D&M 003: Time Management importance and how technology can help


In this session of the Dan and Matt Podcast we discussed the importance of time management paying specific attention to how it applies to a sales person. We then look at two simple strategies that can drastically change your ability to manage your time. Lastly we look at some FREE software you can use to better understand how you?re spending your time.

Miro Video Player


Items mentioned in this Podcast:

1.Free Video’s From Dan and Matt?-?https://www.danandmatt.com/free

2.?Free Project Management -?https://app.asana.com

3. Application for monitoring your time on your PC – http://www.rescuetime.com

4. Application for monitoring PC usage of staff -?http://www.hivedesk.com

5. Websites for outsourcing large projects -?http://www.oDesk and http://www.elance.com

6. Website for outsourcing small projects -?http://www.fiverr.com


Matt: Hello again and welcome to danandmatt.com, today being our third episode and I’d like to

take the opportunity again to introduce Daniele Lima.

Dan: Good morning everyone and welcome.

Matt: And I’m Matthew Pollard and today we’re going to choose the topic of time management. The reason for that is within the sales and marketing world, one of the major problems people ?experience is that they’re very busy doing other things and say they do not have the time to be spending time learning sales and marketing. So we felt that it was very important before we delved into the depths of the sales and marketing strategy that we first allowed you to free up some time with some good strategies today.

Now, before we get started, we wanted to also take this opportunity to thank people for the great emails that we’ve received through the danandmatt.com website, the “contact us page. We’ve had some great people including Derek, a ghost writer in Texas who has said that this has had a substantial impact on their business. And we love to get great feedback like that. And obviously with iTunes, iTunes has a feedback or a comments section. So if you do get something out of these podcasts, please let us know, we would love to hear about it. And on top of that, if you’ve got any questions or you feel that we haven’t covered off on something, that you’d like to hear us talk about, then please feel free to contact us through the danandmatt.com “contact us” page. And have a chat with us about, or just email us about what you would like us to discuss, or if you have a specific question that you think we haven’t touched on, then list that question and we’ll try to cover off on it in the next session as a specialty answer just for you. And we’ll also give a shout out to you and your business. If you leave that on the “contact us” page for providing us with a question to talk about.

So with that being said, we’re going to move on to the question of, onto the topic of time management. And Daniele Lima has offered to discuss at first, the Ivy Lee model of time management. It’s an older model of time management, but still highly effective in today’s world. And then we’re going to cover off on a different model, the Covey model, and we’re going to try and attach this to the World of Sales for you. To try and really help you tap in, to see how is this going to free up your time and make you more effective on a day to day basis. So with no further delay, Daniele, I’ll get you to first tell us little bit about the Ivy Lee model.

Dan: Yeah, absolutely Matt, I mean it remains one of the most intriguing examples of how, if you put your time management on the agenda and you really install some very good technical or should I say technique, it will provide you amazing quantum leaps in improved performance. And the story of Ivy Lee goes back to 1930, so it really is something that has almost – not quite a hundred years but has endured he test of time and the situation was this. Ivy Lee was what we’d call a marketing and business consultant today. And Ivy approached Bethlehem Steel, which at the time was absolutely one of the great organisations in America and you can imagine that equivalent to a BHP today. And what Ivy did was he went to the then CEO of the company, a gentleman called Charles Schwab. And said to this head honcho, “What would you do if I could improve your capacity, your performance by more than 10%. And of course he laughed at this, because he said, “Do you know where you are or who you’re talking to, the efficiencies that we run under? And Ivy just said, “Give me a chance to do it and you’ll see that I’m not exaggerating.” So intrigued by the audacious offer, I guess you could say Charles allowed Ivy to come in and spend one day with his management team. And what Ivy did was this. Ivy said to all the managers there, I want you to list on a piece of paper all the things you would typically do on any given day of the week. So you can imagine for the Monday, they listed all the things they would typically do. For the Tuesday, the Wednesday, the Thursday and the Friday. So they had five lists of tasks that would typically be done on those days. Now, the second step – and remember that in those days they didn’t have highlighters. Because if we did that today Matt, we’d just pull out three highlighters. But presumably Ivy would have handed out three coloured pens or something like that. Ivy said to this group of managers, “Now I want you to circle in three different colours, those things that on that day are a must do, a should do, or a could do.

Matt: Now Daniele, I’m assuming that these people would do hundreds of things in a day. How do they get the list down to a small number of things? Or did they just write the core things that took large amounts of time?

Dan: Yeah, look it’s a bit of both. Obviously all the core things were definitely put down, but some of the variables that may appear on any given day were factored in as well. So that’s a great question, and obviously there’d be a little extrapolation there based on history and a person knowing the contingencies within their role. So at that second stage, each of these managers all of a sudden had this list times five and they then were asked to circle in three different colours, those things that absolutely had to be done that day. Those things that should be done that day, but realistically if they weren’t done that day, they’d probably become a must do the next day in many cases. And the third grouping, well things that if they got done would be nice, but honestly it wouldn’t matter. It could easily drift a few days or even into next week, which we call the could do’s.

Now, each of these managers was then asked to take the must do’s and remember that not all our must do’s can be done at eight or nine in the morning. Some of them are appointments with people that will come in at two in the afternoon, four in the afternoon and ten in the morning. So although it’s nice to think we’ll do them all right up front, that’s really not practical. But they were asked, “Right, insert these into your diary as must do’s, wherever they may fall in the day. Then around that, insert as many of the should do’s as is possible, because sometimes a should do and a could do, you can only do them up the same point in the day. So if you can’t do it, then obviously it’s got to become a must do a day after or two days after. So they did that and then the could do’s were basically the filler, that then would just move forward as required. And it’s interesting, then the day finished the final instruction was, “Live and breathe this agenda for the next two weeks.” Two weeks later, Ivy got a letter in the mail from Charles Schwab and interestingly that letter had a cheque in it for $25 000.

Matt: Wow.

Dan: Now, you and I know the value of money doubles every seven years, and this was 84 years ago. So I’m telling you Matt, this was an absolute fortune for one day’s work.

Matt: Well look, it doesn’t shock me Daniele because the amount of times I’ve moved in to consult with people – and when you start to realise how they’re spending their time, it doesn’t take long to realise that they’re always doing things that may be in their comfort zone, maybe keeping them from trying to generate revenue or just literally getting themselves into a mundane work life that doesn’t get them to stay within their comfortable zone. And as we all know in business, if you stick within your comfortable zone, you’re not succeeding, you’re not moving forward, you’re not growing.

Dan: Definitely.

Matt: Based on that Daniele, you had an antidote we discussed before from the 1980’s was it?

Dan: Yes. Because of course Matt, as you very, very aptly said earlier in this podcast, at every point what we’re really looking to do is to align the theory that we’re giving people with real world – what they’re going to do, how they’re going to use it in field. And although you’ve prefixed this by saying the ’80’s, as you know, we both keep training people right up until the current day. So this literally is an example of how an experienced sales rep will take what I’ve just said and apply it every day. So, you’re a sales rep, you’re out there. Obviously you’re going to have a call rate, an expectation your company has of you to go and see customers. So let’s say you work for a pharmaceutical company and that company says to you – a Pfizer or Bristol Myers Squibb, or a Merck Sharp & Dohme. And they say to you, we want you to see seven doctors every day, that’s your call rate. So you’ve got those seven appointments in your diary. Now, by the Ivy Lee model, those appointments are must do’s. We have made a commitment to those people that we’re going to be there. So from 9 o’clock to 5 o’clock wherever those seven appointments fall, they are absolutely must do’s. We’ve got to be there.

Now, as any good sales rep knows Matt, when you come out of a call and you get back to your car, the first thing you should do is open up your note taking facility. Now, whether you’re using a tablet or a laptop or you’re a little bit of a dinosaur and you’re using a notebook, it’s fine, but that should happen straight after the call, while everything is still fresh in your mind. And you can do that post call analysis. What if you’re late for your next call, which is a must do? That’s where the must do over rides the should do. And even though I should sit in the car for ten minutes and capture my thoughts and my notes on what just happened in that call, the must do takes precedence. And if I’ve got 10 minutes I will do it, if I don’t, I’ll get to my next call and in the real world most people will know that you’re probably going to have at least ten or fifteen minutes in a waiting room anyway, so you can catch it up there.

Matt: I have worked with many, many sales reps and as a consequence of that, they tend to not take notes ever. Because they put it in the not urgent, not important at all. And note taking is one of the most important things that a sales person will ever do. The amount of times that I have won deals just because I called back on the day and time I said I was going to call back on. Because I remembered intricacies of the conversation that we had with the customer. I reminded him of all the benefits specific to him that he was going to have based on a product or service. And quite frequently, when I talk to sales reps that are continually saying, “Ok, I may close a lot of sales on the day, but my call backs never seem to work.” When I ask them to show me their notes on the customer, they always seem to be scribbles or nothing or, “Sorry I don’t write notes on customers, I just grab the details from my calendar that the telemarketer or our initial conversation must have been and just move that date and put, “To call back,” on my phone.

Dan: Yeah.

Matt: And these things do not work. So being a sales person, the prerogative is to be a conversational based person – note taking isn’t conversational based, as a consequence, it tends to get left out. And what I really want people to do is focus on doing those notes, however realise that there are times that you need to do those. So if you get to the end of the day and you’ve had back to back appointments, then sit down for 15 minutes or half an hour and write the notes on all of them. Maybe take a quick few scribbles to remind yourself of the things that you need to write notes about, otherwise the seven conversations may blur into each other. However, where we really want to focus here is not missing your urgent and important things that you really need to be doing, but still remembering that those things are still required.

Dan: Absolutely and that’s why as I said, in the real tactical scenario, you’ve now arrived at your next appointment and it’s quite possible that you’re still going to have ten or fifteen minutes waiting for the person who’s a little behind. So in a real world scenario, you don’t lose the ability to do it, you’ve just honoured the commitment of a must do ahead of a should do.

Matt: Definitely, definitely. And one of the other points that I will try to make is that what I frequently find as well is that people tend to want to write notes and if they can’t write notes they don’t do anything. And the dictaphone on an iPhone or a Blackberry works just as well in a lot of cases to quickly put those notes down. You can summarise an entire meeting with a customer in probably less than 60 seconds worth of conversation to your Dictaphone that you can then notate later.

Dan: Yeah, and don’t leave out android for our android friends Matt.

Matt: No, you also have your android options of course.

Dan: Yes.

Matt: And the main thing that I guess I’m trying to get at is, to be efficient with your time, the Android message or the iPhone or the Blackberry message that you leave yourself on the Dictaphone, can be a summation of the entire conversation. A lot of them you can label that summation as well and you may just choose to go back to that dictaphone which may save you that ten, fifteen minutes as we’ve just said that it might take you for writing those notes. So, sometimes it’s not about not doing something or setting time aside, it’s also about becoming more efficient to ?do that.

Dan: Exactly.

Matt: And one of the things that I tend to find or I like to do when I’m trying to look at time management is I try and look at why I’m saving time. Why I’m saving time, what am I saving time for? Am I saving time to be able to call back customers or maybe I’m saving time to spend more time with my family? Or maybe I’m saving time because I want to segregate time to learn how to be a sales person or learn how to market my business and find that niche that we’ve been talking about that we’re going to help you find. And if you set yourself goals, you’ll tend to find you get more time efficient, much, much quicker. People always say, “Give, if you want work done quickly, give it to a busy person.” And the busy person generally will get it done much quicker because they have other things on their job sheet to do. So I guess where you’re coming from with what I’m saying is, I’ll put things on my Dictaphone, I’ll label my Dictaphone and then just before the phone call I’ll listen to the dictaphone. And that’ll give me enough reminder, that refresh of what I was having that conversation with them about. I’ll give them a call and generally get the business as a result. So what we can say is, you could look at the tasks or you can look at how you do your tasks as well to try and make yourself more efficient.

Dan: Yeah, and Matt, just as a final thought on this Ivy Lee model, the could do’s, the stuff that ultimately will become important, but today, tomorrow isn’t. For example, the sales rep is out there, they typically have a boot filled with different promotional materials, branding items, etc. And it might be that every week you want to have a good look at your boot, make sure you’re well stocked on everything. It’s neat and tidy and efficient for you not to have to scrounge around in. Now, on any given day if you’ve done that each week, that’s not a must do, and it’s probably not even a should do. It can easily wait till Friday at the end of the week when you restock, so that’s a typical could do that can float along happily while other stuff gets in front of it. And if you look at the entirety of the power of this thing, you can see why A it endured the last 80 years and B why this Ivy Lee, who’s been immortalised by it now, made the equivalent of what would have been three or four million dollars from Bethlehem Steel. So, it’s quite an amazing story.

Matt: Yeah, definitely, definitely an amazing story and it’s always shocking to people that don’t focus on time management ever, how much of an impact it can make to even a big business that would, in many cases say that they can’t be taught anything or being shown how to do anything differently.

Dan: Exactly.

Matt: So completely well done for them as well, to be open minded enough to assume, just like we should all assume that no one ever knows it all and can always learn new things.

Dan: And for what it’s worth Matt, my diary everyday has got three highlighted colours on it. And it’s the must, should and could do. So I actually live and breathe this every day myself.

Matt: That’s great Dan and look when I was out repping, I had appointment sheets, I had notes, I had diary reminders in phone and I had dictaphone notes. And I had a system that I worked by and I’m never going to suggest a system that everybody should use. Because some people have different learning styles. I’m more an auditory learner, and there are many other different types of styles. And we’re not going to get into the types of learning styles, but the different types of styles will mean the difference of which way you should take your notes and which time efficiency strategies work best for you. Which is probably why many people identify with different people talking about it and giving them solutions for how it may work.

Now, just noticing on the time Daniele, we might move into the Covey model. And this is a different strategy for handling time management for the same outcome, and it creates four quadrants. Now before I get into that, what I am going to tell you as well at the end of this, is some programs that I use to monitor my time effectiveness, and to hold myself accountable for my time effectiveness and to plan what I’m doing. To make sure that I get the jobs done that I need to, and one of those I’ve mentioned in one of the previous sessions.

What I want to do with the Covey model is I want to talk about the four quadrants and if you guys are in your car, please don’t attempt to do this, but if you’re sitting down with a pen and paper close by, I’d love you to grab that. And what I want you to do is just write down in the top left hand corner, “urgent and important.” And if you can just imagine a line down the middle of the paper or put a line down the middle of the paper and a line across in the middle of the paper. So you’ve got a horizontal line in the middle and a vertical line in the middle of the page. And what I’d like you to do in the top left hand corner is write “urgent and important.” In the top right hand corner write, “Not urgent but important.” In the bottom left hand corner, I’d like you to write, “Urgent but not important.” And then in the bottom right hand corner, “not urgent and not important.”

Now, what Covey talks about is that in a lot of cases, most of the jobs, well in pretty much all cases, most of the jobs that you do can be broken into these four quadrants. And I’ve tried to prove this wrong many times because I like to play devil?s advocate, and really it can. And the first one, because I love to discount these jobs straight away is, “not urgent and not important.” You would be surprised and I would challenge you for a week as Daniele said to write down all of the tasks that you do on a piece of paper. And I would go out of your way to write as many tasks down as possible. I know we talked about not writing them all down, and you really know your job role and your business the most. If you don’t speak to John Doe at so and so plumbing every single week, but you do end up having to speak to a contractor every single week, then it should still go on the page. Because that is time that you allocate or have to, every couple of weeks handle a situation that takes time. Then at the end of that week, you can transpose those tasks onto these four quadrants. And it’ll really help you understand how you’re spending your time.

Now, once you have done that, and I want you to be really, really honest with yourself. So I’m going to use the example of email. Now Daniele, how much time do you spend doing your emails every day?

Dan: Look I’ve tried to really get it down to about 30 or 40 minutes.

Matt: Ok. Now, what I’m going to first offer as an idea is that on emails, I’m sure everybody gets marketing emails frequently. And people seem to suffer in a lot of ways from shiny object syndrome. So when they spend their 40 minutes or in some cases a few hours answering emails. In a lot of cases, they’re shiny objects or they’re things that may be not urgent and not important. However, in a lot of cases, people convince themselves in their head that all emails are urgent and important. So, what you need to do is you need to grapple with the reality of things, that some emails may be urgent and important but some emails may be not urgent and not important. And maybe as a result of that, you flick through your emails very, very quickly and handle the urgent and important ones but then handle the others when you have time. Or maybe unsubscribe as a result of putting them in not urgent and not important from a lot of those lists that us as business owners tend to subscribe to very frequently.

That being said, I don’t want you to unsubscribe from everything, because the last thing you want to do is switch off your learning and stop yourself from improving because that can be the be all and end all of your business future. But really go through and be honest with yourself and break those into four categories. And the ones that are in “not urgent and not important,” if it’s an email, just delete it. Don’t be sucked into shiny object syndrome. If it’s urgent but not important, have a real think about when it needs to be done and schedule it. Just like Daniele said, you schedule your call-backs, you schedule a job that needs to be done. But instead of spending time trying to do it right now, I want to share with you a mind hack that I use frequently. And in a lot of cases, people will tend to move from job to job to job to job. And instead of really getting sucked in and completing one task and being solo focused, they have to jump from job to job to job to job because we get a phone call or we get an email or we have to try to get through every task in our email list instead of filling one to completion. Sometimes just schedule a job for a time, block out that time If it’s going to take you three hours, I for instance, I can use the workbook as an example for the Dan and Matt website. We wanted to make sure that we provided real life examples or real apply to your business examples that you can go into your business after listening to one of our sessions and really write down what you can do to implement into your business straight away. And one of the funny things was, and I was looking at session number seven and it’s really about understanding the difference between sales and mark– Sorry between being a salesperson and not being a natural born sales person. And people, people confuse these things all the time. “I can’t sell, I’m not a natural born salesperson.” And to me that idea baffles me. But, we had a long session on session number seven, which is a free video on danandmat.com/free if anybody’s interested in watching it, that’s danandmat.com/free. But basically in this session, we talk about why sales and marketing, sorry why sales isn’t a natural ability and it is a skill that you can learn just like any other. And I wanted to create a workbook element in this that actually allowed people to really break down these solutions and understand the core theory that we’re trying to get at. Where really it’s just a – I either understand or I don’t, but I really wanted people to logically accept it and say, “Yeah, you’re right, I see that I can learn sales.” But I knew that I needed to spend a little bit of extra time of this, because I needed to understand and work out the psychology of a person that doesn’t perceive themselves as a sales person and how they would interpret these questions. So I wanted to really – so I set aside a three and a half hour block and I really thought about it. But I switched my phone off, I switched my email off and I just got the work done.

So it was something that was urgent because we wanted to release the product, but it wasn’t important that it had to be done – sorry – it was important but it wasn’t urgent, but it was scheduled, so as a consequence it got done. And I set aside the time and it got done well. So when you’re looking at going through this matrix, really be honest with yourself and if you put something in a quadrant that’s not urgent and important, don’t forget about it, schedule it. Because they’re generally the things that improve your business and get you to move forward.

Dan: That’s great advice Matt, I really mean that. And I really hope people are just really committing to making those changes, because it’s going to just, not only improve their performance but it’s just going, the extra efficiency will buy them time that they never thought they had.

Matt: Exactly right, exactly right. And now because I promised some applications and things you can do to be more time efficient. Now, I’ve mentioned this one before – asana.com, now this is a project based website. Now, it’s a completely free website, so I would implore you guys to use it, unless you’ve got a hundred employees or something, it’s not going to cost you guys anything. But asana.com will allow you to put in all of those tasks and for instance, I’ve got several projects I’m working on right now, and I’ve got them all in products categories in my left hand field of my screen and then each one of the jobs broken into elements under a title, and then the tasks and the sub tasks and all the email notes so that my email is not clogged up with things I’ve got to get back to later. But then as a result, I feel like I’ve got so many emails to handle. So what I do is I go into my outlook, I see a job and I’m like, “Ooh I need to work on that.” I open up the project, I set up a task and I paste that email into the task within that category. So it will never get forgotten about and I can always do those. Now, some I don’t date, because they’re things I’ll do when I have a space. But most things I date with a date and time that I want to get the task complete, so it pops up and lets me know that I need to get it done. Asana also has an iPhone app that you can download called: Tapsana, because you can do it on a phone and you can download that app as well. It’s only a few dollars. But it really allows you to project manage.

Obviously Microsoft outlook has a great reminder system as well, which I also use but I lose that for things like, “Don’t forget to make this phone call.” When it’s task related, I tend to put that on Asana because I project manage all of my tasks. And it’s great to mask tasks off as complete, and it’s always a good reminder that you can go onto the screen and go, “Ooh, I need to do that task.” Or, you’re starting to work on something and you’re like, “Ooh I’ve got to do this job, then this job and there’s this job and then this job. And you can drag and drop them and put them in order. So you never forget to do something.

So many people get their whole email clogged up with tasks they need to do in a months? time, six months? time, next Thursday, and as a result of that, they look at their email and their email is enough to stress them out and stop them from doing things. Other people sit there and look at an email account that’s full and say, “I don’t have time to learn how to be a salesperson, how to be a marketer. When really those tasks are a progressive thing that they’re going to do over time and implement into their business. And sales and marketing should also be there too.

Dan: Absolutely.

Matt: The other website I’d really like to mention, and it’s called rescuetime.com, now rescuetime.com is another free application that you can install on your computer. It’s got a wonderful extension if you’re using Google Chrome. I’m not sure about the – I believe there’s extensions on all of them. But it actually monitors the time you spend on your computer. So, what it will do is, it will tell you – and I’m looking at mine at the moment. Now, at the moment I’m doing a lot of learning for some online platforms that I’m doing and it’s judging that as entertainment. So it’s saying I’m spending – my productivity’s gone down because I’m spending 22% on entertainment. Now, I’m not sitting here watching DVD?s, so I know that in my head I’m using it for active learning. I’m spending 43% of my time communicating on emails and scheduling at the moment. And then I’m doing about 20 or so percent on design and composition, which is what I’m really spending a lot of time on at the moment. And this week, I’ve spent a lot of time just planning out my schedule. So that makes perfect sense. But it really helps you break down and go, “Ooh, not as productive as I should be,” or maybe I need to be more productive in these areas or, ?I’m not actually spending any time at all on educating myself when I said and I promised myself I would be. So that website again is rescuetime.com. I’d suggest you guys look at that definitely and work out whether or not that application will fit for you.

The other thing I would suggest, there’s another website called hivedesk.com, for anyone that’s got a website, sorry people working externally, Hive Desk is an application you can install on somebodies computer which will actually allow you to take photos. It’s like, for anyone that’s used: oDesk, this is an application you can install for yourself. But basically it will allow you to do, up to I think eight screenshots of a person?s screen per hour just to make sure that they’re working on the tasks that you want them to. So, rescuetime.com will help you work on your productivity, but if you want to monitor the productivity of others, Hive Desk is fantastic. Rescue Time will also show you that, that’ll be a paid version and so is Hive Desk. But they give you different elements, so I’d suggest you watch the intro videos on both and perhaps work out which one works best for you. And one last thing Daniele, I hope we have time for it. We’re still at I think nearly at 35 minutes, so I think we’re going to have to spread this to another session that we’ll do at another time, but we’re going to look at outsourcing. Because a lot of times, people are spending huge amounts of time out doing work themselves that they could outsource to others with websites. And I’m going to just mention these ones very quickly. You’ve got fiverr.com, where you can outsource an hour of work sometimes for $5, a logo design for $5. And people are spending fortunes paying for people to do things for them, or not outsourcing because they can’t afford it, because they don’t know that these things are available.

Dan: Yeah.

Matt: So, I’m not sure if we’re going to spread outsourcing into the next time frame, or we’ll do it as part of a later podcast coming soon.

Dan: Or Matt, can I give people a little something to go away with? Between now and when we do outsourcing formally, have a think about what is a core task for you? That you do better than anyone else, that you’re confident in, that you do quickly? And dare I say that you enjoy doing. Because many of the things that come under that banner, you should do. Whereas many of the things that don’t tick those boxes, that’s the stuff that’s prime real estate for outsourcing.

Matt: Yeah, definitely, definitely. And the other thing that I’ll make note is, even if you do enjoy something, if it’s something that anybody else can do, even if you enjoy it, just as well as you or close enough, but you can outsource it for very cheap. And again, we’ll go into some demonstrations of things that you can outsource to places like the Philippines for less than $500 a month, to have somebody work for you for 40 hours a week. You’ll look at, you’re devaluing yourself by actually doing these things yourself.

Dan: Yeah, now that’s a fair call as well.

Matt: So I don’t want to spend to much time, as I said we’ll do it as a separate session, and look, what we’ll do is we’ll depend – what I think we should do depending on the popularity of people sending us emails at the danandmatt.com “contact us”. If it is something that you want us to talk about sooner than later, please ask us to on our @danandmatthew, which is our twitter feed. Or “Dan and Matt” which is our Facebook. Or danandmatt.com, which is obviously you access our “contact us” page. So please feel free to ask us to talk about these things, or even list what you would like to outsource and we can use those as topics of conversation on whether or not it’s something that you should outsource or not outsource as part of that podcast.

Dan: And Matt, let me add to that, apart from outsourcing as a specific, as you said earlier and I’m glad you said it, there could be topics out there that people are really hanging out to hear more about. So let’s hear about those as well.

Matt: Definitely, definitely. And one of the other things that I’ll point out is, so many people outsource the things that they hate doing, but they don’t know how to do it themselves or they’ve never had it done right, so they don’t know how to outsource it correctly, and those are the things that we’re also going to talk about, how to handle those things. We’ll also talk about how to understand what you should outsource, what you shouldn’t outsource, but if you do outsource, how to manage those people. Because, people in the Philippines have different cultures, different traditions, and these are things we need to recognise.

Dan: Absolutely.

Matt: Perfect, so guys, thank you very much for sharing this 38 or almost 39 minutes with us. We hope you got a lot out of it. As we said, if you found it enjoyable, please continue to share those comments with us on our Facebook page, I think it’s Dan and Matt or danandmatt.com. Or hop on our danonmatt.com contact us page, or our @danandmatthew, double t twitter page. And just say, “Thank you for sharing the information,” we love to hear that we’re helping you guys really achieve the success in your business that we’ve set out to do as part of this podcast.

Dan: Beautiful. And I guess Matt, it’s up to me then to wish everyone all the best between now and then and thanks for listening in.

Matt: Thanks again guys.

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