I'm Todd Miller of Isaiah Industries, manufacturer

of specialty metal roofing.

Today I am joined by my colleague and co-host Seth Heckman.

Seth, how's it going today?

Doing great.

Really looking forward to this time together, Todd, we have, uh, a

legend joining us, so, uh, getting ready for a great conversation.

Absolutely.

And for anyone out there who's been in home improvement for any length of time at

all, today's guest is someone that's going to, you're going to immediately know.

Um, so today we are honored to welcome someone who's not just a legend in

our industry, but someone who has helped transform literally thousands,

tens of thousands of home improvement businesses across the country.

He's a consultant, author, speaker, and perhaps most

importantly, a fierce advocate for professionalism and profitability

in our home improvement industry.

That's right.

Uh, we're thrilled to welcome Dave Yoho, founder of Dave Yoho Associates.

Uh, for decades, Dave has helped contractors and companies sell

more effectively, manage more efficiently, and lead with confidence.

His incredible energy and insights are second to none, and, uh, someone we

have learned, uh, so much from, uh, over the years here at Isaiah Industries.

Absolutely Dave, welcome to Construction Disruption.

It truly is an honor to have you with us today.

I pleased to be here.

I'm pleased to be anywhere at my age.

There you go.

At, at that perfect lead in.

So you've had a remarkable journey, um, including being a World War II veteran,

for which we all thank you most sincerely.

Um, because that is such an important part of your life, and I know that

you are regularly recognized as a surviving World War II veteran.

Um, tell us a little bit about, you know, how you served and how that came to be,

because I know yours is a unique story.

Well, I'll be brief.

Uh, when World War II started, we only had 130 million people in the United States.

Japanese dropped a bomb on us in 1941.

And December 7th, then that changed.

Uh, what we were doing.

We eventually put 16,200,000 people in uniform.

A little bit scary.

That was 12 and a half percent of our population.

We diminished the operational abilities of our country severely because we took

the people out of the factory from the trucks, from whatever they were doing.

And fortunately, women exploded in their abilities to perform

the things that men held stance.

They drove the trucks, the buses, the trains, and the women did all those

things, flew the airplanes once they were made from one point to another,

and they managed to do all those things in what I call an improvised position.

Only 7% of the women in the United States drove cars in 1941.

Now along comes 1941 and the whole world changes, and we

put these people into uniform.

When the war started, I was 13 years of age.

I grew up in the inner city of Philadelphia.

Parents never owned a home.

My mother maybe had a seventh grade education, my father,

maybe the same or a year more.

My father drove a truck when there was employment, and, uh, we lived

in a rented home, a row home, uh, rent was 11, $11 a month.

And during that period of time, my father was out of work for a period of time.

Now, I'm going to tell you this and tell it briefly.

I don't wanna stay in this area, hold up my hands like this, because later on

in my life I studied human nature, human behavior, and I am very, very familiar.

With the therapeutic EQ of behavioral practices.

In other words, I've studied that and been privy to studying that.

And here's what I've learned here.

Here are my two hands over here.

I put because of, and over here I put in spite of.

So whatever your story is, you do some things.

Because of, and in spite of, and if you want to tell me about the tough times

and the hard times, God bless you.

I don't really have the time because everybody's got this idea.

You want to talk about what you did about them and how you, that's the way it is.

And this, this industry in this business, heck, was all in the

sixties, very small companies.

There were no organizations, no structures, anything like that.

So out of that, I went into the service on a falsified birth

certificate before my 16th birthday, and I was taken into a division.

It only exists in, uh, wartime.

It's called the US Maritime Service.

They train you and they put you on a merchant ship.

I wouldn't know merchant ship from a naval ship, I'd never been in the ocean.

They brought people in from the Midwest that had never seen an ocean.

But out of all of this, we got together as a society and worked homogenic.

Uh, we had the same president the day the worst started.

He probably wouldn't have made it to the end except he had a heart

attack and we had the same president.

And it wasn't that there was an abusive practice, which was transmitted vertically

or whatever that is among people.

So what does that say about us?

All of us now, I'm fortunate enough to still be here and a spokesman.

I speak all over the world for, as you probably well know, for service people.

Uh, I'm held up to be a somewhat of a celebrity, and, and that's

the wrong thing to say because the minute you call somebody a celebrity,

they begin to believe it and the whole world centers around them.

So if you have a question about that, fine World War II comes to an end.

I turned 17, four days after the war ended.

I'm in the middle of the Pacific Ocean.

I don't have a complete high school education, much less a further education.

And when I got home.

I, uh, I had, uh, I was a, a junior in high school when I went away.

And so when I came home, I don't, I can't drive a car.

I can't vote.

And, uh, I don't even have a high school education.

Now, God provides, because they created something called, um, uh, equivalency.

There's a, uh, an equivalency diploma.

And so based on that, I got an equivalency diploma to high

school, went to night school.

Uh, I lived in Philadelphia, went to W University, got my undergrad degree,

and took the first job I could get and happened to end up in the industry I'm in.

I would've never selected it out of a group of things that I wanted

to do or like, but I ended up here.

And so what I learned from my upbringing.

Is mature where you are.

Study from where you are, preserve your value system.

Treat everyone as an equal.

Don't treat 'em any less than an equal.

That includes your customer base.

And now find a way to communicate.

So I don't wanna make a speech or a sermon, but that's how

I got into the business.

That's a great story and thank you again for

your service to our country.

I am curious about something.

Of course, you know, I've heard your story before.

Um, you know, here you are in the Merchant Marines, you go in 13, 14 years old.

Um, surely your shipmates realized you were not of age, or, or was it, I'm just

curious or were there a lot more like you.

Yeah, there were, I wasn't the only one.

I went in at 15.

The, the most decorated, uh, military of World War II was a

guy by the name of Dy Murphy.

Dy Murphy was the most decorated guy.

He went in the army at 16.

His sister helped him falsify a birth certificate.

But, but there was a theme of patriotism.

Patriotism that may never exist again in our country.

This was our country.

We were desecrated by an enemy that was thousands and thousands

of miles away from on shore.

It wasn't like entering a, a war where you go across someone's border and we

got together societally, fraternity.

We worked in combination as to the camaraderie abroad ship.

Uh, a lot of it was overblown, but people say, oh, that was a wonderful

group of guys I was with, and always sit around on all the time.

We talk about, oh, no, no, no.

no.

If you have someone that you know that came outta World War ii, your relative,

your grandfather, your uncle, your father, they don't talk about it because when

we came home, we had lost 440,000 and there were another couple of million

that were affected by Mind and Body that took that to them, to their deathbed.

Now, of the 60 million, 200,000, there are less than 50,000 left, and they

die at the rate of a hundred a day.

I only bring that up to date again, because, uh, you make it in this world,

not by complaining about what you don't have, but being able to do the

best at what you're doing right now.

Remember the two hands.

Or in spite of, and, uh, I am a tradition of both, and my parents weren't educated.

My father was not an, an affectionate or affectionate or educated.

So I took the first job I could get.

Everything about the job was better than what I had, but

I'm a student and I did learn

You know, what you're saying there reminds me of

something I heard the other day.

You can approach life that everything is being done to you, or you can approach

life, that everything is being done for you, and how that changes your mindset

when you start to look at it differently.

well said.

Well, I'm, I'm curious, um, you know, you've

worked with thousands of companies.

You went on, started with your own company, went on, started.

Dave Yo and Associates began training and consulting.

Um, what do you see as hallmarks of the most successful companies out there?

Are, are there common traits or behaviors or methodology, um, that you

see amongst the most successful ones?

Well, when we spoke of methodologies 50, 60, 70 years

ago, there was no methodology.

A salesman was a guy with a personality, a hype who could skew fine words and

mesmerize people and whatnot, but there was no structure to what he said did

much of it was, uh, self appreciation.

I did this, I did that.

I can do this, I do that.

Oh, you're a fisherman.

Well, I once was a fish.

Oh, you're aeb Well, once I was aeb, oh, you're in the, in the automobile

I fool around with on my father's car.

And so that was symbolism that was adopted, uh, for performance.

But the truth is, society works on understanding the other person.

We have to understand them.

And so you come into this world knowing this much, and when

you're about 15, 16, 17 years old, you think you know this much.

And if you do know this much, then the rest of the world is this much.

How do you transform to what you have here?

You have to go back to being a student and understanding that the customer is always

the key ingredient in everything you do.

Now don't misunderstand me if you've never heard me before.

I'm highly sales oriented.

I'm marketing oriented, business oriented.

I've served on the board of public corporations, testified before Congress,

number of times helped create consumer protection in many parts of the world.

Lectured all over the world, spoken in every state in the United

States in 22 foreign countries.

People are people.

They speak different language, have different pat patterns of behavior, and

the more we can understand what they're doing, not adapt to it, but understand it,

then our language gets transmitted better.

And they are some of the fundamentals that do and don't exist today.

Now a lot of good.

Growing companies have since been sold.

As you well know, there's been a lot of acquisition going and, um, and the

people who acquire other companies have the, the prime asset, money and money.

Um, money buys them what they want, a going business.

But tragically, a high percentage of those companies do not

understand the basic fundamentals when it comes down to one on one.

And, you know, I hear a lot about AI in the next year or two.

It may have heard a lot about it together.

We we're heavily involved in all those systems.

Here's what I would tell you.

Unless we can fundamentally understand our customer and what

he's really saying or what he really needs, not what he says he wants.

And so how does that approach?

Well, you sell a product.

Some people treat it as a specialty.

Some people treat it as a commodity.

If it's a commodity, you say, well, we make a bid, we put it in

writing, and the other guy reads it.

That's the presumption that he will or she will, or they will read that.

So the next step is how do you refine that to get into their presence

and make a presentation to them?

And if you have people in this business, they come from various sources.

Many of them are organically grown, meaning they come from the industry

and they were installers, or they worked in a plant or factory, and

they understand the fundamentals of the product that you produce.

Now, the consumer is the receptor.

They have the house and we wanna sell our stuff.

To make it part of their stuff.

But the key is to understand some of the language.

And the language we use in the world of commerce is soiled.

It isn't really fundamentally good.

And I'll give you the simple as example.

You're gonna be Guinea pigs in a anymore.

Let's say you go shopping in a mall with your significant others, your

wife, your, whoever it is you're with, but let's say it is a husband and

wife and, uh, the wife is the shopper.

The guy is not a shopper.

Guys buy, but they don't shop, they don't have a shopping mentality.

This has to do with the fundamental structure of the brain and

it's, it is unbelievable, but we're all created the same way.

Two parts of the brain the right way.

The right side, the left side, and they're like walnut shells.

They feed together, but information is transmitted from one side to the other

and it's different than male and female.

Forget all about that, but understand it's there.

Now, you and your wife go shopping.

You're in this place.

It took you 20 minutes to get to the mall, 10 minutes to find a parking space.

You've now invested a half an hour.

You go up and down and say you finally get to a department.

Your wife is looking at clothing.

The clerk comes over and says to your wife is bending over,

looking at clothing on a rack.

What does that clerk say to your wife?

Tell me.

May I help you?

Okay.

Traditionally, right, for years, what do you think the answer is?

85% of the time.

Oh, no, I'm just looking.

You are now, if you're listening to this, rather than

being part of our conversation, let's see how smart you are.

Do you hear something different?

Tell me about it.

Because I've worked for all these people, including Walmart and uh, some

of the big department stores changed and we went in and we take a look at what

they were doing and we say there's a fundamental flaw in that because you're

not gonna find out what that person needs because you didn't tell them the truth.

And they're not telling you the truth.

I'm not saying they're lying, they're just using language

that believe had the response.

So somebody would say, well, what was you?

Well, the big departments here changed.

We start with this.

You gotta change that.

Don't you gotta stop saying that.

That that customer is really saying.

I don't think you have anything to offer me based upon what

you just told me, so go away.

Or suppose this, traditionally we don't trust salespeople.

It's a dirty word.

And you look at the fundamental, I just heard on the news the other day, this

guy talks like a used card salesman.

They use that as anecdotal material.

What it means is that's the way people think of the used car sales, but

they're, they're not all that way.

Somebody has had experience and paints 'em that way.

But going back to this again, when they say that, I am just

looking, that's a defensive move.

Now, suppose that clerk had said to your wife, leaning over that piece

of goods, uh, excuse me, is, is this a for you personally or is it a

gift for someone your wife responds?

No, it's for me.

The next question would be, so may I ask, what's your size?

And women have sizes.

I'm a six, I'm a five or four, whatever that might be.

So she says, okay, I'm a five.

Uh, these are the petit.

So you don't wanna be looking here.

Uh, now is this for a special occasion or, uh, no.

It's, uh, every, well, come with me.

I'll show you the three departments here that has it.

Now, what has she done?

She has helped you

getting people to change that line.

Language is, yeah, unused, un unwise use of phrases.

What is the simple example I can give you as the most overused, unused,

overused, yet unused statement.

How are you today?

Now, do you, somebody would say to you, how are you today?

So I'm feeling too good.

I got up this morning, I think I have a toothache.

It's my upper right hand.

And I didn't sleep well in because I'm not a great sleeper.

But I didn't sleep with, uh, well, I get up this morning and go in the garage,

but one of the tires is flat now.

We used to have AAA and my wife let it last, so we don't have aaa.

I gotta get out there and change that tire.

And now I'm running late.

So I leave the house, kiss my wife goodbye, four blocks, four a half.

I get stopped by the police.

Why?

I'm going over the speed limit to make up for the time I lost the cop.

Don't wanna know that.

I see your driver's license owner drive.

So at the time you get to perform in your business world, you've had

disaster upon disaster upon disaster.

And then somebody says, how are you doing today?

Your answer is gonna be go away.

I just wanna lay down and die.

If you look at a contemporary phraseology, a high percentage of what we use is

incorrect if you really wanna communicate.

So if we say to somebody, the first word you say to them is an

appreciative one and an affirmative one.

Thanks for shopping, Walmarts just like that.

And now you've got a greeting.

Thank you for now.

How may I direct you today?

Well, we're looking for bicycles.

No problem.

Aisle seven.

Let me do better.

Let me walk down there with you.

Now you're helping them.

And Walmart built their business on keeping their customer in

their store longer than you keep your customers in your store.

It isn't just the prices.

Everybody can be the lowest.

If you wanna be the lowest price, you're gonna have to dig deep in your business.

If you have people that compete at all sources and one of the guys they compete

with is a guy called Chuck on the truck and Chuck on the truck doesn't carry

any insurance 'cause he doesn't need to.

He may have automobile insurance, but he doesn't have workers' comps

because he can't even get it.

Chuck on the truck thinks if he buys the product for X and it costs him X

to develop 'em and he is got $500 built in as a profit that he is inked clover.

Now, you may argue with that philosophy, but Chuck and the chuck lives that way.

And then in all probability not to uh, uh, prime anybody with the wrong

fluid, but he doesn't pay his taxes.

Whatever he gets in cash, he doesn't share with Uncle Sam.

That's what you're facing societally.

But worse, your customer is facing that all the time.

So how do you prepare for that?

And listen, what I do, my work, people may give me complimentary introductions

such as you've done, but the guy who is already doing what he is doing,

who's going to be listening to this, listen, thinks he's doing the right

thing or he wouldn't be doing it.

And that's true of anything you do in life.

Um, I often ask an audience, I say in, in our seminars.

How many of you have ever been on a diet?

Please raise your hands.

Uh, the hands go up and I say, that's not the truth.

You've been on many diets because dieting doesn't work and is what you'll do.

You'll diet lose eight pounds, think you look great, and then you get the

second bowl of ice cream tonight, or you eat the fourth slice of a pizza.

And so you've confounded what you really wanna do so you

can always go on another diet.

Well, the same thing is true of a homeowner until they find someone who

fulfills their need, not their wants.

What do they want?

They want the highest quality product at the lowest possible price.

How far away am I from the way most people think and they think they can do it?

You can get the highest quality product with the highest quality performing

installation with all the insurance, and we don't have to make a profit.

So it's seldom the price.

Mostly it's the value.

I feel.

I made a speech that was a long answer.

So where do you like to take it from there?

No, I loved it.

And it, uh, it shows your years and years of being the leading

expert in this communication for our industry and, and others.

I was, you know, as you were giving your examples and, and these other

organizations you've worked with, I was, you know, just reminded the level of

intention and discipline that must go into really enacting this, this science,

this methodology, everything you train.

And so I'm curious, what, what is your advice for someone who hears

that, uh, long answer and can't argue with any phrase of it or any point.

Um, but how do you go out and implement and then even more challenging if you're

managing a team of three salespeople?

How do you get them to implement it?

What are the best practices you've seen?

Well, that's the, you're cheating on me.

That's not really one question.

That's three.

At

I'll I'll try to, I'll try to separate them.

Most people don't know as much as they need to know about a modern society.

If you're doing anything that's over 24 months old that was taught to you,

the chances are many, many changes.

Now, when when we went through COVID, you found a way to get into

the house and you could sell, but you couldn't install as much for

many reasons, and a shortage of it.

So now backlog build up, and the minute backlog boot up, you're selling something

to someone where you're not going to get your money for six weeks, eight weeks,

10 weeks, 12 weeks, 16 weeks and more.

Now, in your learnings, you have to the, the fundamentals of this business.

We, in the home improvement business, don't sell a finished product.

It isn't like going in to buy a car or a table, a chair,

even piece of clothing or tie.

You don't see the finished product.

Now, because of that, we have to be able to paint a picture of

what that means, and, um, you sell a product they use on roofing.

So what does the average roofer wanna know as promptly as

possible to give you a price?

How many squares are in that roof?

he gets so fundamentally concerned with that.

That's the way he quotes his price.

He bases it on that.

Whereas in every roof, there are a lot of fundamental errors that are there.

Now, as an example, the current roof may not be working because you have

a leak, or the current roof may not be working because you don't have

sufficient ventilation in that attic area.

So how do you determine those things by doing an inspection?

So that's a fundamental need.

You can't go into a professional medical office and say to the doctor, well, I

got a, I got a little softness here.

I cough a lot, and, uh, and my stomach's soft and upset.

Doctor's, no problem.

Take this bottle.

There are pills, pills in.

Take two of these pills every day for the next 19 days.

Get up in the morning, go to the bathroom right away.

Call me in two months.

you listen to that, you better get another doctor because the fundamentals

of your needs can only be examined by getting you to talk about your needs.

Uh, that, that may some oversimplification.

Let me give it to you.

What we build into our system, we have something called methodologies.

They're processes, they're all based on fundamental knowledge.

As an example.

The ability to ask questions is done in what is called a Socratic method, taught

into our, we call our system methodology.

So the Socratic thing is when you present a price to someone and they

say, wow, oh, well that's a lot more than I thought it was going to be.

What do you think the average person in the home starts to look at?

How can I cut this price?

How can I walk it down?

But they haven't said, that's the problem.

You've isolated the problem.

So if that person were to say to you, well, it's a lot more

money than I intended to spend.

Four seconds.

First time you wait four seconds to respond.

You'll think there's a, a rodent eating at your vital

it, it's painful, but you wait the four seconds and then you say, that person.

Curious.

Why do you say that?

Don't say, is it the price?

Says say, why do you say that?

Now, there may be 23 reasons why he says that.

So, in Socratic reasoning, you ask a couple fundamental questions.

Every once in a while we do a seminar on selling and a guy would, if you ask me

that question, I throw you outta my house.

Why do you say that?

'cause I don't like people who won't answer my question.

Do you feel that's obviating your answer or denying you your answer?

Well, the way I look at it, if I answer, you ask you a simple question,

you should be able to gimme a simple, I said it's true in most cases.

How important is your home?

What do you mean it's an investment?

What'd you pay for this house?

$40,000. I said got an attractive price.

Now that was how long ago?

17 years ago.

Oh, so would you sell it for $470,000?

What does it sell for?

Uh, eight, $900,000.

Whoa.

So that's your asset in the home, the difference between what you bought?

Now listen to this.

He said he would throw me out of his house and I just ask him eight

or nine questions and the reason he will answer those questions.

Isn't what I'm saying, but how I'm saying it, how I'm looking at

a way to find his ultimate need.

And when I find his ultimate need, show him a way to get it.

So the fundamental, that's what marketing is.

Find a void and fill it.

Find a void and fill it.

So any product that you sell that you want to be the lowest price, don't waste

your time going to the people's house.

Mail 'em a letter, send 'em an email.

I'm being facetious because if you can make that work and not go visit the

people, I wanna find out how you do it and I'll pay you a lot of money to find out.

So the fundamental of this is, is complicated and, uh.

When, when you look at today's market, the average small businessman is facing

a lot of problems, no question about it.

What are some of the problems that you hear?

What do, what do you hear out there as a complication today in doing business?

The, the typical ones, not enough leads and not

enough good people to do the work.

Are the leads more costly today than ever before?

Yes.

Okay.

It isn't only that getting the lead has cost more.

How many of those leads do you convert to sales makes the difference?

So you have a cost of acquiring the lead, sorting out the information,

creating it into an appointment, making the appointment, then

it becomes an issued lead.

If it's your own company, same deal.

Now you got an issued lead in your head.

Your job is now to get those people interested enough that they want to hear

your, your talk, your spiel, whatever use you call it, and they want to hear that.

That's the next role.

And if you present to them in a format that fulfills needs that they have,

ah, you're all, I'm not saying you're gonna get the deal, but you got it.

You're already in a better position.

So, um, I know you're familiar with it because I remember you attended one

of our seminars where we showed this.

Both of you used how to do a roof inspection.

It's not only from the outside because people go up on the

roof and look at the outside.

70, 80% of the problem that come from the inside.

If you don't have ventilation in the attic and you have an asphalt roof,

that you have a 20 year guarantee and you're living in Nevada at the end of

seven and a half years, that roof is burned out if you don't have ventilation.

And so the idea is no different than going to the doctor today

where they take the vital signs.

Now, how do you go about that?

You present it in a way that is beneficial to the recipient.

And obviously education is my business.

We run these seminars all the time.

We're running them, we're doing a big one in October this year, and we don't

call 'em, my son, uh, is the, uh, the chief operating officer of this business.

He called them summits, meaning the top of the p of, and we get

together some of the finest minds in the business, some of the greatest

examples, and we show the people that are there how to get the fundamentals.

That's the toughest part in the world.

I go back to my example, if I say to the department, so

stop saying, may I help you?

Oh, no.

Well, what is it you want me to say?

I want you to say, welcome.

Thank you for coming in today.

How may I direct you?

Oh, they don't wanna hear that.

That's too long.

Then don't use it.

You asked me what I would tell you to say, and I can educate the people to do it.

I can't force you to do what is in your best interest.

You know?

Um, do you know people who smoke?

Yes.

Do you think smoking is healthy for them?

Nope.

Do you think they somehow don't know that it's unhealthy?

The ones I know are well aware of it.

Well, why don't they do anything about it?

Because they'll tell you, I can stop anytime I want.

Mm-hmm.

And the same thing is true of a behavioral practice.

They can do anything they ever want.

So the fundamentals of teaching people.

Become complex.

Some people do it better than others.

There's some people out there that are whirlwinds.

We run a group called himss and it's really devoted to people

who are tops in their field.

And these are retailers and the top guy does a million, uh, I be a billion too.

His revenue was 1,000,000,002.

Uh, second year, sky does 700 million.

Average guy does anywhere from 40 million up to 300 million.

Now, how do they get to that?

Starting with fundamentals?

And that's where people don't, don't, don't, don't want to go this,

it's, it's very painful to them to think they have to go back there.

But if I go into an organization, we do, uh, we do something where we

do a two day analysis on a company.

We ask them all these things in advance.

We do a survey of them, we do background on the business, get all

the informational data, and then the survey on their salespeople.

We ask about 27 or 28 questions all confidential.

It's fed into a system.

They fill it out on the recruit, it comes into the system.

So what do we hear?

So if you have, let's say you got 20 salespeople and we say, what are the three

most common reasons you get from customers who aren't going to buy your product?

What are the three most common phrases, objections, blockages you get?

What do you think?

Most of the time the three are

Price certainly has to be in there.

positively.

It'll be one of the first two.

It'll either be price or we're getting other prices.

We're getting three.

So they're there.

So we say to them, then they said, when you get which of these is the most

complicated to deal with, and they'll tell you the price, and I don't care

what it is, they'll tell you the price.

So now you say, what do you do about that?

Uh, we have a dropdown product.

Uh, we go back to that's not the way it works.

It, it works in your eyes and your, but why this person who bought the home

for $300,000, it's not worth $700,000.

This is their investment.

And let them know if they got the same mortgage they had.

If you have, how much check equity do you have in your house?

That's yours and it's not even taxed.

Now, how do you wanna protect it?

How do you want to care for it?

People say you can't get 'em to answer.

No, no.

I'm not asking you to get them to answer.

I'm telling you to implant.

This is a great, in a great neighborhood, you picked it for a reason.

You don't really need an acre of grass.

You don't really need a game room.

You don't really need a deck, and you don't need a barbecue grill on the deck.

You don't need those things.

You don't need air conditioning, but try to live without it today

because you become conditioned to it.

So the fundamentals of what that person knows.

Outrageous.

Now, what does the salesman say again?

We'll say here it's 30 some questions.

Towards the end we say, what could your company do to make it easier for you

to sell more volume, more contracts?

You probably know this already.

Two things.

We need better leads and we should have lower prices now.

I don't care what they're selling.

We did this with ge where they sell things for $4 million or

whatever their, it's the same.

I don't care what the intellectual structure is, everybody will

come with the same thing.

So if you say, well, uh, how do you talk to people about this?

Do you sell 'em on the concept of, of delayed payments or, oh, no, but

some of these people don't finance.

Oh, I didn't know that.

How did they buy their house?

Mean they wouldn't pay cash?

Oh no.

They got a mortgage.

Oh, figured I thought that was financing.

So, well, I'm not being, I'm being a little facetious.

I don't wanna apologize for that.

But how do you get around these things?

How do you do it?

What is the model of your business and how do you stick to your model?

And that's complicated because you're dealing with society now.

There's some things people will like to do and some they won't like to do.

And that salesman, if you could give them a lower price and you could give them

better quality leads, it just spend 10 times as much for it, you're not gonna

make improve his to ratio, because that's not the way that attitude feels to think.

Listen, by the way, most companies have different kinds

of customers I'm talking about.

They have customers in the home improvement business, retailing

to homeowners, or retailing to commerce, retailing to,

uh, builders, whatever it is.

they they have a business already and it's already running it.

And, uh, if I were to ask these basic questions in my examination now, in the

first part, what have you read on selling?

What do you believe is a fundamental need in selling?

Not what your philosophies are, but what did you read about it?

What have you read about the economics of selling and why it even exists today?

And you know that there are, people believe that AI will come along

and you don't need salespeople.

And I would say I'm pretty old now, but I would like to stick around

for 20 years and see somebody do that without the human element.

so, uh, in all these things are an understanding of the person.

Have you ever heard about, um, we, we have a behavioral profile.

It's called a dis.

You've heard about it.

Maybe you've even seen it or taken it.

We're not the only one that has that.

We're the only one we believe.

It has the algorithms that the American Psychological Association has approved.

And I can tell you that these are four or five different behavioral styles,

and you have to teach four or five ways to get the same information across.

Because if you have people with certain behavioral styles, and they used to

say, salespeople got to gift a gab, that's the one thing you wanna look for.

I'll say only if it's balanced by a guy who learns how to listen.

Having a gifted gab is worth this.

Having the gift a gab and then learns to ask questions expands to this because

in that period of time, you learn more about the people you're working with.

So when we did this, uh, to, to get to this, to be able to do this.

And we're certified by the American Psychological Association and we're

circling about some other things.

But the reason I tell you this, we spend $145,000 getting these things finessed

that they would be at that level.

And why is it most small comp, most small companies?

Small, small company is anybody who does under 50 million, that's a

small company today, and they do it.

You have to be careful how you're training people.

And as you well know in this world, I mean every once in a while you'll see

in one of the Trade magazine, people are being sued because they did this

wrong or that wrong or what have you.

And that that they're not intentionally rule.

Make rule breakers.

What they are are people who don't know and don't know that

they don't know and don't care.

That they don't know.

And they don't know.

So here's what I teach.

We teach.

Number one, you cannot know what you do not know.

Number two, you cannot find out what you do not know until in your

mind you can say, I don't know.

And number three, if we show you what you don't know and you don't do

anything with the information, it's just the same as not knowing at all.

So, um, where do you want to take this next?

I mean, how, how these things work.

The fundamentals of selling.

Remember I gave you the two brain size, so women.

Um, are more right brained than men.

Women, I hate to tell you this, may offend, are superior thinkers to men.

And the reason because they see things that we don't see if we're left brained

and you're selling an unfinished product and that's why if you flash on the screen

and you say, this is your house, but here it is with our product on it, you've done

a transition for the woman, not the guy.

God, look at it.

Yeah, yeah, yeah.

That's great.

The woman looks say, oh, I like it.

In my opinion though, you should have a little more green in that or a little

more red in that because they visualize what that will look like on their home.

So how do you get language if you, you wanna study the way I've studied

and devote all the, go ahead.

Well, if you don't, you're going to take someone else's word and

that's the Great American who do.

I know how to do this.

You do.

You know what step selling is?

You.

You take 90% of the successful companies in this business will

tell you they use step selling.

That sound good?

So then answer me, what is step selling?

Oh, well, first you do the recognition, and then you do the introduction, and then

you do the company story and no, no, no.

They're the steps.

What is step selling?

Step selling is you don't take the number two step before you finish

the number one step and the wonder num step, if you mess it up and you

don't handle it right, you're never going to get the 2, 3, 4, and five.

Here.

Here, it's when the appointment is set, I'm gonna just throw this out.

It's set improperly

because ideally if you get to a home to sell, there should be two people there.

And so the guy will say, well, our customers don't want to hear that.

What is it?

They don't want to hear?

Uh, they don't want to hear you say that The husband wife has to be there.

Why is that?

Well, particularly the women don't want you to tell 'em that they can't

make a decision without their husband.

They're right.

That's the wrong thing to say.

Is that what you're saying?

Well, no.

Well, then why you tell me you don't wanna be there.

Suppose when they call into your place of business, you have in front of you a list.

10 things that you're gonna ask this person, and the minute they start to

talk, you say something like this.

First of all, we wanna tell you how much we appreciate your calling, and right now

we have a little more time than usual.

So let me ask you some fundamental questions in case

we get disconnected here.

Let's start with your phone number, because the phone system breaks down.

I wanna be able to get you back online and then we're gonna be able to finish.

What's your phone number?

Is this your cell phone?

You have a cell phone also, and you can get the numbers right there.

Now the next thing you say, so your house has a problem, tell me

how you see the problem you have.

We need windows, we need doors, our kitchen, whatever.

It's they start to tell you and then say, uh, so is this based on

your appraisal or did some real estate specialists tell you that?

No.

Okay.

So how long have you lived in this home?

17 years.

You call the resident, you say you got a little leak or the shingles are lifting,

or you got ice dams in the winter.

Um, so, so, tell me, how long has that been a condition in your home?

Oh, for a number of years.

curious, why are you calling us now?

You, you having a problem?

Problem.

And see, you will get these fundamental truths from these people

by asking questions in a series of, and, and I, I hate to tell you this

'cause somebody's going to hear it.

Anybody put me to a test?

I like difficult people because difficult people have opinions

that they think are erudite.

So I say, fine.

It is good to meet somebody that knows life.

Gimme some ideas of what you now know.

And why you, you know, why you would.

So all these things then can be encapsuled in when you are talking to

the people instead of the appointment and say, as a finality two appointment.

Now here's what we can do.

We can have our representative come to your home at a specific time, at your

convenience, preferably in daylight to begin with, or at least twilight.

So you can see the excision and let's say it's a roof of the outside

product, whatever it might be.

And then, uh, we will also have him, he'll have a kit with him and he will

examine your roof from the interior.

We will take a look at here, these words, what you need to have done

and what you want to have done.

And if we can supply you with either of these things, we will give you an accurate

proposal on what your investment might be.

Listen to it.

They are fundamental words out of something called neurolinguistic planning.

Now the person says, okay, alright, I'm gonna let you in my own.

They're gonna say that when the guy gets to the house, first thing I tell

'em is, look at the name on the lead, whatever the name is, say it four or

five times before you knock on that door.

If the name is Alki, break it down phonetically and say

it as clearly as you can.

And once you knock on the door, if you're a guy and if you're over six

foot tall, you take a step back.

Why?

It has to do with the, uh, ratio or distance between you and I and this is

at a neurolinguistic leveling, meaning I wanna be speaking at your level, not mine.

So I back off.

But let's go back again.

Knock on the door, man.

Comes the door.

You look at it and say, Mr. Brown, he says, yes, Mr. Brown.

I'm from x, Y, Z company.

Uh, we have an appointment for six o'clock.

It is now five minutes after.

So I'm running five minutes late with an apology.

Did my company tell you what we will do here today?

I will say, well try to sell us somewhere.

Give us an estimate to try to get us to put on a new roof or put in.

Well, you don't say yes or no.

You say, we're here to take a look at what you want to have done and what

you need to have done, and if we can fulfill both of what you want and what

you need, we can give you an accurate proposal on what your investment might be.

And, and for some reason we can't do what you need and want, we'll,

maybe able to give you, uh, a referral to somebody who can do that.

Do you think that is abrasive language is a trick getting

people to do it, people to say it.

And so what happens?

We, we created something, I don't know if you've seen this shed

called Super sales training.

Have you seen that?

I have.

Yep.

You've, you've actually seen the.

Yeah.

Yeah.

So we have customers that swear by it.

So I've been in their offices when they're using

Here's what it is.

Uh, and some people, when they hear the first time, they'll say, oh boy, no,

listen to this because it's me starting.

And what it is is for you understand the fundamentals of speech.

I don't want to put anybody down.

I don't want to say I'm better than anybody.

I'm not going to tell you I'm better educated than anybody I, or that I have

more money or I've been more successful.

Nothing about that.

I want to be able to fundamentally say to you, speak to you in a

language that you can understand.

So then I say, but here's something that you have to come and grip with.

I'm going to say, and this is, I'm doing this and this, uh, and the

people who, who use this pretty fundamental, uh, it's ongoing.

They pay for it and it comes by the month.

They pay for it, and it comes by the month.

Very inexpensive.

But the owner of the business, the director of the business, the people

who managing the business have to look at it first to understand this.

So the first thing I say that you're not gonna, like I say,

most people do not like to sell.

Now, if I offend any of you, raise your hands if you're

offended while I'm on camera.

So.

It's okay.

Put your hand up.

Don't worry about it.

You're not gonna offend me.

I'm not gonna offend you because lemme prove to you though

why what you say is not true.

Yeah.

Fundamental truth.

Most people do not like to sell.

Have you ever had an appointment where you're guaranteed

all parties would be there?

You get the house and no one's home.

Oh.

Have you ever gotten in the house and guarantee both people

there and only one is there?

Oh.

Have you got gotten in the house?

You've been told that you could, uh, they'll be there and give you

an hour, hour and a half of time.

And then you say, well, we gotta go to the church for seeing a musical there night.

We only have 15 minutes.

Huh?

Have you ever been told, this is for us.

We like it.

We love you.

And then they don't buy from you that night.

Oh, have you ever sold those people?

And then three days later they cancel.

Have you ever sold them and it took longer to get to the job than you had

anticipated, and they wanna cancel.

Have you ever sold a job where they believed you promised something

you didn't give them and they're withholding you part of the payment?

Now?

Now, now I don't wanna go on from here.

I just gave you seven or eight things.

Is there anything to like about any of those things?

No.

That's the realities of life.

That's what, it's the percentage.

You're never, you tell me the finest salesperson, you know, and

I'm going to tell you, if he sells better than 35% of the leads that

you give him, you're in Clover.

But if he does, then you have five salesmen and the other guy on the other

end is selling less than one out of 10.

Because the truth is we wanna get the, that's what I wanna like.

Now, the second thing is most people don't understand selling.

Why?

Why is that?

So, ask you the question, have you ever sold a guy you believe he sold, his

wife likes it, he likes it, everything, but he starts to hit you with price,

injections and whatnot, and you can't sell it, and you come into the house.

What do you call that guy?

Tell me what, what label do you give him?

A price buyer, cheap, et cetera.

Whatever you call him, you named him that because you don't want anyone to think

this is something that you didn't do.

And all these things we teach and the simple things is you

have to watch them over and over.

I didn't get my education easily.

I, I have to tell you, when I came home from World War II and went back to

school, I had to work during the day.

My parents didn't have enough money to have me stay home without working.

So I worked during the day and went to school at night.

I went five nights a week for 26 weeks, and then you get a week off

and you go right back and do it again.

I'm only telling you that to say if it's worthwhile.

It's never easy.

And learning your customer, what can you take away from the sale you didn't make?

What do you take away from how?

How satisfied is your customer?

Now I'm giving you a speech and I, I regret that you ask

a question and I assume until you break in and tell me stop.

Lemme stay on the same subject.

Alright?

That should give you grounds to ask me a couple other questions.

You, you are such a wealth of information that, you know, it's just

great to hearing you and listening to you and, and learning here today, Dave.

Um, I, one of the things that you just said, um, if it's worthwhile,

it's never easy and I, I mean, I wholeheartedly agree with you on that.

Can you just kind of reflect a little bit on that?

I mean, are there people that go into sales thinking, oh, this must be easy.

My uncle did it, my grandmother did it, and you know, I, I

can sit and talk to people.

Yeah.

Well, because they never looked for illicitly at what they were asked to do

because a part of that is you would say to somebody what they like and dislike.

Have you ever been on a call where the temperature's over 90 degrees

or under 20 degrees and you had to stand outside for a while?

How many of you ever had to canvas?

Any anybody like that had to canvas and likes to can?

It's sick.

They need treatment.

So most things you have to overcome.

The illogical parts.

Anybody going to pay you a lot of money?

And incidentally, we have companies where the salespeople sell product.

Um, the average contract range, uh, 25, 20 $8,000 average contract.

But we have companies that have salespeople who sell

between three or $4 million.

And in the same organization now, they're a big organization.

You get people who sell under a hundred, uh, under a million and a half.

Now, it all depends on the standards that you set.

And, um, uh, a firm believer in something called analytics.

I'm getting off in another language there.

Analytics is no more than getting an RCM and analyzing how many

leads did we take in last month?

How many leads did we take in last week?

How many of those leads did we convert to appointments?

How many of the leads did we get there?

That there was a one party situation?

And you take a look at those analytics and work towards perfecting them

or take a look at the, uh, the, the person's behavior and what it's like.

I do have to tell you,

and I wrote a book on this called The EPO Theory, energy, persuasion,

optimism, and Discipline.

It became a bestseller.

Uh, it's the second, uh, formation of it is in its second edition already, and it's

called How, how to Have a Great Year Every Year, and the Epo, d Theory, wars, energy,

persuasion, optimism, and Discipline.

All these things are what I call outwards.

You're developing them as a form of interacting with people and,

uh, and not judging them, but.

Interact with people.

I tell you, I give you another example.

We were in Chicago doing a, a, a, series of management programs and we

didn't know the makeup of the audience.

'cause the audience sitting there, how can you know who's, why not?

And uh, there were two women sitting down close to the front and I

say, is any of this complicated?

Inherently, uh, you hear it, you don't like it.

Woman puts her hand up and she says it, it is not fair and it's not Christian life.

So I said, why is that?

She said, you're teaching people to always answer a question with a question.

I said, that's true.

She said, and that's fundamentally wrong.

Why is it?

Well, she said, we're both nuns and we're both teachers.

I said, I got the answer already.

You are it, you're God's messenger.

But here's what I will tell you.

Take a look at your Bible.

In the Bible, wherever you see it in red, that's where Jesus is asking a question.

He doesn't say, there's only one answer.

He says, here's the question.

And if you look at something like the prodigal son, how can you

ever rationalize any part of that as being powerful or correct?

Now, that's life.

And I don't use that in all the seminars because some people

might get offended at it.

But the, but the truth is, you'll be judged on how much you know about me.

I'm talking about customers now.

How much do you know about me?

How much do you know about my indecision?

And, uh, if you take a look at what we do to devise that, look at what

percentage of things are financed and goes, I can't bring that up.

Most people don't like the finance.

Why?

Well, because, uh, well, lemme tell you something.

85, 80 5% of expensive cars.

I'm not talking about 40, 60, I'm talking about expensive cars.

Uh, uh, um, uh, Lexus, uh, Mercedes, uh, any of these things

are finance, are or leased.

Why?

Because the guy has money says, I don't wanna put, I don't wanna put the assets

in, put my assets in the marketplace.

I, but whatever fundamental reason he is given, it's his value system.

It's not yours, it's his.

So if we think of our customers as being a great asset, a wonderful

asset, then how do we say to you, you've gotta go in the house and judge

you can't until you get 'em to talk.

And getting the talk has to be based on your willingness to

listen to what they tell you.

You.

This has been fantastic, and we are coming up on an hour, which

is kind of where we start to kinda wind things down here a little bit.

But, um, been a real pri privilege to have you here today, but I'm kind of

curious, I mean, are there any final words of encouragement or advice you'd

have for, um, let's say salesperson out there in the home improvement industry?

And, you know, let's say it's a guy that's working for a company

that doesn't subscribe to your theories, doesn't subscribe to

methodologies and systemization.

How, what advice do you have for that salesperson?

Um, how can he still be a top achiever and top performer despite maybe being

in a culture that doesn't, uh, recognize and put forth, you know, uh, selling by

methodology and step selling and so forth.

Well see you're dealing with, um, a fundamental human issue.

Most people do not like regimental learning.

Would you agree?

Uh, that's a good point.

Do you have grandchildren, Todd?

Not yet.

And, uh, my son has to talk to a girl before I ever will, so I

don't know if that's in the cards.

He's a little shy.

we'll go back.

How many children do you have?

Just one, one son.

How old was he when he can do his ABCs?

Uh, he was about two.

How about you

My girls were, yeah, two, two to three.

Somewhere in there.

Yeah.

now?

How did they learn to do their ABCs?

Pretty complicated things.

26 letters in the alphabet, not connected in any form.

How do they get to do that?

They repeated the song.

They heard us singing over and over again.

And that is called a mnemonic.

That's a strange word.

It's spelled with MNE and.

Uh, it is again, MNE, that's how that word is spelled.

Look it up.

And what it is, it talks about cadence.

And the cadence means A, B, C, D, F, G, H, IJK, uh, now it doesn't

make any difference if you, uh, have a master's degree in English

or math, or you're an engineer.

Whatever it is you are, whatever it is, you know, here's a fundamental, any child

can be taught that by a parent who doesn't have better than a five grade education.

But see if that child doesn't learn that mnemonic.

by the way, the other part of it is if you wanna get technical, it's

done in what we call I iic Penter.

If the child doesn't learn that he can never spell a word.

And if he can't spell a word, he can't put it into a sense.

So the fundamentals of our education must start with A, B, C, D, E, F, G,

H, gk, and that's wherever you are.

So the fundamentals of human nature, say, examine yourself.

Give yourself, uh, we do this all the time.

This, the, these things we have, we say, look, listen to players.

You got a question that isn't answered on there, you call us, but it's ongoing.

And if you see the people who use it, the way they're using it is

to give them an education first.

And it isn't fair.

I mean, today, there are a lot of ways to measure, but if you have pe,

if you have customers, if you have affiliates who have other people working

for them, how do you know that what you're teaching them is what they're

really saying to your customers?

Now, there are companies that, uh, that, uh, do that for you electronically.

They record, uh, your whole message.

And we companies who buy that service and then they don't listen to the recordings.

And the truth is, is everybody saying what you say?

Because if you don't get arithmetic by doing the basics or you don't get, uh,

I am a panter or a mnemonic to start your education, it becomes tougher.

But uh, see even children raised in orphanage really get the basics

of that again, the neonic, the IMB.

So Todd, to answer that question, most people don't wanna deal with fundamentals.

Most people don't read a book.

I read this book by, look, I heard him speak somewhere.

I read this book by child Charlie Hoffer.

Well, what did he do?

What did he do for a living?

Uh, he sold pots and pants.

Great.

That's great.

Did he ever run the company?

No.

Did he ever train other people?

No.

But he's telling you what he did, and because he did it, he wants you to

emulate that and you do it his way.

And then the way the world works, it isn't the way they look.

So the fundamentals, getting to the fundamentals is, is

a really, really tough deal.

We have people that come to our, this thing we're going to be doing in October.

Um, I hope you get there.

We're going to be doing something called a gathering of eagles.

And if you haven't seen it, it'll go online shortly.

And what it is, is paying homage to these people who have worked hard

diligently at, uh, mastering these techniques and then teaching them

to others who have built big, big.

Big, big businesses and, uh, and and they, but they live in a, a

world that people look at them and say, yeah, I couldn't do that.

And, And, uh, and so if you say to somebody, this is what you

need, they don't necessarily, that they don't necessarily

want to do what their needs are.

Make sense?

Absolutely, absolutely.

It goes back to what just said.

If it's worthwhile, it's never easy.

Um, so you gotta figure that out.

Well, Dave, we're going to ask you for some contact information here

in a little bit, but before we get there, I have to ask if you are

willing to be part of something we call our rapid fire questions.

So these are just five sort of random questions.

Um, we're gonna ask you.

Some are serious, some may be a little silly.

All you have to do is give a response.

Um, are you up to the challenge of rapid fire?

Uh, go ahead.

I know you are.

Um.

Here's one thing I want you to say.

Answer me.

Are you looking for answers or is this just part of a, a game?

This is really part of a game.

Uh, but, but yeah, I mean, whatever your answers are, um, these are just

quick, we call it rapid fire questions.

Just real simple questions.

I'll say to somebody, okay, if any of it's going to be mathematics,

This will not be

okay?

Because if you ask me mathematics, the answer is 1 71.

Okay.

Well go ahead,

Well, that may be the answer anyway.

I don't know.

Um, Seth, go ahead and you ask the first question.

All right, Dave.

First rapid fire question, what is a daily habit that you swear by for

staying active and sharp in your career?

exercise every morning, uh, five days a week, minimally, uh, do the

exercises for your brain and your body and your limbs, so you stay mobile.

Do you know how old I am, Seth?

96.

Yeah, I'll be nine seven in about six weeks.

And I don't know, most people can keep up with my schedule or what I

do, but it comes from discipline.

Incredible.

Yep.

I, I know there's lots of people talking in the breakfast line at

these seminars about seeing Dave down in the gym at five 30 that morning.

So.

Yep.

I do.

I knew that was gonna be your answer, so that's why we asked it.

Um, question number two.

Um, and I, you actually probably already covered this, but what is a common excuse

you hear from underperforming salespeople?

Okay?

Something is wrong with the system.

Something's wrong with society, something's wrong with our customer.

Something's wrong with the customer's attitude.

Something is wrong with their value system.

And if they know they can't get quality, why do they buy a cheaper version?

So that's acquiescing and blaming it all on some of what it really comes

down to because of, or in spite of.

You know, as 40 years of working with salespeople, so often

I've had that happen where I ask 'em, Hey, how'd that lead go the other day?

Oh, that customer's messed up.

Well, okay, I Did you follow the system?

Well, no, they wouldn't let me.

They wouldn't even let me get.

Okay, I understand.

All right.

Question number three.

If you weren't in this industry, what career do you think you might have chosen?

Um, I'd say, uh, serving people in some form, uh, I don't

necessarily see in the religious light.

I would say that, uh, I would get in the field of working with people who

have medical problems, uh, mental problems, combination of the two.

I would like to work with people.

I, I do some of it now, but that's, if I had a lot more

time, I would do a lot more.

Beautiful.

That's an incredible awesome question.

Number four, are you a dog person or a cat person?

Dave?

I'm neither.

I've never had a pet.

Now my children all have pets.

Everybody in this office has pets.

My son has pets.

All my children have had dogs, but they never had 'em in in my house.

I never, I never had pets in my house.

I like them as long as they're in other people's turf.

The older I get, the more I feel that way.

Although I'm, I'm nursing two geriatric dogs right now at home.

All right.

Last question.

Question number five.

At the end of your days, well far into the future, uh, what do

you want to be remembered for?

I'd say for, uh, for being there when called upon, I'm, uh, I'm

a firm believer in that I believe that each of us has been given skill

sets, which the rest of the society doesn't have, and that God calls

us to use the skillset to benefit.

Around him and not always getting reciprocal development from the people.

That's a great idea.

Here's a thousand dollars.

It doesn't work that way.

So, uh, I firmly believe that being a giver and, uh, I am fortunate, uh, because

I surrounded myself with those kind of things, starting with the woman I married.

I've been married 52 years with the same woman I was married 22 years

and nine months before to another woman who's long since passed away.

But this woman I married is just my ideal mate, can put up with all my nonsense.

That's beautiful.

Good stuff.

And you have.

Into that call and, and because of it had an absolutely

unmatched impact on our industry.

And we, first and foremost want to thank you for that and are grateful for that.

Dave, those of you that, uh, want to learn more about Dave Yoho Associates

and all the services and, and support you can offer through those consulting

programs and and training programs, what's the best way for them to,

to learn more and to reach out?

Number of ways.

First of all, we're hard to miss.

Uh, if you Google Dave Yo Associates, you'll probably get 80,000 entries.

But if you Google us, uh, here's an easy way.

The, the, if you send communication here, admin, a MIN, now admin is

short for administration, admin at.

Dave, D-A-V-E-Y-O-H o.com admin.

And you get it.

There you go.

Online, anything, you have a question, any other information?

We got all kinds of, uh, handouts or white papers that we produce that

you probably get on a regular basis.

We're happy to give it to them without, uh, obligation and don't miss our program

In October, October 28th, 29th and 30th, it's gonna be right here in Washington

and you're gonna meet these people.

We talked about the guy that does 1,000,000,002 and the guy that

does 700 million, and the guy after him that does 500 million and the

guy that you're just gonna meet.

Some of the most unique characters, the most unique

people, and there's an opportunity.

Always put yourself in a place where you can learn something.

Well, thank you very much and we will put your information

plus the information about the October event in the show notes.

Hope to, uh, be able to make it and see you there.

It's, it's been a real privilege.

Thank you.

And thank you to our audience for tuning into this very special

episode of Construction Disruption with the incomparable Dave Yoho.

Please watch for future episodes of our podcast.

We always have great guests.

Don't forget to leave, review, give us a thumbs up, whatever.

In the meanwhile, keep on disrupting, keep on challenging, uh, keep on

looking for better ways of doing things.

And most importantly, don't forget to have a positive impact

on everyone you encounter.

Make them smile.

Encourage them to simple yet powerful things we can all do

to literally change the world.

So God bless and take care.

This is Isaiah Industry signing off until the next episode

of Construction Disruption.