Q rates and these kinds of things to then take a step back and go, yes, those things are important, but the people are, are more important in a way. So as you said, um, being able to combine data and people, how do you get companies to, to kind of change the way they think so that they can combine those two and make them as important as the other?
A I think that's so important, and I love your curiosity for data. I share the same curiosity for data, but it's the curiosity of what the data is telling me. It's not that the data is the truth. So when you look at a conversion ratio, you're not going, our conversion ratio is wrong. We need to improve it. You're going, our conversion ratio is wrong. What's the root cause of that? What do we need to change in our behavior? And, you know, I'm going to give your guests a profound piece of advice. I say tongue in cheek, but never in the history of mankind has a human behavior changed when you change a field in an Excel spreadsheet. Right? So the reality is the data is data points, it's data sets, it's evidence. And as we get machine learning and AI and big data, all of these things add more insights. But the idea is not to drown the information, is to find the insight. And the insight is what can we go do more or less of starting, stopping, that's going to shift the behavior. To do that, the number one thing I have to do in the organization, Sean, to change this, is I have to change the sales management conversation. The data is an input to the improvement. The data, talking about the data doesn't change the data. You know, Ellen, you're a temp, you're a 90% of your target. You need to be a hundred percent of your target. I believe in you. Go make it happen. Change is nothing. I've …
AI assessment note: “the number one thing I have to do... is I have to change the sales management conversation”