Episode 06: Accountability Is the Missing Layer in Your Marketing Strategy

Speaker A: Hello, everybody, and welcome to the Bulletproof Marketer. This episode, we're going to be talking about a real hot topic, which is how to get things done through accountability measures. Does sound like this isn't. I thought he was going to be talking about AI some more. No, we need these pieces in place if we're really, truly going to be able to utilize AI and see if it's going to work or not, because we have to be able to track what's actually happening. This episode is going to tell you all of my tips as a consultant, as a digital marketer, as an agency owner, dealing with clients and prospects and everyone in between. Just some real good tips that will help you understand just how to deal with those situations. Just to reintroduce myself, I'm Christopher Tompkins. I am the CEO of the GoAgency. We are a digital marketing agency. I also have a lot of different services that I offer. Aside from that, which is marketing consulting, fractional CMO work, and everything in between, I come. I wanted to create this podcast that I've been doing for many years just because there's so many things that I see in my conversations and in my travels. I love connecting with people and hearing their stories. And, uh, there's so many things that you learn in those conversations that are unbelievably useful. And a lot of people will say to me, where did you figure that out? I figured it out by being an active listener in conversations where I'm. That I'm having with other people that are in industries that are not the same as mine. But also I actually listen to clients when they talk and my peers when they talk and my partners when I talk. So, uh, being an active listener has helped me see a lot of things that other people don't see, which is pretty much how people view things and the experiences that they've had and how to do better. So I wanted to create this podcast many years ago, just as another voice out there that is not necessarily screaming into the void, so to speak, but just to present those ideas so that it's easier for anybody out there to feel like they're not in this whole sense of Stockholm syndrome. They're actually in a. They're in a safe space where we could really talk about things that are super meaningful and things that we can use on a daily basis. So if you want to learn more about me or my agency or my services or whatever, go to thegoagency. Com. It's linked in the description. Also, if you want to connect with me and you guys have been doing it. I love that. Connect with me on LinkedIn. My LinkedIn profile is in the description here as well. Click and connect. Say you listen to the show and if you have a question or you, like, want some, you have some feedback on some elements of a show that we've done before, I would love to hear about it. Some. And actually it's funny. This show was something that I was thinking about for a while. It's. There's so many other topics. Right. There's so many things that I hear in a week. Um, I'm. I love filling my brain with new ideas and problem solving, that type of thing. But one of the things that I've seen that's come up with one of, one of you that have been listening, talking to you. Chicago Chi Town sent me a DM on LinkedIn and I'm not going to mention their name, but they were saying that they were really struggling with executing their marketing strategy internally because every time that they tried to execute it, the people that were supposed to deliver on it were not really delivering. So it was setting them behind, which then made them look not so great. And like, what. How would I approach that? First thing I would say is, as a marketing person, grow some thick skin. Why do I say that? Because you may feel when you get, when you start out, like you're the smartest person in the room and, oh, I can see all the problems and I'm going to fix it. Yeah. Might be true that you're the smartest person in the room and might be true that you can see all of those elements. The problem is that not everybody sees your importance or your vitality within that conversation. When it comes to marketing, sometimes it's a bit of a. We all know, right? I've talked about it on previous shows. It's a little bit of like smoke and mirrors to some people, whether they be C suite, whether they be like people on the same level as you, clients, whatever. A lot of people don't understand marketing. Come on, for God's sakes. My parents didn't understand what my digital marketing agency did for a good solid 10 years. I. We're. Right now, we're. What are we going into? 17 years. I don't know if they do. I still don't know if they understand. They're proud of me, which is good, but at the same time, I'm not sure that they really understand what I even do. And that's. It's the case. It happens. Right? So we want to do the best that we can do and we have big ideas and we have, we're full of piss and vinegar to really get things done right. And I love that, I love that about us because we tend to be really driven people. The successful marketers out there tend to be self starters people that are, they can be a little pushy sometimes but they should be respectful. But what happens when you're in the case with like chi town person? They, they're right now in a company and I know that the company is centered around E commerce which is a challenge, right. E commerce has a lot of different levers that you have to pull and there's a lot of different things that you have to handle. So what I would imagine in that case because I didn't get so many details from each other, you got to tell me more. What I'm guessing is because from my experience with dealing with E commerce clients in the past and being on E commerce projects there's a lot of moving pieces and there's a lot of people in the conversation. There's going to be digital advertisers, there might be social media marketing companies, there might be influencer marketing, there might be um, internal boards that you have to present to in order to get the funding that you need to put into your marketing channels and programs and so on and so forth. And then how is the delivery? What's the effectiveness that the ever wonderful attribution question that drives every freaking person marketing person crazy? It's a lot, right? What do you do when you are asking for approval to move forward and people are not respecting your request? What that means to me is this. There's a couple things that you can do to automatically see if your request is weak as water. What that is sending a message via an inter office instant messaging and say hey give me your thoughts on this. Okay. What that does is that puts it on a main, a uh channel that's meant for fast conversations. Unless you're on speed with that person and you can do that and you've gotten results on it then yeah, stick to that. But if you are not getting results that could be one of the reasons Also another thing that you might have done there is you did not say when you needed that feedback by. You also didn't say uh what was this associated with and you haven't also said what was the project and what was the outcome that you want. Right? So if somebody is to look at something, let's think about it like this. Is it because they never listen to you because you're such a pain in the ass. Oh, grow up. It's not why. It's because you're not communicating in a style that's going to hold them accountable to giving the feedback that you require to move that initiative forward. So let's talk about accountability. Accountability is not. You must send 10m emails a day and of those 10 emails we need three orders. And if you do not do that, you will die. No, those are the results that you're trying to get. That's. Those are results that we're trying to aim for and quantify and achieve. What I'm talking about is how do you. How does marketing collaborate with other people within the organization in a way where marketing can get their point across and also fully let them understand what the ask is. So this is what's worked for me over the years and I going to give you a really great piece of insight here. You don't need to overwork the dough. I say this all the time, but it's the truth. If you overwork dough, it's disgusting. You gotta just knead it the right amount in order for it to be rise beautifully and work to the recipe. Again, this is something else that you mentioned. I appreciate it. On previous shows I was talking about cooking. Usually when I record this, I'm starving. This is right between mealtime and it's getting closer to dinner. So that is why. That is one of my metaphors that I fall back on. But I digress. What you want to do is whenever you are looking to get anybody, if someone need you need someone else to give you clearance to move forward on something, what you need to do is you need to make sure that they are in on the conversation early. So if someone says to me, say I'm a client, I'm dealing with a client and a, uh, CMO role. And I say, okay, who's the best person that I should get to review this so I can get all the information that I need? Oh, I think you should forward it to X, Y and Z. What I wouldn't do is get the email, forward it to X, Y and Z and say, hey, X. Bob said that you should really get some eyes on this. Can you take a look and let me know what you think? What the hell's that? What the hell ask is that? Do you know? Bob's right. Bob has identified the key people that you need to speak to. So good you got your intel but your ask sucked. How are you going to get your result if that is your ask, what you have to do is you have to be very specific. So what do they know about this project? So if this is a. Oh gosh, I can't even think of what I would say here. Maybe it is an ebook that you're putting together to accompany a webinar that is being held. Now, the people that you're asking to review it are from a different department. They're not marketing, but you're, they're your subject matter experts. So they might be people that work in a highly skilled area of your business, whatever that may be, but you got to get them to take a look at it. Sending that over to them who are thinking in the highly technical world and you're sending over a piece of that is directionally focused on marketing is a wrong. It's just wrong, folks. Right? Ultra wrong. M. What you want to do is understand the thinking of the. Okay, come on, we're marketers, right? How do we get into the heads of our target audience when we are marketing? We understand what they are thinking, what motivates them, what excites them, and what is going to get them to engage with your message. Why do we forget all about that when we're doing inter office communications? I don't understand why that is. Why do marketers suddenly forget this? It's because sometimes you use this approach once and it doesn't work and then you just say, I'm, um, screwed. This is how it's going to be. Everything's going to take a while and whatever, okay? If you start going down that track, you aren't holding yourself accountable to getting the deliverables that you need to, to get results that would then be meaningful for yourself. So I, uh, want to just make sure that you understand that the skills that you have as a marketer also help you build relationships with other people within your organization. Now I'm not telling you to be fake. I'm not telling you to be phony. I'm telling you to be respectful and to understand the worth of what that person is going to offer. So if I'm saying to. If Bob tells me to reach out to uh, Larry, Mo and Curly about some for clearance on the facts in my ebook, I would think to myself, okay, so that's who I need to go to. What is my deadline for this project? When do I need to have those edits in so I can then put into production for design or whatever the hell you have to do with it? So say that's this Friday and today is a Wednesday. You understand that's a shitty ask. That you're doing because if you're getting three people that are in the highly skilled side of your business to turn around a marketing piece that they have no idea what it's worth in three days, it's too much. So what do you do? Just give up? What timeline do you use? What I would do is I would propose two timelines and see what they would go for. Two deadlines. I know you're all going to say they're going to go for the later one, but what you're doing is you're giving them a choice. You're not forcing them into something that's uncomfortable to them. Then what you should do also is if I needed something on Friday and it's Wednesday when I'm finding out about it, I have looked at this project incorrectly and I've inadequately planned. So I have to change my deadlines because now I have a new piece. It's not, oh God, now I gotta get over these guys and I miss my deadline. Sorry. Maybe you should have thought of that when you were planning it. Right. Uh, uh, we can make mistakes as marketers. I do. My gosh. I, um, think I'm infallible. I'm totally fallible. I have so many different things going at once and I'm going fast and I'm like getting results and I'm solving problems and it's exciting and then it's, oh, shoot, I dropped a ball. Hey, my bad. Guys, I'm really sorry about this. Listen, this is an ask. I'll do anything for you. Can you just help me out on this one occasion? And I would make a plea to them with that, uh, direction. If it was a must, must have. But if it's not an essential, just deem it as non essential. Give two deadlines, the one that you would ideally love and the one that you feel would be comfortable for them and tell them what it is. Hi, we're going to be doing a webinar in a month and anyone that attends the webinar, which are mostly going to be CEO level people in X industry or what have you, basically our target audience that you work on every single day, or your target client list or whatever, logos, whatever you want to call it. So what we want to do is make sure that these stats are right. Of the three of you, what do you think? Would one of you be able to handle this? Or is this three? I'm happy to jump on a quick call if we need a more clarification, but here's what the webinar structure is too. Just to see, see, I'm adding a full story now that you're thinking, oh God, they're never going to read that email. So who do you have on your side for accountability? So if you're talking to those individuals, who is the person that is their manager? You should also CC their manager on that because you are taking bandwidth from their team. So what if you don't make that conversation? If you don't have that conversational link? Let me tell you what happens. And it may have happened to you before. You're going to get pissy that they're not delivering because you didn't give them enough information or deadlines or whatever. Oh my God, I needed that on Friday. They're still not one of them has responded. This is ridiculous. Okay? You can piss in everyone's ear about how terrible those people are and how they're not getting you anything and how, oh my God. Because so many marketers are very dramatic. And the truth is this, if you are talking to, if you need to get something done fast, talk to the person that's the lead on that team and say, hey, I'm really sorry, I need this information. Bob told me I should talk to X, Y and Z about this. I have a quick turnaround. Can you help me figure out who would be the best person? Could you help on this? I'm really sorry, but it's urgent. All of these things or I'm actually communicating with my colleagues as a peer and a teammate and I'm actually letting them know why it's important, what the goal is, what the timeline is and the predicament that I'm in. Now. If you have a longer run up, this is not a problem. But we're marketers, right? We get these crunched up deadlines on the reg. We get, oh, hey, I have a major meeting in two days. I need a, uh, 45 page proposal and PowerPoint slides to be associated with it. And can I get a leave book behind as well? Sure. It's, that's not shocking to me. It's happened to me time and time again and I've just built that into my structure because I like to say yes to things because I feel that yes will bring you closer to a, uh, mutual understanding when you are working on projects together. Rather than saying no or maybe or ignoring that does not build any sort of fruition relationship. That does not make anything really that solid. Now, I know the topic is accountability and I've talked about a few of these other things. All of these things fall into place. Because holding people accountable, in order to do that, you have to create such strong guidelines and deliverable and uh, really spell out exactly what you want. And then when it's not delivered, you go back and you ask why it hasn't been delivered on that date. Now, when we're talking about that, the next stage of accountability. Okay, so real quick, when you want to do something, when you want to make someone accountable for an assignment, for example, oh, we work on ClickUp or oh, we work on asana. Oh, got you covered. What you want to do is you want to make sure that you understand the correct channel to reach that person in which they respond in detail. So where can they ignore you the easiest and skip that channel and go to another one where you actually get some engagement? I feel like deadline projects that are meaningful to an organization should be sent via email and also have a CC to a superior. Anything that you have deadlines around should be brought. The superior should be brought in or the manager of those individuals should be brought in just for visibility. Because what if they say, oh man, the marketing guy is bugging me all the time. Oh God, this is like the fourth time they've asked me for this stuff. Have you ignored it? Because I got the email and it said that he needed it last Friday. He apologized, he gave you all of the details and gave you two different dates. You didn't respond to that at all, as I can see, because I'm on the stream. What's the problem? What? Because you want to be able to breed understanding and don't get thrown under the bus because you're asking for stuff. Everyone's busy. But the thing is that as a marketer, we can never say no. We always have to say yes. Salespeople have their excuses. Delivery people would have their excuses. Everyone has excuses. But marketing not allowed to have them. And that is because we tend to be the backbone of upholding the message, the values and the growth of growth and visibility of a organization or your company. So you have to level yourself up as a marketer, Level yourself up. Make sure that you were putting those accountability pieces in play now. So name it, what's the purpose of it? Where can I find more details on it? This is what I want you to do based on this time frame due on this date. And that will then make us be able to do this, kind of explain everything. If you need to jump on a call, do it. If they're receptive. If they're receptive to that, do it. If they're not Receptive to it, don't do it. See what I mean? You want to make sure that you're not over meeting people. That's usually a complaint that I hear in some organizations where marketing is always kicked to the curb in terms of importance is that we're just like oh my God, how many more meetings do we have to have about this? My answer is I have to have enough meetings until you start telling the truth. Because if I have more questions on things or I need lots of approvals, it's because I'm not getting all the information insidetrack that I need to actually make good um, strategic objectives against them. I'm sorry. Meetings are necessary sometimes depending on the team but again even in those cases it's finding the next person that would be more qualified or more engaged in that sequence that you can then help hold accountable to those deliverables. Now what happens if things are missed? This is not the fun part. Okay, why would you BCC or CC the superior to let them in on what's happening and then you can then do the same email to the team. When I would hit people on the date that things are due, generally speaking, and I'm not talking to everybody out there, but uh, it's most of you out there. When there's a deadline, the deadline is when things need to be done. It doesn't need to be done by that date, it needs to be done on that date. Everyone manages their schedule differently. I get it. I'm a work ahead person, but I'm a rarity a lot of the times when I'm working with teams. Cool. Everyone does their own thing. You just have to acclimate to the pace. But what I got to tell you is that if you have people that you're working with that just do everything at the last minute just to let you know those are the people that are going to miss deadlines. So you should put in your first check in pre deadline the morning of the due date. That could spring morning action. So my hot tip is if you have a team that starts at 8 o', clock, make sure that before you leave the previous day, you schedule an email to go at 7:30 to hit them that hold them accountable for whatever deliverable that they need to hit on that date. What will happen is people like to get rid of stuff that is in their way first thing in the morning so they don't have to mess with it later. But then you have other people too that are going to leave it to the end of the day. It's just what it is. But it's a tactic that you can try. But keep holding them and giving them a reminder is part of the deal. I would say I'm working with adults. These are all capable people. Why can't they manage their schedule? I don't know. Email me if you know the answer to that. But I know a lot of people. I have one. I've worked with a few different partners over the years where every single one of them calls a meeting and it's 10 minutes late start and that is their vibe. So cool. No problem. That's what they do. So I understand I have 10 minutes whenever I'm booked out of a meeting to do something else in that time frame. So I get on the call and come. Wow, wow. Glad you can make it. No, I acquiesce to their style and I fill my time and use it wisely. Okay, so let's talk about what happens if it's Monday and that Friday deadline's not met. I would then check in again via email first thing in the morning with everyone that you've asked on a question saying hey everybody, we missed the deadline for Friday and I was due to start working on this project today. Is there any way that you can get this done? It's absolutely asap. Do if you can get it done. I need it by end of day today at the absolute latest. Now you could say that what I'm doing there is giving them an out so they start. I'm starting to condition them. That is going to be when they start thinking about that. No, this is you showing the superior of those people that you're asking that you're being nice. What if this is your CEO? You have to take a slightly different approach because if this is the person that is paying your health care, you don't want to be saying oh naughty girl. No, no, shame, shame. Why did you get that finished? Nobody wants to hear that. Get the hell out of here. I'm like doing mergers and acquisitions and I'm like doing over this and I'm flying over here and I'm a high powered CEO. That's the truth. They have a lot on their minds. They're thinking about a lot of different things. So you have to make an appeal that as to what it is linked to. So if it is going to be that ebook that I'm talking about. Hey Bob, you told me to reach out to these three guys. I did. And I also circled in Andrew. Andrew said everything's fine and they should deliver. I'm not exactly sure how I should progress here. I'm concerned about the delivery here. This is a deadline that I gave them that was very clear. Hopefully they would step in and say something for you. If not, they might say, go back to Bob and tell him Bob's the one that's going to be able to talk to you about it. That's fine. Then you go back to Bob and you have the same approach to Bob. Is this ideal? No. But do you understand no matter if the organization is small or large, the red tape be taping all the time, there's always going to be something that is going to put a stumbling block on your plan. I don't think I have ever had anything that I've done in marketing. Just that woosa, uh, movement marketing ideas. I send it over. It's. Oh gosh, I was waiting to look at this. Oh, I love it. Approved. Oh, I put it out and it's no sticking, no problems. No one has an opinion on it. Oh, everyone loves it. That's a dream world, folks. Marketing is many steps of getting things together. All right? So you have to be, if you want to call yourself a marketer, you have to be a solid project manager with accountability in place. If. What happens if. This is a recurring issue. So if I am relying on people and this is, I'm giving you the scenario where you're in the company and you're. And you don't want to make too many waves because you're talking to maybe the C suite and you're like a marketing director or something like that. If you are on the C suite, you will have more obviously leeway to have those open conversations with other people to get some action. But you need to show what is not being done. So if someone is missing deadlines like four times in a row, what usually happens is. Depends on how sympathetic the company is. Some companies are like, oh, they're so busy and they're. From a CMO standpoint, everybody that says they're busy is someone that I'm looking at because people, I don't say that I'm busy, I just am busy. So if it's. I don't. Because what, uh, whenever someone tells me every single thing that they're working on and that's all the excuses as to why they couldn't reach my goals, I don't feel like they have me in mind. I feel like they're trying to make a case. So I will, usually for me, from a consultant standpoint, I will say, listen, this is not how I like to operate. And I understand that you're busy, but I also have understood your schedule, so I could be respectful. So I feel that I'm doing something that's going to benefit you, but you have no interest. Is that a correct assumption? What can I do to realign us? I feel like that is more productive. Right. But like I said before, if you have a case of someone that you have to rely on that never gets in touch with you. So prime example where this has happened to me before. About 10 years ago, I was working for a medical clinic. I was working for a whole range of medical clinics. Oh, what a nightmare that was. But it was interesting work because it was high stress and I've never seen anybody treat their team so badly or be so conniving, like really conniving. So it's nice to see that as a marketer because it helps you identify it later. Any really terrible client that I've ever had, and we've all had terrible clients, I'm not like shitting on my entire book of business, right? It happens. Not everyone's a nice guy or a nice girl. It's going to be sometimes. But anyway, what they were doing was they were trying to. Anytime that I was asking the salesperson for clarification on, um, what they, their request was. So basically what's happening was the sales manager was going to the sales team because there was sales team that were working on this and the sales team was saying, oh, I can't do that. I can't call those people because I never got any marketing materials for that, honestly. Okay, so you didn't get any marketing materials. Okay, so what did you request? I, uh, said they said they would get me some one sheets. They go back to me and they say, hey, I'm really disappointed. Sandy over here. She's been waiting on these sell sheets and where are they at? I sent them over to her like, uh, two weeks ago. And they're like, oh, really? What did she say back? And I said she didn't respond. What do you think Sandy said in that instance? Uh, I never got them. No, he's lying. Luckily I put read receipts on all of my emails and I was able to produce that because I knew Sandy was a liar and I had to hold her accountable. Why? Because I do not like when that happens. I'm trying to help and provide support and that's what I'm getting paid for. And what my joy is when I'm able to create something that's going to help you out and get you more engaged with your process and make you more successful. So things like that I don't love. But that's a case in point too. That's an accountability measure. I have that read receipt for that person, anything I sent to them, and then I would screenshot it, take it, save it, and put it into the file that I had labeled Sandy Accountability because I knew that she was going to be a problem. Now that's an extreme case. There's other cases where you just know people don't have good time management skills. You know what if that's the case, maybe you need to not call on them or maybe you have a meeting with them and you tell them, uh, some of the problems that you're having relate to them as a coworker, as a partner in the project. All of these things are really important because when you are, and this is why I said if you're dealing with a CEO or you're dealing with your superior, it's a little bit more challenging. But what I want everyone to understand too is if you've never been a CEO, you don't know what we have to deal with. And I'm a CEO, so I'm able to appeal and understand the stress, appeal to the thought process and also how the feelings that you have as a CEO. There's stress, there's uncertainty, there's curveballs, there's staff that just leave, there's staff that will post hateful messages about you even though you never did anything to them. There's all these different crazy things that you have to worry about. And maybe that keeps you up at night or uh, maybe that keeps them up at night, not you. So you have to leave with a little bit of grace. And you have to understand maybe the CEO, the person that you're talking to on a project and you're trying to get them to, you're trying to support them on an initiative and they're just really resistant. It's really labeling that resistance and then meeting on a level playing field and then understanding that, hey, what we'll do to make this really easy for us is I'm going to put a deadline and a time due date on everything that we do so we can really see the milestones of this project moving forward. That is what milestones mean. So if you've ever been in a program like ClickUp or Asana or whatever the hell else is out there, you can very easily create project milestones. So if you have a project and you have milestones and you have a whole timeline, maybe let the team know that could be actually a pretty good thing to let them in on. Here's the bottom line on accountability. And then I will get off my GD soapbox and let you guys go back to your lives. I am such a firm believer that creating boundaries is really important for your own mental health and protecting your own self worth as a marketer. It's very challenging sometimes to feel worthwhile and to feel treasured and excited and reward and whatever. And if you are in a situation as a marketer where you are getting heaped on praise, you should really treasure those moments because of uh, not every company is like that and every organization is like that. If your company is really lovey dovey with the marketing, you're in a good spot. So you might want to see how you can keep that going because that could be some place to grow. But if you are having, if you're struggling as a marketer and you don't know, you know what, how you can get projects going forward, it's, no one listens to me and then I know, I've been there. You need to try new strategies. You need to start executing some of your own marketing strategies internally. And how can you get the everyone that you're working with to latch onto your ideas? These are things that are really important, not uh, just to meet people timelines and get things done in a timely fashion. Right. This has more to do with overall business success. How are you going to get a great measurable result if at the end of the day no one's helping, no one's listening to you? And then, oh God, now my project's late. So now. And you're going to start slipping in terms of your engagement with that project. Then it's over. Say the project's done, your boss asked for a rap report and just can you present to the leadership team on Monday the results of our webinar? And you're like, shit, it's, they're terrible. Why? Because you just lost your way. You let everyone push you to the side. You did the best that you can do. But I'm saying there are ways of doing better. And it's going to be in the uh, interoffice communications, holding people accountable and making sure that people understand the purpose and the goal of what the ask is. Don't just say, hey, can you look at this? Look at what? I'm freaking busy. I just got 75 emails. I've had four client cases I'm working on today and I'm also writing an article that we have to put in this research paper. Yeah. Let me just look at that. Do you not feel that that is an honest reaction from someone who is doing all those things? Yeah. So you need to find out the bandwidth of the people that you're asking things from. True bandwidth. And just be respectful and make sure they have all the details to give you what you need. All right folks, that's uh, everything that I have to say on this episode around accountability. Hopefully give you some new perspectives on how to make that work for you. Whether you're in marketing or sales or account management or what have you, all of these things do really ring true. Especially if you need approvals and you need ideas or collaboration. These are, these accountability factors are paramount when you are launching those projects in order to get the results that you want. All right, so folks, if you want more information and wonderful insights from the voice of Christopher Tompkins, please and subscribe anywhere that you are listening to this or if you're watching this on YouTube, definitely subscribe to our channel. We do new episodes every single week. Also, if you want to, a bonus move is if you go into our show description, you'll see a, uh, click a sign up link for our newsletter. We put a newsletter out twice a week. It's not salesy. It's just all the cool stuff that me and my team at the GO agency have seen that we think you should be seeing much like this, which is like my insight from my actual interpersonal relationships. We also have things that are based on trends around AI, social media, marketing, digital advertising and everything in between. If you need anything from me or you have some questions or comments or future show ideas, please click the link in the bio here on the show Description for my LinkedIn request me and ask me anything you want. I'm here to help folks. Until next time, Christopher Tompkins for the bulletproof marketer signing out. Take care everybody.