September 24, 2021

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Speaker  00:00
Our solution provides next generation enabled feedback across a broad range of knowledge in order to engage staff with your vision. 

Ed Golod  00:05

What are they actually saying? Wait a minute, I don’t even understand this. 

Speaker  00:10
It helps you to connect with clients at various touch points. 

Ed Golod  00:13
What? Wait a minute, is this something that will help me? 

Speaker  00:16
Business schemas to add value and assist in achieving business objectives. 

Ed Golod  00:19
You got to be kidding. 

Speaker  00:21
Any thoughts or feedback on our solution.

Ed Golod 00:23
What’s the point in making? 

Speaker  00:28
Welcome to the SaaSy Thought Leadership podcast. The podcast that teaches you how to turn your technical expertise into revenue. Here’s your SaaSy hostess, Gloria Gunn.

Gloria Gunn  00:43
Welcome. I’m so glad that you decided to spend these 30 minutes with us today. So buckle up, because we’re going to go ahead and set the stage for you. I have got with me, Edward Golod. He is our CRO, and we’re excited to be here.

Ed Golod  00:55
Hey, how’s everybody and I’m pretty pumped up too.

Gloria Gunn  00:59
We got a lot of good stuff happening, we’re going to basically take a deep dive on technical thought leadership. Today, we’re going to talk about today’s episode. I should say it is all about the psychology of persuasion. So we’re kind of digging into how the brain processes information as it relates to, you know, conveying your technical solution to your best prospects. So, with that being said, we should dig in and do this.

Ed Golod  01:26
Let’s go. Yeah.

Gloria Gunn  01:28
Let’s do this, right? All right. So you know, the definition of persuasion, let’s start there at the definition of persuasion, okay. And it is basically The act or process of convincing someone to your beliefs. These beliefs can be personal, political, religious, or business. That’s the definition of persuasion. Okay. And I think we, I don’t know, we probably all or most of us have heard about the book. It was called “The Psychology of Persuasion”. It was written by Robert Cialdini, C-I-A, seal Donnie or Shield Donnie. Yeah. Back in 1984.
Hilarious that he said this back in 1984. He said that basically, the premise of the book is that even back then it’s a complex world where people were overloaded with more information. Does this sound familiar, that they can deal with people falling back on decision making? So what he’s saying when they’re overloaded back in 1984, kind of like we are still now. Right?

Ed Golod  02:28
Yeah. And I actually enjoyed this book a lot. And I was thinking when you were talking now, that 1984, and then I went back to 1954. And I thought, wow, television in the 30s, 40s, color TV, a lot of technology, right? And then I thought today, today, it’s gone 100 times more. So there’s so much information, cheap persuasions, almost like swimming in a swimming pool. There’s so much out there.

Gloria Gunn  02:59
Exactly. And so, you know, the thing that he said. The premise is, you know, when we get overloaded, what happens is we fall back on kind of those primal and those decision making approaches, it’s based on fixed behavior patterns. Like for example, when you get a call from a telemarketer, you automatically, you know, say no, and hang up. Just automatic, without listening to what offer they have, you know, that would be like a program fix pattern of behavior, right?
And so, you know, the premises would look, we’re overloaded. And we automatically just do these things, right, that we’re programmed to do, because we’re so overloaded. And so what he’s saying. Mr. Cialdini is saying that, those patterns, if you can recognize those patterns, then you can use them and interrupt them in order to better persuade people. What do we want to persuade people on? Right? We want to persuade them that we are an authority, and we’re an expert, and we can help them solve their problem, right?

Ed Golod  04:07
Somebody they could trust so we can have these conversations. That’s right.

Gloria Gunn  04:12
Yep. Yep, exactly. And so I think that’s really cool. Because now you have another tool in your toolset, right? You can actually, when people are overloaded like they are today, and they go back to these fixed patterns of behavior, you’ve got tools that you can say I can do pattern interrupts so that what that does is that automatically a pattern interrupt is like, you know, when you snap your fingers, you get attention, you know, it’s like, okay, I just heard something. So you might turn your head or something, a pattern interrupt.
So there are six tools of persuasion. I call them tools. There’s reciprocity. There’s consistency, authority, liking, consensus and scarce, scarcity. And so the whole premise and we’re going to go over these in just a second one by one, but the premises that if you understand what these are, then you can have them help you increase the chances of persuading someone over to your way of thinking, okay, it’s kind of like reciprocity or reciprocity. 

Ed Golod  05:17
Reciprocity. It’s a tough one.

Gloria Gunn  05:18
Say that five times.

Ed Golod  05:20
Yeah, I know that, right? Yeah.

Gloria Gunn  05:22
So look, we’re talking technical thought leadership here, right? We’re talking about the bottom line. All we want to do is, we want to establish ourselves as the authority. Right? As the expert. And by doing that, what happens is that they are more easily persuaded to our way of thinking. So this is about educating and informing, not about shoving our solution down their throats, it’s, you know, it’s a little bit of a finite,

Ed Golod  05:55
Yeah, it’s a little bit of finesse. And I know that was a bit of a tongue twister. And so when you look at these tools of persuasion, you can distill it down very simply, whether it’s authority, consistency, scarcity, whatever, people still buy from people they like, people they trust. And because we’re living digital, and our world has now come forward, eight or nine years digitally, this is how we want to do business.
So when you speak of authority. And you can convey stories and examples of how businesses or people have improved themselves, or their companies, and not just your product, and what it does. They want to listen to you. It’s not that much more complicated. So is persuasion Gloria, but in many ways, it’s also, hey, can I get the attention of these people. And then I can persuade them.

Gloria Gunn  06:47
Yeah, yep. Yep, exactly. Yeah. So let’s do this. Let’s go over each of these, I call them tools, these persuasion techniques, if you will, and we’ll talk about them just do a little bit of a deep dive in them and you know, have a conversation about them. So the first one is, say the word Ed, the word that I couldn’t say.

Ed Golod  07:07
Reciprocity.

Gloria Gunn  07:08
There we go. That’s the one. So really, what that means is we should try to pay. Repaid in kind you know, repay with kind. So what another person has provided us then what we want to do is we want to basically repay them in kind because the, now if we the thought process or the psychological process going on in us and how we are primarily programmed, is that it’s a belief system. I think most of us have it, there’s a general distaste for those who make no effort to reciprocate. We hate the takers. We hate people that take, take, take, right?

Ed Golod  07:46
That’s right.

Gloria Gunn  07:47
For all they do is take they don’t give, they just take. And we’re programmed not to like those types of people. And so what happens again, psychologically, is we often go to great lengths to avoid being seen as one of them. We don’t want to be like those taker people, right? We were raised better than that. After all this we’re not trailer park trash, we reciprocate kind for kind. That’s the whole psychological premise. For the, say the word Ed I can’t say it.

Ed Golod  08:18
Reciprocity. People out there, because I’m not that smart. I take that word and just say, give before you take off or something before you start saying, Hey, here’s my calendar. You know, let me sell you. So. Yeah,

Gloria Gunn  08:36
That’s exactly right. Yeah, you’re right, give something. So let’s look at a couple examples. The Godfather. Might like my favorite movie of all time, I’m going to give you an offer, you can’t refuse. I’m going to take care of this problem for you. I’m not going to charge you for it. But someday I will call upon you for a favor. You know, that’s kind of an example of reciprocity. And then the Harry Krishna giving flowers before asking for a donation was kind of one of those situations even meant with the checkout a restaurant is really fascinating. Can we talk about a story about the whole mint situation? A study with mints.

Ed Golod  09:14
I love this because I never thought of it that way. All these years. It’s an incredible thing. A little mint. The size of like a quarter.

Gloria Gunn  09:23
This is fascinating, because the article about the book goes on and says, does giving men a mint have any influence over how much of a tip that we’re going to leave somebody? And it goes on to say no, most people say no, because it’s just kind of standard now. But they’re saying that the mint can make a huge difference. They did a study. And what they did is they had the servers give the diners a single mint at the end of their meal.
They said that typically increases the tips by about 3%. And then what they did is they said Hmm, what if we double and give them two mints? How many? How much do you think that would like, double the, it should take the increase from 3 to 6%? You know, double the mint, double the recipro thing then double the money, right? How much do you think it increased it by? Guess, take a wild guess.

Ed Golod  10:14
I’d say 30%, 40%.

Gloria Gunn  10:18
About half that, what it did is it quadrupled the tip amount. From 3% to 14% increase in tips. Now. 

Ed Golod  10:25
That’s still significant.

Gloria Gunn  10:26
It’s one more mint, it was just let’s double the mint to see. Now here’s something that’s really fascinating, you know, if we, if we unpack the site, why, why does giving two minutes increase, you know, quadruple the tip amount, that’s really an interesting thing to you know, kind of factor and then apply that to our situations authority positioning and expertise. And you know, adding value, you know, sharing being a giver, not a taker, and all that, right?
But so, so here’s something very, very interesting is that they did the study, and then they had the waiter provide one mint, okay, so they leave the check with a mint, and then the waiter walks away. And then the waiter pauses, and then turns back and says, you know what, you guys are really nice. And I’m going to give you an extra mint, because you guys are so great. Or I’m going to give you an extra fortune cookie, you guys are fantastic. Tips went up to a 23% increase. 

Ed Golod  11:25
Wow. 

Gloria Gunn  11:26
And what the study says, it was influenced by not what was given, but how it was given. So it was still two mints, right. But they just went back and they way that they added value. And so really, really is interesting, the key principle to what’s the word Ed? Reciprocity.

Ed Golod  11:46
Reciprocity, you’re gonna get a start for today?

Gloria Gunn  11:49
I know. Yeah, what you want to do is you want to be the first person to give, so you want to reach out with a value, and then make sure that what you give is both personalized and unexpected. I didn’t really mean you know, I didn’t expect you to go the extra mile and, you know, provide all this for me, you know, wow, you’re adding value. That’s kind of the whole thing with reciprocity. Fascinating. Really, really fascinating.

Ed Golod  12:16
Yeah, it’s a great story. And I was thinking, if you put it down in some plain vanilla, I’m like a vanilla chocolate guy. A while ago, we did some campaign adjustments on my LinkedIn outreach, which we do all the time. I mean, we build that community.

Gloria Gunn  12:37
Yeah.

Ed Golod  12:37
And I had a bunch of CEOs, tough people, some of them, you know, these are from Israel. These are tough, tough CEOs. And a few of them came and said to me, I didn’t really read much of your message, sometimes I read none of your messages. Ed but I noticed that you did some work. Your message talks about that you did something, you did a little research, or you spent some effort to learn about us. And it wasn’t much, but they were really impressed with that. And I reached back out to them as we were talking about working together and doing a deal.
And they said the point is nobody does anything. Nobody does anything. So a simple, simple give via let me take 20 minutes, and think about this and think about you turned into now I’ll talk to you. Who would have thought Gloria, that 10 to 15 minutes of effort would open a door to a large deal. Where years ago, you know, you made 100 calls to get one response. And even then you were lucky to get a 10%. Alright, maybe I’ll give you a meeting. It was incredible. Reciprocity.

Gloria Gunn  13:46
Yeah, that’s it exactly. It’s because you went an extra mile. And because we like givers and not takers, then what happens is it got their attention, and it kind of disrupted the flow, and got them to recognize you as an expert, and authority. And whenever you are able to have conversations, you’re positioned in that way. 

Ed Golod  14:09
Yeah, right. Totally. 

Gloria Gunn  14:10
Yeah, yeah. So the next one, let’s talk about this real quick. I mean, we kind of beat this dead horse authority, right? This one is mega huge. It’s really the basis of this, you know, technical thought leadership. It really is about authority positioning, right? Because. And Ed you know, in a previous episode, you alluded to it. Of how we are programmed to mine authority, it just from, you know, being very little, listen to the teacher, listen to the policeman, listen to the fire person, and all that type of stuff. And it’s programmed in us.
And so when somebody positions themselves as an authority, and when we recognize them as an authority, then we’re most likely to listen and pay attention, which means breakthrough the noise. But not only break through the noise, but whenever you are positioned as an authority, then that other person kind of submits to your expertise and they take guidance from you easier. They’re not fighting against you trying to prove oh, they’re smarter, they know more about their business than you do, you know, that type of thing, much easier to be in a position of authority and sell from a position of authority than a position of weakness.

Ed Golod  15:25
Absolutely. And, you know, it’s interesting, how many people Gloria, because, you know, I’m in the frontlines trying to sell and do business. And I get asked this all the time, like, Ed, what is this authority positioning authority, authority this, authority with thought leadership, you know, I’m not an authority, but you know, I run my company, I own my company, I’ve been doing this 10 years, and they get hung up on the word authority. And they compare it to, well who is in authority?
And you’re right, they think, well, the authorities like the police, or fire departments, or politicians or whatever. And then they think. Well, you know, Bill Gates is an authority. And it’s ironic how really smart people start companies, run companies, people sell, they’re created, they’re at their jobs, and they own authority in their area and their market. And they are experts, but they don’t think that once the light goes off, oh, my goodness, yeah. People love to talk to people of authority.

Gloria Gunn  16:29
Yeah, well, we like to, you know, we will build trust faster with someone that does have the authority and if they back it with their expertise and knowledge, basically. So this, this is just, you know, it’s like authority positioning and technical thought leadership. It’s like a match made in heaven. It’s what it’s all about. Really.

Ed Golod  16:50
Exactly.

Gloria Gunn  16:52
Yeah. So let’s talk about another persuasion tactic, if you will, from the book. And it’s called liking or social proof. And the premise of it is we prefer to say yes to those people that we like, you know, and what causes us to like some people, but not like other people, and I’m talking like a surface level, like, you know, I like them, I trust them. They seem, you know, knowledgeable, they seem nice, that type of thing. We like people who are similar to us, we like people who pay us compliments, we like people who cooperate with us towards a mutual goals, right? And so part of that authority, and part of that whole persuasion and thought leadership is also the know, like, and trust factor that you want to do. You establish that, then boom, you’re in.

Ed Golod  17:43
Yeah. And it’s very hard to explain to people to understand what it is to be liked. It’s like when you were a kid in school, you either liked your friend, or you just didn’t like your friend, and nobody had to really teach you how to do that. So in the digital world that we’re in, that’s now as again, I mentioned, it’s not come forward eight years, nine years. So we’re like desperate online, desperate with zoom. You know, this is nonstop attention. 

Gloria Gunn  18:11
Yeah.

Ed Golod  18:12
Being likable is no more different. And I remember the senate live, you look yourself in the mirror, and you say, am I a likable person? I used to not be a likeable person. And as I got older, I valued that and I actually became a likeable person. Gloria, you have to be a naturally likable person. So I think it’s interesting in the digital selling world. Being likeable is probably something worth really thinking about.

Gloria Gunn  18:40
You know, it is and you bring up a really interesting point, because we have to balance this with the whole authority and thought leadership. And a lot of, I think a lot of vendors make the mistake that a lot of solution providers that think that it’s all about if I get them to just like me, then they’ll buy from me, you know what I’m saying? But what happens if you go overboard on the liking business, then you dilute your authority, right?
And the truth is, if you think about it, if a fireman or a policeman or someone of authority said something to me, and they said it in a nice way, and it wasn’t condescending, and they weren’t nasty, or whatever, then I’m probably going to come across the opinion to say, you know, that was a nice fireman. That was a nice policeman. I didn’t really like, you know, the ticket, but I mean, he pulled me over and he explained everything. He wasn’t a jerk or anything like that, right. So you have to maintain your authority and create like ability, you cannot forgo authority for like ability, I’m going to be their best friend. I’m going to be you know, just hanging like they’re going to want to drink beer with me or something like that. You do that too much. And then you give away your authority and you’re back in the same position. You got to be very careful of that.

Ed Golod  19:54
Absolutely.

Gloria Gunn  19:55
Yeah. Yeah. So here’s another one, consensus and I kinda like yes, right? Consensus when people are uncertain, right? We’re not sure just kind of like, we’re all uncertain about what’s going on. Now you know what’s going to happen now with this whole, everything going on situation, people will look to actions and behaviors of others to help guide on, you know, to help guide their own decisions. It’s like social proof and testimonials, we want to know that people like us would make that same decision. Alright. And it helps reinforce us to feel confident that we’ve made that decision.
So what you want to do, and another tool or tactic, and this persuasion toolset, if you will, is to be able to convey consensus. So that’s why you know, testimonials and stuff really works. Social Proof works really well, because they justify it psychologically, will so and so looks like they bought, and they had a great experience. And they, they look like they’re kind of like me, so I’ll probably have a great experience. So consensus is a really good one. It’s a really good persuasion tool that you want to, you know, use for sure.

Ed Golod  21:08
And it’s not hard to do. It’s, you know, in many ways, it’s asking somebody, one of my favorite expressions is, does that make sense?

Gloria Gunn  21:18
Yeah.

Ed Golod  21:19
And many times, they’ll say to somebody with discussing a complex situation, a complex configuration, trying to determine if the price is right. And I’ll say, gee, does that make sense? And it’s comfortable. And then we can agree, to agree, or agree to disagree. It’s a lot better than you know, what a lot of people are still doing, which is tough in today’s market. And they trial closing and they’re trying to push the deal forward. Hey, if I did this, would you sign by Thursday? I think that ship has sailed. So I love consensus. If it’s done right.

Gloria Gunn  21:52
yeah, yeah. Yeah. It’s critical. You’re right. The ship has sailed. It really has. I don’t, I don’t know why, you know, we still think we, you know, we were programmed to use those kinds of sales tactics for those that have been in the selling space for a while, but it’s really important. You’re right, consensus is fantastic. So, Ed let’s talk about another one, the scarcity, persuasion, you know, kind of tool, if you will, you know, really what that’s about is, we want what we’re afraid of what would be a missed opportunity, you know, it’s, you know, we know it is FOMO fear of missing out, right?
And so, there’s a lot of that you can use that scarcity, you know, again, it’s one of those things that we’re conditioned with, to your benefit, but you don’t want to manipulate people with it. I think that’s the big thing. You can actually bake that in, you know, in pricing or your marketing if you want to, we see it all the time. Now for you know, the next 20 minutes, I infomercials are great at it, you know, you order now and the next nine minutes, and we’ll send you two, you know, herself, you got to just pay for shipping or something like that. So it’s just another fantastic tool of persuasion. So I thought this was interesting, because this was introduced. Alright, the book was, it was done in like, 1984. I think that’s when it was written. Right. And I think you’ve read the book, I’ve read the book. It’s been a while, but it’s been around for flipping ever, right? I mean, it’s just been around for a while.
And Mr. Cialdini in 2016. I guess, because of the way things have changed. He introduced a seventh principle, and he called it unity. And this is fascinating. The unity principle of persuasion. Power of persuasion is that the more we identify ourselves with others, the more we are influenced by those other people. Think about that. Not crazy?

Ed Golod  23:46
Yeah, it’s I guess, you have to be open minded to really think that you’re sort of like them. And I know in selling, it’s always been like a combat sport. Right? I’m selling you manipulate you you’re buying, you can control me. This is very forward thinking and if you want to have consensus, and reciprocity, and actually try to have a connection with someone, then I guess what you’re saying is, you have to really identify with them if they identify with you. I know this sounds a little touchy feely. But the zoom has taken away us walking into a conference room and presenting and I was reading a book the other day about what’s happening to consultants. They can’t go and speak in front of conventions and rub elbows. So now they have to rub elbows digitally. So this is really making a great point. We have to do better at this.

Gloria Gunn  24:45
Yeah, it’s such a smart point. It’s fascinating when you think about it, and I think anytime that we are in business for ourselves, and we’re trying to, you know, present our solution to people that we think would benefit from our solution, we think we can actually help them. You want to use all the tools that you can at your disposal to get your message out, you know, while maintaining your authority and maintaining your position.
I think that’s really it. I mean, look, we’re, whether we like it or not, we are wired or we’re conditioned to react in certain ways, right? We just we are. And so you can actually use those little triggers of psychological ways of wiring to benefit you in that process. Whenever you’re up against. And you’re, you know, you’re talking to prospects, basically. So it’s really look, we could go on and on, here’s what I think Ed? I know, you know, do you think the same, you know, is this consensus here, we’ll see in just a second, or their unity will see, right?

Ed Golod  25:50
I want to hear your two cents. 

Gloria Gunn  25:52
Yeah, okay.

Ed Golod  25:53
I’ll get two cents often from you. And I’m very interested right now.

Gloria Gunn  25:58
Right. So, you know, if you look at, look at any given news feed, look at your email, look at your direct messages, if you get them if you’re on Slack, or any collaboration tool, and if you’re, you know, you’re getting interrupted. It’s because it’s noisy, and it’s complicated out there. And, you know, whatever is happening to us, is happening to our target audience, if we’re getting interrupted, if it’s noisy for us, it’s noisy for them to probably top five or 10 times more.

Ed Golod  26:29
Ten times more.

Gloria Gunn  26:30
Yeah, depending on their situation. 

Ed Golod  26:31
It’s hard. Yeah.

Gloria Gunn  26:32
I mean, really, we want simple answers to our complex business problems. And we want to know that what we implement will add value to our business. And we want to get that information and advice from people that we see as experts that can really help us. I mean, you know, you don’t want to go to somebody that is going to do a crappy job, right? And so why would people take a chance on that they want to deal with an expert. And that’s really, I think that’s the bottom line here, isn’t it?

Ed Golod  27:02
Yeah, everybody wants to deal with an expert. And who would have thought, who would have thought, several years ago that being an expert would be a prerequisite for doing successful business. You know, when you go to Dreamforce, and you’ll watch Marc Benioff speak in front of, you know, 100,000 people, of course, he’s an expert. He’s an entrepreneur and an expert. But you don’t see the people in the crowd saying, well, I sell for Salesforce. I’m an expert. 

Gloria Gunn  27:34
Yeah.

Ed Golod  27:35
That is an incorrect fallacious way of thinking. We are all experts in what we do. If we believe it, and we take the disciplines and learn like the way we’re learning today, we realize that we do have a power point of view. And when we present it, people say, you know, that guy Ed, he’s a pretty expert, and this whole thought leadership thing, maybe we should really take a better look at it. 

Gloria Gunn  28:01
Yeah.

Ed Golod  28:02
That’s why I love when you bring it up. Because experts, being experts, not scary. Not being an expert is scary.

Gloria Gunn  28:09
Yeah, so true. So true. So you know, look here, here’s let’s go ahead and do this. And just do a little bit of a deep dive and unpack this a little bit. So you can go ahead and apply it so that it works in your business.  Really, the bottom line is if you incorporate these elements into your, the way that you present your technical thought, leadership, your expertise, right, you want to make your expertise and insights accessible and understandable to your target market. When you do that, and you’re in a position of authority, you’re much better positioned to get people to listen to you to listen to your expert insights, consume your content, and actually look to you as the person that’s going to help them and they’ll be predisposed to do that.
So you know, so what happens is whenever they are to the point in their buyer’s journey, and they’ve self educated themselves as much as possible about what’s going to help them they’re going to look to the expert to solve their problem for him. Now, I don’t know if you know this Ed, this is the beauty, because we talked about like seven different you know, things and this whole persuasion situation. Automatically out of the gate. I don’t know if you knew this Ed, I’m going to tell you see if you know this, if you remember this. 

Ed Golod  29:28
If I get it right, I wouldn’t do it. I want something. 

Gloria Gunn  29:31
Yeah, two cents. No trivia, this is a trivia, what if I told you that three of these kinds of powers of persuasion are meant for thought leadership like a glove, alright, reciprocity, social proof and authority.

Ed Golod  29:50
Well, that’s an easy one for me because reciprocity is a big word for me. I just think about giving before you take when the social proof you We’re on LinkedIn, we’re positioning our point of view on social. But yeah, the authority of one. I mean, that, to me, is as basic as driving your car to the food store. Authority is so key. And it’s funny, Gloria because when we start talking to people about, well, you have to have authority positioning, to be a thought leader. They’re like, well, I’m not an authority. Do I look like a policeman?
And it’s interesting how it takes time for people to say, Okay, what are you really good at? Well, I’m, I’m a salesperson, but I’m really really good at golf. Are you an authority? Well, not really. Well, what do you shoot? Well, I got a 12 handicap. Hey, you’re an authority. Gee, I guess you’re right. So once we come to that realization, yeah, I love the three. The authority one, I think, is just the strongest of all.

Gloria Gunn  30:56
That is, yeah, yeah, I agree. 100%. Yeah, totally. Great. You know, great, great discussion. So yes, sorry. You were gonna say something before I read.

Ed Golod  31:06
No, I wanted to know about one something like, you know, like a box of cookies or something.

Gloria Gunn  31:10
Yeah. It’s in the mail. It’s on the list in the mail.

Ed Golod  31:14
In the mail. Very good. Right. I’m gonna, you’re going to DocuSign me a doughnut.

Gloria Gunn  31:18
Yeah. Yes. So, look, let’s talk about really quickly, because there’s always a segment that I like to go into, and talk about interesting things in the tech space.  You know, again, this is the SaaS, sassy thought leadership. We’re all about technical stuff. And I saw this, this article. And again, we’ll go ahead and include it on the show notes. It’s all about zoom, and how zoom is, you know, even though we’re all zoom fatigued, I’m going to give you some some information here, zoom is poised to launch its own email, calendar services.
And it’s going to do some integration with things like Dropbox and Asana. Well, what that’s done, I think this is mega, mega cool, is, you know, anytime you’ve got interesting and innovation going on, then there’s competition, right. And that caused Microsoft to offer and they’ve got a product called Microsoft Teams that’s supposed to be, you know, competitive with zoom. It offers AI controlled noise cancellation, and what’s called together mode, which will transport the participants into everybody that’s on the call is going to quote unquote, virtually transport them to mock locations like it’ll say, let’s meet at the watercooler. Let’s meet at the coffee shop, or let’s meet at the auditorium.
And then it will create this virtual auditorium or this virtual coffee shop, this fake location that you can all go to, to kind of almost make it like a virtual reality situation. So I thought that was cool. It’s cool.

Ed Golod  32:53
It’s really interesting. I love these little, like tech moments. 

Gloria Gunn  32:56
I love it.

Ed Golod  32:57
Yeah, the TeamViewer is really a big thing. And I don’t know it’s a little a little FYI. You know, that the Slack is by Salesforce? I think it was 70 billion, or I think it was crazy. Yeah, like 68 billion. So Benioff bought slack. Because he’s trying to consider overtaking Microsoft, which also has TeamViewer. And also chat channels. It’s just incredible. Like, how far does it go? In high tech. Doing high tech stuff? So I love these little high tech moments. 

Gloria Gunn  33:35

Yeah, you know, I spend time researching and reading and you know, looking at some really interesting things that not everybody is, you know, just like these kind of weird little ad hoc, interesting tidbits of information. That’s what we’re all about.

Ed Golod  33:49
Tidbits, tidbits a good, there you go.

Gloria Gunn  33:52
Exactly. So look, if you’re the leader of a business, and you’ve got a lot of expertise, a lot of insight in your field. And you know, that if you were just able to pre educate and position yourself as an expert authority, to those folks that would benefit from your technical solution. And again, it’s not about pitching us about educating and putting yourself in the right authority position. If you’d like to have a discussion, go ahead and reach out to us. We’ve got all our information in the program notes.
And that is it. Folks, we are out of time. We went a little bit long today, as a matter of fact, and it’s our hope. I know, it’s my hope, I believe it’s your hope, Ed I don’t mean to speak for you. Sorry about that.

Ed Golod  34:40
It’s okay. We love you.

Gloria Gunn  34:41
I really hope I think you hope to right? That the folks listening actually learned something that they didn’t know before and got a bit smarter, learned a little bit on the best way to educate position and inform your audience so that they look to you as the expert and look to your solution as the source that’s going to make your business go away, reach out to us on LinkedIn, reach out to me reach out to Ed.

Ed Golod  35:06
We’d love to hear from you. And if we can’t answer the question, we’ll take the time for some reciprocity, and we’ll find the answer for you. How’s that?

Gloria Gunn  35:14
Excellent. Yes, yes. Nice one Ed. So Till next time, Gloria here.

Ed Golod  35:20
Ed Golod. Once again.

Gloria Gunn  35:22
Over and out.

Ed Golod  35:24
See you.

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