean to go

into sales, I stumbled into it. And it's really been a roller

coaster of being an individual contributor selling products

that I love moving into management, moving back to being

an individual contributor, selling something I didn't love

so much. You know, I think often there's this narrative that in

your career, you have to have this linear upward path. And

that has not been true for me. I don't think I'm alone in that.

But I started as a like, straight up cold caller 100%

Cold outreach, no emails, no inbound, I was making 150 200

dials a day, no computer at my desk, even it was literally just

a stack of paper leads and a phone. That's how I started. So

I've started there. And 15 years later now to run a sales

consulting company that's very focused on like the modern

seller and the modern buyer. It's been an evolution. Wow. So

like all school has your phone but dialing I call it dialing

for dollars. So you actually started dialing for dollars.

That's how you cut your teeth and sales smile and dial

smiling.

People they say that today smiling. So you mentioned that

you your path to where you are today hasn't been a straight

line. So you went from being an individual contributor? And you

said, Yeah, okay, I want to go into management. But maybe this

doesn't work for me. And then you also mentioned selling

products that you really don't like, how did you know that this

wasn't for you? What were the keys in that position? They

said,

I gotta go. Yeah, absolutely. You know, it's

interesting, the job I'm thinking about, and I won't call

them out, the product itself actually could have been a very,

very powerful and very useful product. But the way it was

being sold, just did felt icky. And what I always try to remind

folks is that it's okay, if it feels uncomfortable, like that's

part of trying something new and pushing gently against our

boundaries and growing. But if it feels icky, like listen to

your intuition, and it was a lot of those old school sales

tactics of really almost being like predatory in the way they

were using emotion and using fear and urgency to get the deal

done. And then as a result, you had clients that regretted their

purchases, and were unhappy with the solution at the end of the

day.

So as a sales person, or maybe even as a sales

leader, how do you know the difference between uncomfortable

and achy? Like what are some of the things that you can tell

them so they know because a lot of people are like, I don't like

doing this, but it could just be because you haven't done it

enough. What's the difference?

Yeah, for me, it's always been a gut feeling.

And I think that's true for a lot of people, right? Like if

your intuition is telling you this is wrong. like this does

not align with your value set, you're probably erring on the

side of achy versus just uncomfortable. You know, I think

one of the easiest paths to figure out, you know where

you're at on that paradigm is to just have a conversation with

your manager or with your leadership about it. This feels

bad, because and by talking through it, you know, I think

you can get to an outcome that maybe that's not the job for

you. Or maybe sales isn't even the job for you. Or maybe you're

just going through a process of growth, and it hurts a bit.

Hmm. So you mentioned something about

selling a product that didn't make you feel too great. And

then customers kind of coming back and being like, give me a

refund. I don't like this. What were some of the lessons that

you learned in that when you were in that place, selling a

product that you felt icky about customers coming back and

saying, You suck? What are some of those lessons learns that

you've translated into life lessons today?

Yeah, that entire was only there for six months.

Not surprisingly, the culture was also a terrible, terrible,

terrible culture. The opposite of everything that I stand for,

like it was actively not diverse and actively not inclusive,

their idea of culture was very much like young white men. That

was their idea of culture is, you know, a bunch of people that

wanted to go out and get drunk together every night after work.

That was a role where my direct supervisor, like very

aggressively verbally abused and sexually harassed me. So it was

a long, long list of red flags, maybe at the bottom of it was

that the way that we were selling didn't fit for me. So,

you know, I think the top line lesson was to trust myself more,

like I saw those red flags along the way. And I just hoped that

it would be different because I was being hired as their first

US employee and as a head of sales, and I was being given

this opportunity to create my own culture. So I kind of

tricked myself into thinking, well, if I get that ownership, I

can make it something different than it is. But if it's already

rotten, it's going to be pretty difficult to go in there and fix

it. And at the same time, like that was probably too much for

me to take on. Like, I yeah, I think my like big life lesson

was, really, you need to trust your intuition more. And if it

feels wrong from the beginning, don't go in thinking that like,

you're going to be the magic one that can make everything better.

That's unrealistic.

Hmm. I was recently working vetting a

client, if you will, and they had a head of sales that was

outgoing. And she was like, yeah, just talk to him get his

opinion, all these things. I thought it was quite innocent.

The first thing that he said, was this company so

dysfunctional, like, oh, okay, so let's talk about these

things. And really one of the things that you said he only

lasted for months. And one of the things that you said that is

so true is when you are in those situations, and they're so

mentally taxing, it's like you feel the abuse, you feel the oh,

I have to go to work again, oh, I have to show up, I have to be

my best self, it tends to affect your next step, or what you do

after that position, because it kind of hurts your self esteem.

So after you left that very toxic place, how did you kind of

crawl out of that and rebuild your confidence? And no, it's

not me. They were crazy. Not me.

Yeah, that's a really good question. Because it

was a journey. And honestly, Wesleyne I think it's a journey

I'm still on. Like it was, it was a really pivotal moment in

my career in my life, in how I define not just what I want to

do, but who I want to be while I'm doing it. And it took a long

time for me to build back like a long time, found myself back in

therapy. So that helped so grateful that I have access to

mental health like that. But I was lucky enough that I took a

month off. I mean, I quit without another job. So I had

kind of a month stop gap where I could be thoughtful and sit with

it and sort of recover from some of the depression and anxiety

that I was feeling as a result. during that month. I was also

able to get a lot of the people I'd hired out and into new jobs,

because that was a real burden that I felt I felt this

responsibility for them. So I think that was the sort of first

step but you know, I would say honestly for a full year after

that, and I went to a startup after that, where I also didn't

have like sounding board so I was just sort of winging it for

a year after that I frequently had to sit with myself to be

like no You are good at this, you got this. And I kind of had

to like talk myself back into believing that I was the elite

sales performer and sales leader that I am,

hmm. Man, there's so much there that I'm

gonna unpack.

So taking it to the emotional background you

love God.

This is what we do here. We're talking about the

science of selling sell. And so one of the things that I think

we kind of gloss over so many times within our profession is

the tax thing nature that it has on our mental health. And so you

mentioned Hey, I realized I needed to go to therapy. And I

think that I really just want to take a moment and let people

know that is absolutely okay. If you work within a company, I

would say probably 95% of the companies out there have some

kind of EAP, which is a resource within the company and you say,

hey, I need a therapist and you get three free sessions, the

company that's just a benefit that you have as an employee,

and it's confidential, you go you work through the therapist,

and if you don't feel comfortable with that, it's okay

to seek your own therapy, there's, we have to start

removing that stigma. Because what happens, especially when

we're in these leadership positions, you mentioned, you

didn't have a sounding board. And so not having a sounding

board, not having someone to talk to is so so detrimental.

And we don't realize the effect that it has on us long term.

It's true. I mean, I definitely felt

isolated, I was definitely struggling to prioritize. I

mean, I wasn't prioritizing my mental health when I was in the

thick of it. And so it was, it was really something I had to be

very intentional about, as I recovered from that time in my

life. And it's why I talk about it openly, because there is

unfortunately a stigma around therapy around prioritizing your

mental health. I think it's important in all professions,

but gosh, in a profession, like sales, where you're also facing

rejection, every single day, every day, every Dang day, it is

so important to give yourself that space and that permission

to just admit, oh, I think I need to take some time to rest

or recharge or reach out for help. So that you don't feel

isolated or fall into patterns of depression or anxiety, or you

know, whatever it is.

And then as leaders, we have the

salespeople. And I mean, I really try not to say like

they're our children, because some people don't like that.

They're like, Oh, that's kind of derogatory. But I liken it to a

close loved one, even though it's in a professional realm.

But when you find the best and the brightest, and you say, take

a bet on me, take a chance on me because people don't leave

companies, they don't come to companies, they leave managers,

they go to up managers, right? Like you as the manager, you're

interviewing them, you're convincing them, you are selling

them the company. And so to then say, Okay, I've taken a step

back. Now, these people that I brought into this toxic

environment, I want to make sure that you're taking care of also,

how did those people who you brought in and then helped find

another path? How did that impact them as salespeople?

So you know, I'm thinking of a couple examples.

For the women, it was pretty rough, because they saw what was

happening to me with a lens that the men just weren't seeing it

through. And then many of them were also being subjected to

forms of sexism and sexual harassment and gender

discrimination. So some of them will still reach out to me now,

from a place of gratitude, like thank you for not just leaving

me there. And, you know, it's interesting, because I still

keep in touch with about a half a day, it was a big team, I

ramped a team of 24 SDRs, in three months. So it was a it was

a pretty big team. And there's about a half a dozen of the guys

that I keep in touch with. And I've often sensed like an

undertone of guilt. And one of them has explicitly stated that,

like, he didn't realize how bad it was, and he wishes he would

have done more he wishes he would have said something. So

it's interesting that we were, you know, we were kind of all in

it together. Like nobody was spared from this leaders wrath.

And there were folks that, you know, I think, to protect

themselves, chose the route of aligning with him. And then

another group of people that chose the route of, you know, at

the very least saying, I'm uncomfortable, and then on the

far end being like, give me the heck outta here. This is toxic.

Yeah, you know, and you talk about diversity,

equity and inclusion alive. And I actually recently had this

conversation, and it's called the bystander effect, right? And

so when you are in the situation, whether you're male

or you're female, you're underrepresented minority or

not. A lot of times you're sitting in the room and you're

seeing those aggressive Whether they're macro or micro, because

people talk about micro aggressions, you talking over me

is not a micro aggression. That is an aggression period. Right?

And really, and I say it's the small things, it's something as

small as hearing your colleague being talked down to or being

mansplaining, or whatever that is, or you can see them

shrinking in their seat as somebody is talking. And you

say, Hey, Tom, I think you what, you're a little bit out of line

there, or I really agree with what Mary said, Can we let her

finish our thought something as small as that really shows ally

ship and a really helps that person? That one that

underrepresented minority? No, that okay, there's somebody else

speaking for me, because right now, I can't find my voice.

It's so true that spot on just like plus 1 million

to get comment. And I don't think that our allies always

realize how big of a difference such a small action and makes me

insane, something as simple as you know, before we move on,

Tom, you know, I'd really love to give Leslie a chance to

finish her thought, like such a simple action on that really has

bigger and more meaningful implications.

Yes, yes. And I had a situation in my career

where there was a manager, who was Township, probably like my

manager, and yours could be twins. And I was HR was like, he

doesn't respect women. This is what's happening. That's what's

happening. And the HR manager told me, Oh, no less lean stuff

that he doesn't respect women. He treats everybody like that.

And I said, But why is that? Okay? Like, why is that? Okay?

And then when you hear it coming from that level, you know, like,

it is time to go, like, what else can I do? Because you're

making excuses for that person. So now I want to pivot a little

bit. Isn't that crazy?

Right? Yeah. I mean, it was a similar

situation, I escalated to the CEO. And he told me I was just

being sensitive.

Yeah. Oh, we can go into a whole nother

feminine urge to prove yourself. Oh, yes. A

pivot. Yeah.

Maybe Why don't you do this? Or is the like, no.

So now let's kind of transition because that topic that we just

covered is so important mental health ally ship speaking up for

yourself, really having someone to come alongside you when you

don't have your voice. And so for all of my listeners, I hope

that you really got something from that very important

segment. But now I want to transition a bit because you

said you went from leader to individual contributor back to

leader, so was that around the same time, or what caused you to

take a step back so that you can escalate?

You know, and I'll even challenge you, because

I don't feel like going from leader to end individual

contributors a step back.

I love it. I love the challenge. Now, you

know,

I just like that, that entire, like belief that

the only way to move up in your career is to move into

management. And if you move into management and realize that it's

not for you, you're somehow taking a step back. Or if you

are in management in one company, and then find another

opportunity where you love the team and the culture and the

product and become an individual contributor, somehow that's not

a step up. That's a step back. So I don't buy into all of that.

I do want to say that. I love that. And one of

the reasons that I love interviewing you amazing people

is because you challenge the way that I say things or perceive

things and you're right. It's not a step back, because

sometimes you're doing it because I mean, let's face it,

salespeople actually do make more money than sales managers,

sometimes, sometimes there's a skill you need to learn. So it's

not necessarily a setback, it's a different decision. So I go

now, I'm not going to say that anymore. It is not a setback, it

is a shift in your career. Okay, keep rocking the roll.

And you said something really important that

was lean that often sales executives top performing sales

executives make more than sales leadership. And so often when I

tell folks that that are thinking about their career

pathing it blows their minds. So like, just a heads up, think

about what your goals are, and think about why you want to move

into leadership. And if it's because of the title or because

of the money, you're probably not going to love it when you

get there.

No, one of the biggest things that I hear from

new sales managers, the ones that you know, they're my, my

special people that I love so much is I'm making less money

doing more work, and everybody hates me that like that is one

of the things they say within their first 60 to 90 days. It's

it's like oh my gosh, what did I do? Like I was the number one

salesperson I was bringing in all the money everybody was

loving me but I'll ask God, so it is Oh true. But for some

people, that is what they want to do like and some people want

to instead of generate the revenue themselves, they want

five or 10 people to use their ideas, their coaching and

generate their revenue through them until it's a paradigm

shift. Right? It

is. And I went from individual contributor into

sales management. And I went very early in my career into

management, which, you know, I had many jobs all through

college, and I've been leading people in managing people. So it

wasn't totally new. But it's a shift when it's like your first

corporate job. And you're, you know, a manager in that context.

But I went from IC to sales manager to player coach to head

of sales to being the number one employee where I was an icy

like, I mean, I still had my own quota and my own numbers I

needed to be putting on the board, but also was running the

GTM. And creating the MVP and hiring the team and running the

team and was a sort of player coach in that role, but also in

a really strategic role. And then move to another company

where I was an IC for a bit while I was learning the product

before I started managing people. And then during the

pandemic, we got VC, but I mean, just turned everything upside

down, and then went back into an IC role for a couple of months

before I left. And now I'm sort of an individual contributor,

right, like, as a founder as a solopreneur. That's, that's what

I'm doing. So it has really been an all over the place. But each

role has been meaningful in its own way. And each role has, like

very much taught me something different and new, that I don't

think I would have gotten if I would have been so married to

like the linear path forward.

So what I really like about the way that you

shared your experience, you didn't just say so I went from

this company, and I was an individual contributor. And then

I became a manager, you're like, I did this because it was

strategic here. I was building playbooks here. And I was doing

go to market strategy there. And I was doing this and I was doing

that. And we know as entrepreneurs, as consultants,

that's what makes us great, because we're not one

dimensional, we've worn so many different hats. So if you could

look back over your diverse, varied, amazing career, give me

the top three things that you found most important, and you're

implementing into your practice today,

with the top three things that I have found

most important boundaries. That's probably what I'll lead

with, and boundaries on so many fronts. Like, I think one of the

biggest lightbulb moments in my career Wesleyne was when I

admitted to myself that I wasn't as important as I wanted to

pretend to be, and it came to me, because I would, you know,

take PTR, I've almost exclusively worked for British

companies. And then when I was at a startup, I created the comp

plan. So I've always had just this aggressive amount of PTO,

and I take it, I love it. But for many years, like all of my

20s, I wouldn't be unavailable while I was on vacation. And I

had this like, story going in my head, everything would fall

apart if I wasn't there. And they you know, they just can't

function without me I have to be available. And like I don't even

know what the stopgap was. But it was this moment where I was

like, if you're building a team that can't function while you're

gone for a week, you're doing it wrong. Like if you're making

yourself so available, that if you are gone for a week, people

lose it. Like that's bad. That's not good, Leslie, that's That's

not like you shouldn't be patting yourself on the back for

being available while on PTO. So that was like one set of like,

just setting better boundaries for work life like with my

clients, with my staff. I think that's been a really big pivotal

one. I think understanding the difference between diversity and

inclusion has been really important for me. And it's been

something that I've really felt. And I'm now to the point where I

think diversity is table stakes. And when people are like, Oh my

gosh, I'm such an amazing ally, because I say out loud that

diversity is important. I'm like, Cool, and what else? Are

you doing? Literally any anything else? Oh, no, you you

aren't. And like how that's manifested. For me. It was

really like pushing hard on the talk track that inclusion means

admitting that we have almost all of our, you know, historical

sales, trainings, processes, scripts, everything is from a

white male perspective. And like, what they've given us some

awesome stuff. But we have to acknowledge that, like, almost

everything we've ever been trained to do, was made by white

men for white men. And it's time that we take up more space and

it's time that we use those parameters that we know work but

put it in our own voice and use our unique perspectives and

lived experiences. So that's a big one. I mean, feel like those

are two huge ones. I don't know If I have a third, those are two

huge ones.

Yeah. And so boundaries. That's another thing

that I work with these leaders on. I have a client who is

literally right now in Hawaii. And I know she's gonna listen to

this podcast, because I'm gonna give it to her as an assignment.

And she is in Hawaii. And I said, Okay, so how much working?

Are you going to be doing? Oh, I just can't cut it off. Not

acceptable, not acceptable. And what I found is you have to

connect it to something that matters. So she has a daughter,

that's four and a half years old. And I was like, do you do

realize this is the last vacation you're going to have

before she started school? So I want you to think about that.

You don't have to think about homework, you don't have to

think about any of these deadlines, like enjoy that,

right? She's just like, Okay, if it falls apart, that's why I'm

here working with you, actually. But you have to turn it off.

Because if you don't, again, we talked about mental health that

bleeds into that piece. And then the second piece last year, I

was presenting to some procurement departments, and I

started doing a lot of research on corporate sales trainers,

because you know, we come in lots of different varieties.

There's some people that only talk to entrepreneurs only want

to work in nonprofits, but corporate sales trainers once

talking to enterprise clients, and there are less than 10% of

corporate sales trainers that are women, and there are less

than 2% that are women of color. And why is that to be a sales

training, you have to have been in sales, right? And so in order

and so again, it's this trickle down effect that if we don't

start fixing the problem, at the beginning, at the start where it

is we have to really infiltrate and help these organizations

understand that what you're doing, I'm not saying that it's

wrong, I'm just saying that we can be better a client said to

me this week Wesleyne, what was wrong? We were doing it was

working. I said it was working, okay. But now we're gonna,

exactly, but now we need to ramp it up a little bit, right? We

can't, if you keep doing what you've always done, you're gonna

keep getting the same result. And so boundaries, diversity.

And again, diversity is like the I'm a cupcake person, I talk

about cupcakes all the time is my analogies. And diversity is

like the sprinkles. If you get a handful of sprinkles, you're

like, Oh, that was a good sweet little treat. That's it. That's

all diversity is. It's just the sprinkles on top. And we have to

get down to the inclusiveness, and then the equity and equity.

That's the area that I talk about a lot, because I equity is

all about systems, right? And what we find in companies is the

systems are broken for everyone, but typically male, they know

how to work the system better. But those of us who've never

been taught or we don't have anybody teaching us or telling

us what to do a broken system hurts us a lot more. So when we

fix the system, it works better for everyone people. So again,

we both talked about playbooks and processes. And these are all

bits and pieces. And I'm just kind of going on and on right

now. But now I want to talk about this little special gem

again, my cupcakes, right cupcakes, talking about my

cupcakes first, I thought you were going to actually pick up a

cup. From what? I need a cupcake at my desk. That's a good idea,

Leslie. See, that's why you're this amazing person. So,

cupcakes. We talked from our standpoint, we've talked all

about your cake. We've talked about your icing and I want to

talk about your sprinkles and your cherry. And that's this

amazing lady that I know that is all about talking about sales on

Tik Tok. Tell me about this thing.

I mean, it's so fun. And the reason that I

started creating content on Tik Tok was because I was really fed

up. I was really dissatisfied with a lot of the content I was

seeing on LinkedIn. Like it was it was really celebrating that

like hustle and grind, I wake up at 3am. Like if you're not

succeeding, you're not trying hard enough. And I love

LinkedIn, have an incredible community there. It's a great

place. But there are some elements of toxicity that are

like directly tied to completely ignoring the systemic issues

that might be holding somebody back. And I've had a really I

love that I have chosen sales as my profession. I love being a

b2b sales professional, but it's been a tough career. Like it has

been fraught with discrimination and sexism and sexual

harassment. And I just I felt like that conversation wasn't

happening on LinkedIn. And I wanted to find a place to have

that conversation to tell other women other people of color in

sales like it's okay, you're not alone. Like this isn't happening

to you in a silo. This is like it's not you. It's them and also

wanted to inspire that next generation of sales

professionals who might not be thinking about sales as a career

choice and letting them know like, Hey, your voice matters.

Like, we want you to join us. And also, there's a boatload of

money on the table. So like, come be a part of this

community. And I had a thought about where that message can be

best communicated. When tic tock really jumped out at me. I kind

of thought I was losing my dang mind when I made the choice.

Because it was right when there were all these discussions about

tic tock being banned in the US. It was right when clubhouse was

like the new sexy thing. And everybody was like breaking

their ankles to run the clubhouse. And I was like, Okay,

I'll just be over here. Making tic tock videos Cool. See,

anybody want to stop by. But it's been just like this

incredible, incredible experience. And I feel so

privileged and grateful to have created a community there and to

have made meaningful impact on people's lives. So it's great. I

love it. It's crazy, but I love it.

I commend you because I think about tick tock

and I think about my 13 year old son that keeps bugging me saying

I want to tick tock account. That's what I think Zakum like,

and you're like, No, but, but it's like, I think it really

goes back to what we're talking about sales is different now.

And in order for us to embrace the difference in sales, we have

to be the change that we want to see, we can't talk about, okay,

you're doing it wrong. And I'm just gonna keep falling right

along with you. We have to be that change. So for you saying

I'm going to try something different. And you have created

this great follower base. And I know in the b2b sales community,

you are like the Tick Tock queen, like take sack, Leslie,

tick tock Leslie, like, literally. And so creating a

space for yourself and helping others know that it's okay,

right? Because what tic tock is all about videos. What happens

when you do videos, they're not always perfect, right? And so

they're almost always imperfect. Right? Like,

oh,

let me say, I love that. So you have had such

a amazing career. My question to you is, what is one thing that

you are most excited about accomplishing?

One thing, honestly, I would say it's a

recent like moment of pride. And it was having the courage to

quit my corporate day job and become a full time entrepreneur.

And you know, earlier, we were talking about intuition and

trusting my intuition. And you know, even after all of the

lessons, I've learned, were trusting my intuition was always

the right choice. I still for like a full year, put up every

roadblock I could to talk myself out of like listening to the

universe, listening to my gut, doing sales team build our full

time. And so it really did take a lot of courage and like a deep

belief in myself to give up that safety net of a corporate job so

that I could focus 100% of my time on, you know, what has been

until now, like my purpose project and my passion project.

So I'm pretty proud of myself for that.

It's a big step. I mean, anybody who's gone from

a corporate route, it's a full time entrepreneurship, this it

is scary. And I commend you for that, because it's definitely

not easy, especially a full time corporate sales job. It's not

like a regular nine to five, right? There is variable comp

there and you're like 100%, betting on myself. This has been

an amazing conversation. Lesley, we've talked about, I mean, all

things starting with tic tock, we talked about laying

boundaries, having a toxic workplace mental health. I mean,

this conversation has given me everything that I could have

ever imagined. I thank you so much for sharing your time with

us. So what is the one best place that people can get in

contact with you if they want to chat with you?

Yeah, absolutely. Obviously, you can find me on

Tik Tok at sales tips talk. And I'm also on Linked In. So please

connect with me

there. Awesome. Awesome. Thank you again for

sharing your time, your talent, your expertise with us. It has

been an amazing conversation. Thanks so much, Leslie,

thank you so much for having me. I really

appreciated this conversation. And

that was another episode of the science of

selling stem. Remember in all that you do transform your

sales. Until next time.

Thank you for joining us today on the snack sized sales

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