How great teams stay on track

Planning isn't usually the problem.

Most teams have goals. They have strategy sessions. They have whiteboards full of ideas and calendars full of kickoff meetings.

The hard part is what happens after all of that.

This week on Little Talks, Sam and Roop discuss Traction by Gino Wickman and why it's had such a big impact on the way Littlefield Agency operates. The system isn't flashy, and that's kind of the point. It creates a rhythm that helps teams stay focused, solve problems, and actually follow through on the things they said were important.

The conversation covers everything from quarterly Rocks and Level 10 meetings to core values and issue lists, but it all comes back to one idea: growth doesn't happen because you planned well. It happens because you consistently execute.

Whether you use Traction or another framework, the biggest takeaway is simple. Great teams don't just make plans. They build systems that help them keep those plans moving.

See you next week for more Little Talks.

— Claudia, Sam, and Roop

Transcript

SPEAKER_00 0:00

Welcome to Little Talks, your weekly dose of marketing news, trends, and insights from Littlefield Agency. Grab your coffee, turn up the volume, and let's get into it.

SPEAKER_01 0:14

Roopshirt, it's good to see you. Claude, it's good to be back to our listeners. Welcome back to another edition of Little Talks with Littlefield Agency. I am Sam Littlefield, and with me is Roop. How are you doing there, partner? Uh I'm okay. You doing okay? Yeah. Are you hot? I'm just right. If you're in the mid Perfect. I love it. I love to hear that. What an answer. If you're in the Midwest, we're in a sweltering um heat condition. Yeah, it's it's but you know though some of the other, oh gosh, so hot. It's like, yeah, it is summertime in Oklahoma. And we've had a pretty mild summer so far. For our friends down in Florida, a tropical storm. We hope you guys are safe and okay. I think it's just gonna be just pretty rainy, a little windy, hopefully nothing uh nothing too crazy. Um But we're we're excited. We got a we got a great episode ahead today.

SPEAKER_02 0:56

Yeah.

SPEAKER_01 0:56

How much talking do you think you're gonna do?

SPEAKER_02 0:58

Um less than 10% of this episode.

SPEAKER_01 1:01

I'm just glad you showed up with the book.

SPEAKER_02 1:04

And I have my bookmarked from 2023.

SPEAKER_01 1:07

From 2023, which is the last time that he read this book. Here we are in twenty twenty twenty six. We'll get into that in a little bit. Spoiler alert, I didn't really we'll talk about that here momentarily. Um we had a great uh visit yesterday, crew over in Carthage, Missouri, H. E. Williams. Um they didn't get they didn't get back on the road until three o'clock. Oh, wow. I was like, wow. I I I called Brock around three because I hadn't heard from him. He's like, man, we're just we're literally just getting in the car. I was like, wow, what a great productive day. We had a uh crew um scouting for uh Grasshopper. People were everywhere. It was yeah, it was actually it was really interesting. I don't know if you all noticed this. There was not one account person over at the agency yesterday because everyone was with clients, et cetera. And I was thinking, I was like, I can't even tell you the last time that that happened.

unknown 1:51

Yeah.

SPEAKER_01 1:51

In the sense of we literally I mean, because usually they're staggered throughout the week, right? There's usually someone here. Yeah. Um counted.

SPEAKER_02 1:57

There were like, I think eight people in the office, maybe. Yeah.

SPEAKER_01 2:00

It was uh yeah, it was it was chill. Chill Monday, but you know, good uh good to get back into the swinging things after a a great weekend. You know, I want to uh dedicate this um episode. Yeah, if we ever dedicated an episode, most likely.

SPEAKER_02 2:13

We've done over 250 of these things, so I probably guess.

SPEAKER_01 2:16

But have we dedicated it? We give shout-outs.

SPEAKER_02 2:19

I feel like you've dedicated a couple.

SPEAKER_01 2:21

Well, if you want to do this as a first one. And so maybe this is our second uh episode. To my friend Scott Vaughn. Um we're gonna give you a shout-out. Claude, let's give him some sort of cool sound of some sort. We're working on it.

SPEAKER_02 2:36

I feel like we have exactly two sounds in the street.

SPEAKER_01 2:37

You got this, Claude. There's one. Um this is this is really interesting. Scott is the is the catalyst for us being on what we're gonna talk about here shortly today. And I literally had a missed call from him yesterday and I called him back in the afternoon. And he was like, Hey man, are you still on the EOS interaction? And I was like, Did you see my you see my LinkedIn post? And he was like, uh maybe. And he goes, but you're still on it, right? And I was like, dude, we're going on, we're doing a full podcast episode on this literally tomorrow, now today. And uh I was like, we're gonna give you a big freaking shout-out, says Scott, um, to the catalyst that got us on this wonderful uh thing. Shout out to you, my friend. Hope you enjoy this as you um he's uh scaling another company, sold to a former company. I'm gonna get into that in a little bit, but today our topic is traction. How do you build traction to grow your team, to grow your business? We want to caveat this. I think it's really important. First off, uh we're holding, if you're watching the video, we're holding our books here. I am actually really impressed. Roop still has his book. I didn't I didn't even know you had a physical copy.

SPEAKER_02 3:40

I did.

SPEAKER_01 3:40

Did I have a hardback or do you the only one that has a hardback? I have no so I'll get to that in here in a little bit. I might be the only one with the hardback because this was sitting in our library here at the agency in Tulsa. Oh. Because David Littlefield, August of 2017, read this book. What? I didn't know this. If you're watching the video here, David Littlefield, so anytime a littlefield reads the book, they sign it. We always sign and and date just so we can remember where we uh so Sam Littlefield, July of 2022, and David Littlefield in August of 2017. If you were listening to last week's episode, I said if you give this book to ten people, five will read it and one will implement it. My father probably heard about this book, maybe from Scott, I don't know. Maybe from someone else, maybe someone in a CEO network group. And he read it. There's some highlights, but we know for a fact he did not implement it, and that's okay. Um But the big the big thing is if you're gonna read this book, what we're gonna talk about today, if you don't implement it, it's kind of a waste of a read, in my opinion. Oh, yes. Wouldn't you but did you read it?

SPEAKER_02 4:42

So here's what happened.

SPEAKER_01 4:44

There we go. I get a lot of book.

SPEAKER_02 4:46

I get a lot of book assignments from Stanley. And I I I might this might be one of the first ones, right? I think it was up there. So I think I did read all of this one. But normally what I do is kind of skim it and then I get the uh audiobook. Listen and I listen to it. That's okay. You see that. I think I read this one. And I will say, as someone who likes audiobooks over uh this is probably better in your hand reading it. Yeah, that's charts and graphs and stuff.

SPEAKER_01 5:13

That's a good point. Um it's one thing to listen to it in the car, which is fine. But um I I'm gonna open up my book here. I literally have pages falling out. I'm gonna show this section here. It is maybe somewhere, somewhere in here. I'm falling, I'm finding maybe oh, there it is. There it is. This whole section, page 171 to 188, has literally been exhausted. It's actually a very, very important part of the uh the book. And uh here's the thing before we lose those, they're like, oh, I don't I don't run a company. I think we've already lost them. Damn, that's okay. Better late than ever. Um if you are not a marketing leader, you know, uh CMO, marketing director, VP of marketing, um that is okay. Because if you are, by the way, go go tell your C-suite you need to do this. It's it's a great thing. I have sent this to marketing directors who are not on an executive team, but hey man, it's just hey man or lady. It is a great play uh plan in place to have for your teams. Here's what this is it's not a book, it's an accountability tool. And it's not rocket science. Honestly, it's kind of a boring read if I'm gonna be honest, but it's my Bible. It's a fast read. It's a fast read, and it is an accountability tool of what can you do today, and how do you get a year, three years, five years, ten years down the road, how do you get to your goals? So that is what we're gonna talk to you about today. Um, we're gonna get into a vision traction organizer. We are going to talk the ins and outs of this book, and if we bore you to death, we apologize, but it's good for us to switch up content. This might be the best episode ever. Probably not. We don't know. That's okay. Bear with us. So I want to go back to July of 2022. That means that I met with Scott Vaughn, June of 2022. We had a drink at the Summit Club downtown Tulsa. Um he had just scaled, and I believe he had just sold or was about to sell a big healthcare company, and um and he did quite well for himself. So I told Scott I'd I'd just bought the agency and um we I had a good first year. I said, Man, I I need sustainable growth. Um I have a grower die mentality as we know. And Scott very nonchalantly is like, hey, this is gonna sound kind of cheesy. Um, but all you have to do, there's this book called Traction. And if you read this book, but not only read it, if you implement this book, you will grow. And that was that. I was I was expecting just this mind-blowing oration. And it was like, hey, read the damn book, and um, and good things will happen. So what did I do? I went home in July of 2022, and um, I read this book, and then what did I do? I said, You made us read it. We're gonna read this book, and then we're not only gonna read the book, we're gonna implement it. And he told me, he was like, hey, implementation is kind of awkward. There are actual you can pay attraction implementer. Um, and we did not go that route to start. But we uh it's a pretty, pretty awesome way to focus on your business and to potentially potentially grow your business. So you're thinking, okay, hey Sam, and by the way, grow your business, grow your team, structure your team, accountability. Like it's what an insert said thing here. If you have a goal and you want to achieve it, this is the place to do it. So if you look at this, and if you're listening, that's totally fine. We'll put this graph on the website. This is called a VTO, vision traction organizer. I have a blank one. There's some things that I left in here, um, but it's it's two sides of the paper. And this is this is your roadmap, right? Oh my gosh. Two two pages. Simple, easy, and this is your one, three, and ten year roadmap. Yes, it is. So um what are you gonna walk? What we're gonna walk through. You read you read this as an executive team, you read this as a marketing team, you read this as a sales marketing team, whatever your team structure is. Um you're identifying your values, okay, company values. Uh we're big LFG people, so we adapted it to LFG. Let LFG is let's freaking go. Um for today's purposes, little field team first, freaking go to the edge, and gotta adapt or die. That's what we stand for as an agency. We publicize these on our website. We our clients know these values. Um we let them out every day. We go over them every staff meeting. We give staff shout-outs about L, F, and G, give us examples of how you've adapted or died, give us an example of little field team first, and freaking go to the edge, right? So it runs the game up there. A good reminder, what I found is it's you gotta tell people over and over and over again. And if you walked to Claude, it's like, hey, what does F stand for? She would say freaking.

SPEAKER_03 9:33

Go to the edge.

SPEAKER_01 9:34

Thank you. There we go. See, but but again, right? It's just uh it's uh it's um rhythmic and repeatable, and that's okay. So here's the thing you've got your core values. You have your core focus, okay? Your focus is a team, your focus is a company. And then it literally gets into your strategy. What is your target market? What is what makes you unique? And this is here's the beautiful thing about this document. This changes every quarter. Talk to them about that. Yeah.

SPEAKER_02 9:57

So the core values are locked down.

SPEAKER_01 9:59

We have not changed those since 2022.

SPEAKER_02 10:01

In the time I've been here, I think we've gone through at least two or three sets. And this is the first one that's stuck. Yeah. So right out of the gate, I'm a believer of the system now. Because uh if if Scott had given me this book and said read it, I'd have been like, sure, sure. Yeah, yeah. Um but like it it it it actually works. So like no one's more skeptical of the stuff than me, I want to say up front. And I'm I'm a believer of this. So yeah, core values, we always review them, spend maybe milliseconds saying are these no, these are good, they're locked in.

SPEAKER_01 10:28

Our focus has changed.

SPEAKER_02 10:30

Our focus does change. Our marketing change.

SPEAKER_01 10:33

Um, probably once or twice a year.

SPEAKER_02 10:36

It does change. The further you get down the list, I'd say the more often we change it, I've noticed.

SPEAKER_01 10:40

And this this is, you know, as we talk about three-year and ten-year picture here in a little bit, um, it it has changed so much, and it changes almost every quarter on those realms. And by the way, you're focused on what are your revenue targets three years from now, what's your profitability, what are your measurables, and what does that look like as an agency, right? As a company, as a marketing team, whatever your situation is. What uh what we want to walk through is okay, Sam, so you know, I we have we have quarterly marketing offsites, we have quarterly team offsites, we've got you know an annual meeting. We know how to plan. Yeah, we know how to plan. Back in the day when we'd go to our annual off-site, which was once a year, we never had quarterlies. So, hey, you know, where where are we gonna be in a year? And we'd have we'd have some nice discussions. Um, but this gets down to the brass tacks. And so I'm gonna start with today. Today at noon, what do we have? Your favorite meeting of the week? L10. L10 is called a level 10 meeting. Okay. So you have weekly 52 weeks a year, minus Christmas. So we have 51 meetings a year that are level 10 meetings. You're coming together, and everything in that weekly meeting is playing up to I have what we call rocks. Rocks are goals. It's a silly thing that they they phrase this.

SPEAKER_02 11:47

Yeah, they call them rocks. There's a whole thing behind it. We don't want to be able to do that.

SPEAKER_01 11:50

Yeah, we won't, we won't, we won't get into that, but rocks are your goals. So my goal, so it are 90-day quarterly touch base. I want to achieve in everyone on the leadership team, everyone on your marketing and sales team, whatever the situation is, you all have at least one goal. You don't want to have 10 because you can't you can't knock out 10 things.

SPEAKER_02 12:06

And I I'll say the planning part, like when we were talking about that, yeah, most people can sit down and come up with goals or ideas and the things they want. Uh the rocks is really how you achieve those things, I think, in the traction book. They're really the meat and potatoes of the whole thing.

SPEAKER_01 12:18

100%. Um and so we we all have individual rocks and then we have company rocks. Again, three to seven max. We I don't think we've ever done five, six, or seven. We we we focus on three. We're pretty tight, yeah. You your level 10 meetings lead to those 90 days. Those 90 days when you get and come above the clouds and you're at 30,000 feet and you're sitting there looking, did we and it's it's a yes or no answer. Did you uh did you complete the rock? Did you not complete the rock? On track, off track. On track, off track. Yes, no. If you don't complete 80 percent of your rocks, that has to care be carried over to what we call your issue list. Issue list sounds you know a little intense. Um But it's an it's an issue if you don't res if you don't achieve your goals because then you're off track for your one year and your three year and your tenure. Yeah. So again, not rocket science, it's an accountability tool. And guess what? And we've had this happen. I've been guilty of it, by the way. Is when the whole executive team, when the whole marketing team achieves their rocks and you haven't, it's a gut punch. Oh, you feel bad? I do.

SPEAKER_02 13:20

It's like oh Rupe. I've never not done it.

SPEAKER_01 13:23

He does carry over his rocks. However, though, but he's got big grandiose rocks. So stepping stones to get to said goal by the end of the year, and you always do achieve those. I will give you I I will give you credit there. Um there was a time where everyone had checked off their rocks, even you, and I didn't. And it wasn't because I was slacking, things just didn't fall uh plan into place, but it went to an issue. And okay, Sam, over the next 90 days, how do you get this across the finish line? I did.

SPEAKER_02 13:50

Yeah, and when you've kicked it to an issue and you're discussing it with a group, yeah, like you said, it's issue seems like a kind of crazy or bad word, but it's really not. Like at that point, you're you're all discussing Lee how why did this happen? How can we fix it? Can we help? Is there a way to adjust it? It it's it's good.

SPEAKER_01 14:05

Chris Kaiser approached me last so our quarterly was a couple weeks ago, and um Chris Kaiser approached me a couple of days before and said, Hey, I put together a uh 20 20 slide deck on something that we have to pivot and have to change. So it's an issue, it's not an issue, but it could be an issue if we don't do this as an agency because then our our clients fall behind and then we're not a good agency. So that's that's the kind of um that that that's very important to identify those. But what you do is you got your weekly, you got your quarterlies, you come up to your annual. Did you hit your one year plan from revenue to profit to measurables to goals for the year? Yes or no? You hopefully say yes. And then what the what the really cool thing is, and you think more bigger picture here, is you go to your three year and your tenure, if you looked at our 2023, June of 2023, what our three-year picture was to be in June of 2026, we hit it. We more than hit it. And that is a cool thing to do because three years, I mean like, oh, you know, three years is, you know, it's it's quite a bit down the road. Well, no, it's not really. And what we're doing every day leads to that three year. So the it it sounds simple. It does sound simple.

SPEAKER_02 15:11

It sounds like it sounds kind of light even. Yeah. It's like you look at the page, like it's not a lot on there. I know how to plan. I I know how to be held accountable. You think so. But like the crazy part is is I I think it's not just the structure of the of the process here for traction, but I think it's the discipline of doing it every week, doing it every quarter, doing it on the annual and and discussing as a group that really makes the difference in this program.

SPEAKER_01 15:33

And here's the here's the beauty of it is um every week, sometimes we have some uh and but and by the way, you have to fight on behalf of your department or your company, and we have to make things better, right? So there are some weeks where I don't get a good old 10 of a score because it's some of these meetings are they're 30 minutes. We have we have plans in place, actions are happening, and this is a quick meeting. We always block an hour and 15 minutes. Um and sometimes it goes every bit of an hour and 15 minutes. Sometimes it doesn't. We don't force it. Like today, like today, coming out of quarterly, I would imagine this is a lighter meeting. But it's an account, it's it's not we're canceling it. Hey, we need to meet, we need to make sure we're on track for our goals. Because you kind of never know when someone in the group may have something, an issue or something they needed to discuss. Absolutely. And then the the big thing is on issues. Issues are company level, department level issues. Um, we're not talking about if if you is an issue, and we've learned this through doing this over the years, a person should never be an issue. Right. If if Roop is having trouble with Claude, Claude doesn't get elevated to our let which he never has trouble with you. You're perfect, Claude. Um, Claude would never be mentioned in those meetings because Roop is the department head, and let's say I have a tr I have a uh problem with Claude, I go to Roop. Hey man, that didn't X, Y, and Z happen. Again, Claude's perfect, she would never um so you you don't have personnel discussions here. These are company things of how you grow. Um and we gotta it's it's grow or die, baby. You gotta you gotta grow. So as you think about this departmentally, right? You're not you're not a C-suite executive, that's okay. How can you implement a plan in place where in a very, very, very important thing is this is not just for the executive team here at Littlefield Agency. Oh, that's that's a good point. You run departmental meetings, Rock runs departmental meetings, Brock r uh uh r runs his meetings, and Chris runs his meetings. And so everyone here at the agency is on EOS and traction. And um you start with your personal best personal news, your best uh business news, and then Roop is working specifically with Claude to make sure that she is doing what she needs to do to hit her goals. Yeah. Capiche?

SPEAKER_02 17:39

Yeah, capiche. And the thing you miss there is that those meetings, uh, the departmental meetings follow the same structure that the L10 meetings follow, that's the same as the off-site and the and the annual.

SPEAKER_01 17:48

And then I have my um I they're they're monthly meetings with all of my direct reports, and we're talking about, hey, you know, what what is in your potential way to not achieve your rock? We have we're having those. We're I'm checking in on you personally, checking in on him professionally. Um is there anything interdepartmentally that needs to be going on? Let's think of about you all listening in the marketing world, right? Hey, IT is not getting us what we need. Oof, we've heard that before. Issue. Right? Issue. That is a direct issue. Well, why isn't IT sharing valuable data that's pertinent to marketing and to help us close the loop at a you know, whatever level? Um that's a that's a big issue. I bet those those of you listening, you you've probably dealt with that in the past. So how do we overcome that issue? Um, how do we close more qualified leads? How do we send more leads to the dealers, whatever it is that you're trying to accomplish? And the big thing is um what's it B Hag, big, hairy, audacious goals, right? That used to be an ism here, and I'm sure you guys have heard it over over the years. These aren't big, insane goals. What you're trying to do on a quarter, they're they by the way, they have to be tangible. Yeah. They can't be far, oh, I want to go land 50 new clients this year. Well, A, we don't. Um, B, we're very selective on who we work with, but there are plans in place for me on a quarterly basis to hit our growth goals. And as we work through them, they're tangible and um and and very doable.

SPEAKER_02 19:12

Yeah. And a lot of our other goals are to support you in doing that. So it kind of rolls up.

SPEAKER_01 19:16

So, Rupe, is um as we're kind of thinking here and and wrapping, for those listening, especially those within the marketing world, what would what would you suggest? Like if you're gonna give them one tip. Do you have anything?

SPEAKER_02 19:27

I I mean, first you gotta read the book. Yep. And I would say read it instead of the audio book. Um but the the big tip I think you said early on when we started this was we were gonna dedicate ourselves to it for at least two or three years. Yep.

SPEAKER_01 19:39

So I thought we were on year five. We are on year four.

SPEAKER_02 19:42

Yeah. So like it was there was a concept that you could easily fall off the wagon here and not have your weeklies, not have your your quarterlies, and definitely not your annual. Like there's opportunity to just kind of give up on it and not be not hold yourself accountable to the system. I would say hold yourself accountable to the system and give it time to work. Yep. Like when you start day one, dedicate yourself to at least two to three years.

SPEAKER_01 20:02

Totally. And uh Rocco would be the first to tell you, even though he doesn't listen to this podcast and never comes in as a guest. He's been on once. Because he's like, man, and his 21 years here at the agency, he was like, We've tried a lot of things, and he was like, This is one of the few things that we tried and we decided we saw success and we decided to stick with it.

SPEAKER_02 20:19

Just got universal buyers.

SPEAKER_01 20:20

This is this is a a very, very good thing. So as you're thinking, and and if you're the if you're a marketing director, right, and you're not even on the executive team at your company, go invest. Uh, this book, I've got a hard copy, he's got a soft copy, what, 15, 20 bucks? 17 bucks. 17 bucks. Um, 17 dollars, buy it for your team, you read it first, you implement it. Like I said, it's gonna be a little bit awkward. But how cool would it be if you start magically hitting your goals and then you go to the C-suite and say, hey, implemented this little book called Traction, and we have seen great success, and we found success departmentally. We would love to see this company go to the next level. How do we get from $1 billion to $2 billion? How do we get from $150 million to $250 million in annual revenue? There is a way to do it, and it's just through this book and this accountability measure, and that is what I had.

SPEAKER_02 21:18

And at the end of each meeting, we review the meeting on a scale of one to ten.

SPEAKER_01 21:22

We alluded to this last week and it's total BS in our at our agency.

SPEAKER_02 21:26

So it's uh there are some rules around it. If you if the meeting is less than is it seven?

SPEAKER_01 21:30

If it's less than an eight, it's a bad meeting.

SPEAKER_02 21:32

If it's less than eight, it's a meet it it becomes an issue, I think.

SPEAKER_01 21:35

Why was that meeting a so bad?

SPEAKER_02 21:37

Why what happened in the meeting? So there's a few rules for Sam. Uh he can only get a ten if he feeds us, because these meetings are always over lunch. Is lunch coming today, Sam? No. So what's the best you can expect out of? Nine. That's right. Boo. That's right. Um so there's some rules around it. But like at the end, you try to like do we feel like we accomplished anything? Do we feel like we uh discussed issues that needed to be discussed? Um, or did nothing get done? And there's been meetings where we're like, there was really nothing to talk about, nothing really got done here. But and those are eights. I mean, those are lower ones. Yeah. Not through any fault of our own, just timing on how they worked. But like the review part is, I know, important to you.

SPEAKER_01 22:14

It is. By the way, for the record, the worst thing I've ever given a meeting is a 9.5. And I must have been in a bad mood. Yeah, that's always a 10 when I'm with when I'm with our crew.

SPEAKER_02 22:23

It's always holding out hope.

SPEAKER_01 22:24

And um, you know, here's here's here's the big deal is I this is this is awesome. By the way, we're getting zero commission off this. We're in no way tied. I would love to meet Geno Wickman, the author of this book, who he credits this uh this book and this measure to his father. I think he was at Inbound a few years ago. Was he really? I think so. I would have shook his hand and said, Thank you, sir. Yeah. Um I do credit and I give a shout out to Scott Vaughn. Scott, you you uh turned us on to this. We took it very seriously. Um this is this is just an awesome thing. If you have questions about this, by the way, someone, uh a random person, not random, I know him, um texted me last night. It's like, hey, who's your implementer? I had a whole conversation about it. So there's a lot of companies that are on this. There are other measures outside of EOS. Um we kind of looked at one uh earlier this year. We really like this. We we all we all agree to. If it ain't broke, don't fix it. The last thing you want to do as a department or a company, you never want to run with a status quo. This book is a reminder for all of us. If we're not challenging each other and there's not tense moments, then we're not growing. We're doing quite the opposite, which is dying. So that's what we that's what we don't want to do. If you have questions, hit us up. Ribster, closing thoughts. I give this podcast a nine.

unknown 23:30

Wow.

SPEAKER_02 23:31

No food. No food. No ten. Can I get a ten?

SPEAKER_01 23:34

Yeah. Thank God. We're gonna talk about this in our uh uh weekly. Hey, next week, this is uh this is really fun. Get excited. We have uh Sharon Toric. Um, she is a lawyer who specializes in intellectual property in the world of AI. She's gonna join us as a guest on the Littlefield Agency Little Talks podcast. Sharon, we can't wait to have you on virtually. Uh, we had a prep call with her earlier this week. It's gonna be some great content. Um really insightful. I think our mind, I think our minds are literally gonna be blown on this call. So it'll be a good time. So, Sharon, uh, stay tuned. We're excited to see you for our listeners. Thank you as always for listening. A different topic this week, something different to think about as you get into planning, as you get into the latter half of this year, because the new year will be here before we know it. Rock on, 10 for me. Love your brother. I'll see you later. Adios. Bye.

SPEAKER_00 24:22

And that's a wrap. We hope you found a spark of inspiration for your marketing strategy. Don't forget to subscribe and follow us at Littlefield Agency to keep the conversation going. Catch you next time.