All right. this is our hundreds episode, Corey. I,
100. Who could believe that we would make it to 100? It's crazy.
I thought I would, because I remember when I wanted to start the podcast and I was like, how do you know if you've made it? How do you know what you should do? And somebody would be like, it's going to take you about 100 episodes to figure it out. And so here we are.
Fair enough. Well, I would like to think that it didn't take a hundred episodes to actually figure out the podcast, but Yeah. I've definitely grown differently or a lot, right? Like from episode one to episode a hundred. I mean, I remember I didn't even want to do episode one. and you really twisted my arm on the day and I appreciate that. Right.
Was it that you didn't want to or you didn't think you could?
Uh, yeah. So that one, right. Like, I didn't think I could, I was scared. Right. Honestly, I didn't think I had anything to say to anybody wanted to hear. That's really what it comes down to when, you're thinking about creating any kind of content, right? Do you have something to say that you feel like other people want to hear and I just couldn't find that voice inside of myself, that I thought other people wanted to, uh, wanted to listen to.
Yeah, for me, I'd always used my voice and saying things out in the open as a way to litmus test the ideas themselves. Right? Like the best way to find out if. What I think is true. iS to tell people what I think.
Well, that's true.
And they'll either get behind me or they'll correct me in a hurry. So
man. I mean, that is, that's absolutely true. Right. And that's one of the things, I always tell people too, is why I talk to a lot of people who I disagree with. Right. It's because, I figure out in a conversation, whether or not I'm right. Like if I'm right, then talking to someone I disagree with will allow me to try to convince them in a way that allows me to internally strengthen my own argument. Right.
Or Yeah. They will convince me that I'm wrong and now I have a different way of thinking about things. And that means that I was talking wrong things. Right. Nobody wants to do that. Right. that's why I always tell people like, Hey, you don't want to shy away from, conflict. Right. Just like you said, like you talk to people, put it out there and if you're wrong, they'll correct you. Right. And if you write, they'll reinforce it.
It's episode 100. Look, we had all these plans. We want to make this huge blowout episode, this massive production. But I think we just look back at, some of our best moments were just like, hey, let's just hit the record button and let's go. Pick a broad topic and let's go. And so the topic today is What are we talking about today, Cory?
Push it to the limit.
THE LIMIT! Yep.
we're going to talk about how you take it, whatever it is and turn it to 11, and I'm here for it, I think, we can all be safe sometimes, right. But you know, safe breeds a certain type of complacency. And I think we all need to be reminded that there is an 11 on the dial. Right? And sometimes you need to chase it.
And if there isn't 11 on the dial, you can make an 11 on the dial.
Yeah, man, I would get some tape and a sharpie.
That's right. So it's, it's a little bit vague. It's a little bit unstructured, but that's what we're doing. Cause there's a lot of people that need to go to 11. I'd say, all of the people coming into the environment, It's, um, It's not easy. You're going to have to work at an 11. to get the success that you want,
Yeah,
success that you're being advertised. So go for that, but also go for a lot more you know, nobody's going to give it to you on a silver platter. Right. And here I am with 15 years of experience and I'm, I, myself, I'm thinking like, man, am I really doing the best I can? Is this the best I can do? And no, it totally isn't. So this episode is For me, at least it's useful for me as well,
now. So, you know what, I, I love how you started that out Because there are a lot of people coming into the ecosystem And I really do think, they need to hear push it to the limit. Right. They need to hear, turn it to 11. Right. And there's some. Great examples of folks who have pushed it to the limit and who have taken it to that number 11 on the dial. And have seen it pay off for them. Right. So when I'm thinking about that, I'm thinking about Kali, right?
Like Holly came into the ecosystem and she was like, I'm going to make this thing my own.
yeah, like, everything was against her too, right? She just decided. She just decided, like, I'm gonna do it. But then it was also she backed it up with action. ask her about her golden hours, Three in the morning. She's up learning. Cause that's the clearest moment in her mind during the day. She just get up. The first thing she's thinking about is service. Now, the first thing she's doing is service now whatever happens the rest of her day, the best part of her day is going to service
Right. Like just amazing. And then what else does she do? She's like, yeah, no, I'm going to start talking to people about service now. And it's like, know, who are you? I'm Kali and I'm talking to you about service now. that's enough right there. Like knowing that, that right there, that's enough. Like you're going to take my call. You're going to get on this mic with me. We're going to have a conversation. It's like, yeah. Yeah. Right. Because what's the worst that can happen?
You can call somebody up and they say no. Okay. So you call somebody else, pushing it to the limit. Just, go, go, go. Like, you don't know, like, you don't know what you don't know. And a no isn't like a, isn't a death sentence either. Right. Like a no is something that just needs to be overcome. Right. And where's Kali now? Kali's an MVP,
she started
Like boom,
Yep.
you know what? I want to give another shout out to Kalisha Moore. Right. Like Kalisha started in, in the last year, I don't even know if she's been in the ecosystem for a whole year. And she, kicked it off and she, she's found that, S and P D G group. Right. Like, she's got, they have their own slack. She's doing interviews. They're doing webinars and she's a rising star now. you know, anyway,
Well, let's, let's break down some of the lessons though. it's one of the things there's point at the example, but maybe less obvious is what is it that they did different. with Kali, backed it up with action. It wasn't, just the words service now is going to be my thing. It's the willingness to get up at 3 a. m. It's the sacrifice of other parts of your life.
Yes.
Nobody's making extra time for you. Right? And I know the matrix had that line. How can we take time if we don't make time? But I'm just like, I don't, time isn't made. It's always taken. You must take time. it like, you know what I mean? It like the violence of it.
Dude. Like, I, I got so many, things around like taken versus given, right? power freedom. these are things that have to be taken. It can never be given to you. Right. And. Honestly, like, so freedom is a great one here, a lot of folks are getting into the ServiceNow ecosystem for freedom, right? But how do you get freedom? If you think getting freedom is sitting in a class and just learning, you're not getting freedom.
You're asking somebody to give it to you, You got to take that learning in that class, right? And then go and apply it. And that's, what we've seen folks do who have been successful. We've seen them say, okay, I'm, in next gen or some other program. And, I'm being taught these skills, I'm going to take these skills that I'm being taught and then go outside the program. And turn them into practical examples, of learning and not only that, right?
Like, I'm going to gather other folks into this with me. And so now I formed a unofficial accountability group, right? Cause I think that part of it is important. What I've seen Kalisha do and what I've seen Kali do is that they didn't just do this lesson by themselves.
that's right.
They got other people and surrounding themselves with those people. Right now, you've got this accountability now. So if you, if you're tired one day, somebody else isn't going to be tired that day and they're going to grab you and drag you and they're going to pull you. Right. Like how many times have we seen that montage in a movie, where the Navy seals are coming out of the ocean. Right. And one guy's lagging behind and, you know, somebody grabs like, come on, you know, that's this.
So, so what I say, the next thing is, is that what I've seen folks do is, surround themselves with other folks and create that accountability network so that they can push forward.
And we'll have it all in the show notes. There's the ServiceNow community. There's the SN dev Slack channel, the, ServiceNow developer discord. there's LinkedIn, man. Like there's so many places you can, and should interact. I've said it over and over and over again, too. one of the things that people kind of sleep on is just drill. my dad was an infantryman, And so when he wanted certain things done, it had to be just so, right? Here's how we brush our teeth. We brush it this way all the time.
Here's how we make our bed. We make our bed this way all the time. And part of your morning routine was you first do the bed, then you do your brush. It was just so, right? But then you drill it enough and it becomes second nature. You don't think about how it's going to get done. It just gets done magically because you've just greased the groove. Right?
like that. I like
And, that's just the way it works mechanically now. And so I started off my service now journey with drill. It's like every morning come into the office, get my coffee sit and read. wiki, sit and read whatever, whatever passed for community back in those days, Um, and it was just like half an hour of learning and as community improved, it would be half an hour of answering questions or looking at questions that had right answers.
the point wasn't necessarily to, it's not like I had a focus to it. Like, I'm going to learn CSM or I'm going to learn. Whatever it was, just 30 minutes of every day had to be dedicated to this 30 minutes at least.
Right.
And then the dividend on that is five years later, 10 years later of 30 minutes a day, every workday, stupid amounts of hours. I saw Chuck Tomasi's post the other day. He was marking his 5, 000th day in service. Now
Yes, crazy.
imagine if you just learned one thing every day and committed to that and stuck to it and drill and 5, 000 things learned.
Yeah.
5, 000 service now facts.
know that I cannot give you 5, 000 service dump facts, right? I consider myself pretty good at this, right? But there's no way but imagine if you could. Right. Imagine if you could and do, I just want to say this, right. Cause you and I have talked about your 30 minutes a day before. Right. And, privately, I've told you how much I've admired that because I wish that I could do, and I haven't been able to do it. And in fairness, I shouldn't say I wish I could do it. I can't do it.
I just haven't put in the effort to actually make that one of my habits. And that's why I admire that in you, because I know how much effort it takes to do 30 minutes a day. And I see you do it effortlessly and I see the results of that, man. And I, I am just, yeah, I'm in awe. And so my point to elevating that is that it works. People, minutes a day works. Here we are. I'm talking to the guy who got me talking on this podcast, cause Lord knows I didn't want to do it.
and part of that is just 30 minutes a day. So be consistent and drill, right? Drill, drill, drill. I love that. I love that.
I'll tell you what, though, man, if I could go back. We said this on the Oscar podcast too, right? But if I could go back, the one thing I would radically change is taking notes. I have lost a shocking, depressing amount of knowledge for just not having it written down somewhere. Like, Oh shit, shit. I did that. I wrote a script that did that. Exactly. Where is it? Like way back in the garbage bin of the subconscious is floating around there somewhere. Yeah.
Absolutely. Right. And I've got, so I, at one point in my career, I took notes and I stored a bunch of scripts, snippets and stuff, and I still have those things. But what I didn't do. And what AI makes it a lot easier to do now is I didn't comment those script snippets, right? So how do you find what you wrote? If you don't have any comments,
Yeah. How do you understand it? You ever do that thing where you write something like a week later, you look at it and you're like, whose script is that?
right? Especially if it's complicated. What was that supposed to do? Yeah.
So write stuff down, folks. Write it down.
add context, especially if it's cold, I mean, I haven't, I've never actually tried this with actual, human scale language notes, but maybe you could actually get, chat GPT and notes to your notes, right? Like context sensitive notes to your notes so that you can find them easier to search in your, one note or whatever. The other thing is that people use notion, right? Maybe, uh, I can add comments for you there to make this stuff easier to surface, right? Because that's also important.
It's not just taking the notes, but being able to find the thing that you're, writing down is really important.
Yeah, once your notes gets to a certain size, for sure.
Yeah, yeah, no, absolutely.
gotta strap, all of that. Okay, we're back. Another thing, I'm totally off my track now.
reflect. Yeah.
Any more than I already do, because 1 thing that CJ and the Duke has really provided me over the past couple of years is that time to reflect, we're reflecting on our careers, reflecting on our jobs
Yep.
for the audience's benefit, but it's also calcifying stuff in our own mind.
Yeah, absolutely. Right. There's a predominant theory in public speaking, right? When you're talking to an audience that they don't hear you unless you say it three times, I seem, I also feel like I don't internalize a thing, right? Unless I reflect on it three times or, to integrate it into my, consciousness or body of work experience, whatever you want to call it, right? Yeah. talking about it here with you, Duke, that's one thing I write it down again somewhere else, right?
As another thing, right? And then, you know, however, whatever the third thing become and then so what happens in this is another and I can't find the guy that I, jacked it from. But, he says, I write a lot of content about the things that I'm thinking about because when I do an interview, I'm no longer doing an interview where I'm thinking about the subject. I'm just recalling the things that I've
Yes,
right?
yes. And that's part of the reason I participate so much. I do it mostly from the service now developer discord now, but it's so important to engage with other people's questions because There's like the set of stuff that you know for sure, right? That you could just dead recall. But there's like such a potential energy, that's a much larger set of things you can know, but you won't know until somebody asks you, and then it's like blink, blink, blink, blink.
All the pieces fall into place, but those pieces would have never fallen into place unless somebody asked you. So I've been so Motivated and captivated by this idea that there's all these things that I could know that I don't because nobody's asked me yet.
Yes, yes,
And so I'm just like, ask me questions. Please ask me questions.
Because then you got to go in and you figure it out, right? Or you know it, right? And you're sharing it or whatever, right? Like the whole nine yards. Everything we just said. Yeah, no, no, absolutely. Do like, how do you know if something's important unless somebody's asking you about it and how do you make that top of mind? Actually your questions, love the questions. All right. What else we got?
going to the next level. we can talk about career planning.
Yeah. All right. That's a good one. For me, I didn't plan my career. I I kinda happened into it. but I will tell you that I prepared myself to happen into it. Right, and that sounds like next level because it kind of is, what I've done is that, I say, yes to everything, you know, and you might, this might sound familiar, right? I said, there's a lot of knowledge last year and ever since, but it's the truth, right? Opportunity surface. and you then have a choice to make, right?
Are you going to say no to the thing? Or are you going to say yes to the thing? And what I'll say here now is what I've said previously. Like, I can't recall a situation where I had a positive impact to my life by saying no. So there are choices that I've made. That were not successful, obviously. Right. Like everyone's going to have those.
But there has never been a successful choice that originated from a no. So, you know, when an opportunity knocks, when you're considering whether or not you're going to do it, think about that. The only way that you're going to see a positive benefit is if you say yes. it doesn't matter if you have a career plan at that point, right? Well, you should. Elaine Duke's wanna talk more about that 'cause he's better at that than I am.
But to set yourself up for the career plan, you gotta be open to saying yes to opportunities, right? And so just that's the base.
Everybody talks about like, plan the career, but. Someone told me once like the older you get, the more you realize like life kind of happened to you. Right?
Yeah. Yeah,
like you decided your way through it. but there's a certain sense of the plan is to be capable, like you were saying, build the capabilities and increase the probability that when opportunity knocks, you will be at home, waiting for it and not out doing something else. And so especially for the beginners, they're under so much pressure. Oh, you got to pick a niche. You can pick ITOM, you can pick CSM, you can pick SPM and niche down, niche down. It's all about the niches.
Go, go, go, niche, niche, niche. And it's like, they're not even through the, they just got their CSA. They haven't even had like a year's worth of practical experience and people are telling them to niche down. And it's like, how, how?
So the only time I'd say that you can niche down the early is if you are an industry, specific subject matter expert.
yeah, that's
Right. That is the only time it works. Otherwise, like, you need a broader base before you can niche
That's right. There's three variables that influence and where you niche, the combination of interest, baseline skill and, proximity to opportunity,
Yes.
You get somebody who's, maybe they've been a cabinet maker and they don't like being a cabinet maker.
Yeah.
they got the capability, but they don't have the interest.
Right.
and my journey with SPM was like that. I didn't have the interest, but I did have the capability in terms of like, I had enough platform knowledge to learn it very quickly. And I had the last variable, the proximity to opportunity was so vast. Like I had a customer that basically we don't want anybody else. We want you and we'll pay you this, obscene amount of money. To learn and take this journey with us. So it was like the opportunity is what drove me into the niche.
But if I think about that from the outside, what am I going to do? Am I going to study SPM for eight, for like eight months?
Yeah.
that on my own? Not knowing that there's payoff at the end.
Yeah. Why would you do that? Right.
I think, I think a lot of people think it's just like, oh, I'm going to study the now learning stuff. I'm going to get my exam. That's something you can do in, two, three weeks. if you're good academically, but it's not being credible in the ecosystem, not by a long shot.
Right.,
If I told you that credibility baseline, credibility takes you eight to 12 months to get on any of the niches, you'd be a lot more careful about which one you picked. You'd be waiting for somebody to say like, Oh, we need this. You'd be waiting to see the demand before you went and paid that sacrifice.
Man, that's so true. Because you would, value that investment differently if you didn't think there was a payoff. Right. Or if the payoff was uncertain.,
This is another thing about turning it to 11 is you have got to divorce yourself from the marketing bullshit in the ecosystem in any ecosystem,
Yeah.
right? If somebody is telling you, this is how long it takes and it sounds, amazing, have a voice in your head that says, but what if it's not that,
Yeah.
Because I think a lot of people want to believe that being an expert in SPM is one cert away and you get the cert by taking a course and writing a multiple choice exam on it. And that is not expertise.
I think there's a willingness to sell expertise as something that is easily attainable. But when it's not, So, there's novice, right? That's the very beginning, right? Then there's expertise where you've walked down the road significantly. Right. And then there's a whole middle road, Where you are competent. And I think the problem is, is that, you know, make yourself competent in six months does not sell books.
Nope. Months. What? Yeah, no, everybody wants that quick.
but months in that sentence, but also competent in that sentence. Right. like, you don't want to go to a job interview and say, yeah, no, I'm competent. Right. Like, I'm great. and so you sell great, people sell great, they sell quick, they sell great and they make things sound unrealistic. Right. But ultimately I think competence is always easier to get than expertise. And competence is more than fine. Right. If you dress it up well.
But I just think, you know, I think sometimes people flame out because they've been sold the concept that expertise is something that they can attain quickly, and then they find that it's impossible. But competency is something that they probably could have obtained in that same amount of time in which they were looking to obtain the expertise. And that is something that you can build on. And that is something that gets you in the door.
And I will say once you found your stride, I know it's it's so hard right now, To be in the beginner's seat. And, you've got the certifications. You did everything everybody told you to do. And it's still like, find a job. I don't get that 1st job. Everybody's saying I need X years of experience and whatever. But as soon as you breach that barrier, understand and believe that, What coffee is for closers, right?
Yeah. Yeah.
Is the term
Yeah.
you have to do the hard stuff and the people who, get the hard stuff and do it are the ones who get the rewards.
You know what? You said something in there, that I want to dive into because I was always find that this thing annoys me. the X years of experience, right? And what I want to tell folks out there is that you might not have X years of experience, whatever X is, but that's fine because X years of experience is really just a proxy for determining That's Competency, right? But from for determining, you know, whether or not you actually can deliver the thing that's that exists.
And so the only thing that you need to do to get past that X years of experience gate is demonstrate the competency that they're trying to actually understand, right? Like the competency that they're trying to discover, right? So Don't worry about if you've got, two years, of experience for an entry level job, What they care about is, can you do the job right? Cause nobody cares about really what you've done anywhere else. They care about what you can do for me here now.
And they use all of those other metrics, It's just basically as a proxy for being able to demonstrate that you were able to do those things without them having to run like some kind of in depth background check to understand it.
think about all the different things that you could learn in service now in five years, right? Like me doing five years of SPM doesn't make me One bit better at doing itom board,
Right
not even a little bit. And so everything they say about X years experience, what they mean to say is we don't know what questions to ask, to find the credibility and we've been burned before. That's what it's saying. And so having the hard skills is not enough. You've got to learn to talk about the things that you can do. And here's an example of the right way and the wrong way. The wrong way! This is how you talk about your ServiceNow skill the wrong way.
I use, Business Rules, Client Scripts, UI Policies, Flow Designer, Schedule Jobs, What else we got? JavaScript. What else we got? UI builder, uh, did I say flow designer? Yeah, I use all of those to build solutions as per customer requirement.
You
Now, Corey, what can I do on service now?
No idea. Yeah.
But if I say, hey, listen, I replaced Salesforce. At a global contact center, and we made it much simpler so that the training time went from 3 months to 3 days. And we also racked up like, 100, 000 dollars a year savings on licenses and we prototyped it in a day and deployed it in 3 weeks. Now, what can I do on service? Now,
Yeah, now I know exactly what you can do, right?
exactly. Now, maybe you don't get a whiz bang dragon slay like that, but you can still, attach the thing to its outcomes.
Yeah.
How many times have we said that we should, I bet you outcomes is the most common word if we count all the words we've said on this podcast
Followed closely by value.
Yeah,
Well, but it's true though, Duke, and I think it's because, Folks who who are in the ServiceNow ecosystem probably identify as techie in some way, And techie folks love technology, right? Like a lot of us. Oh, yeah, maybe a little bit, you know, and,
No, I mean, they clearly love technology, but do you, do you, do you think the majority of the newcomers to the ServiceNow space would tell, would label themselves as techie?
yeah, no, that's a good question.
I think it's a coin toss. Now, I think five years ago, probably, but I think with NextGen and RiseUp and the programs with the armed forces. I, I don't think. The majority are thinking that they're technical.
Well, you know what? that's a leg up, Than on the rest of us. Right? Who do, consider ourselves, techie, right? And I'll tell you why is that when you approach ServiceNow from a techie perspective, you elevate the code, you elevate, platform, you elevate the tinkering. And you think less of, or don't focus enough on often, the outcomes and delivering value for the business in a way that they can use to make money or reduce costs, that's what ServiceNow is for ultimately, right?
To make money for the business or reduce costs for the business. And if you're coming into the ecosystem and you're not thinking that this is a tinker toy, then maybe you should come into ServiceNow world Thinking that this is a, a tool for businesses to make money or reduce costs. Right.
And if you can internalize that, then you're already a leg ahead of a lot of folks who are advertising themselves as people who know flow designer, business rules, client scripts, UI builder, you know, workspace, et cetera, right? Like, you know, and given that bulleted list of the things that they know.
Versus someone comes in and gives that other spill that you did, Duke, where you talk about how you took this thing and did this thing and save this amount and you did it in this amount of time, those sorts of words that, folks are looking to hear because ultimately service now is a two, two. Make money for businesses or save money for businesses that makes sense. I'm on my way off base
I mean, it's really the, core essence of it. Like, when I do my, coaching cohorts, the first couple episodes, isn't jump into the tech. It's, why are we here?
Right, right.
how did this service now thing go from, you know, nothing to the size that it is today.
Yeah,
And it's because it solves a certain class of problems. So we better be really clear about what that class of problems is because we're not using this to make angry birds. You
I'm sure somebody could at this point
exactly. but would you want to right?
Right
and I don't, I, I know there's some tension there because I always tell people, hey, look back over your past life or your hobbies or your crafts or whatever in order to find motivation. Of what to build, right? To crank up your skill, and not a lot of those apps would get put on a service. Now, it wouldn't be worth it. Right?
Right,
But it showcases the class of problem that you can solve. We talk about it all the time. My soaping app. Right? So I make soap and you know, there's always a risk that you can waste your ingredients when you're making a batch, right? If I pour too much, I, I screw up the ratio of the batch. Everything's a waste.
Yeah
and also like, how much of it do I have left? So if I'm planning a batch, I want to know if I have enough of everything before I pour it out of the bottles. So I use ServiceNow to control my raw inventory, quantities and consumption. And it helps me make better supply chain decisions. I didn't do it because some company out there, some is going to put the soaping production app on their instance. No, of course they're not. But they might need something that, monitors and manages raw materials
yeah,
cough loaner laptops cough. Yeah,
and, and all of that stuff is, is very similar. Sometimes you're just switching out the unit, right? Like the unit of the thing, right? Is it a, whatever the ingredients are that go into soap, or is it a mouse and a keyboard and a printer and USB cables or what have you, right? At the end of the day, it's all the same stuff. Right? It's all tables and forms and so on processes and so on and so forth. Right?
I, I think for this year's cohort for this is me pushing my limit for when I do my, my next coaching cohort this year on top of making people pick their own capstone. I think I'm just going to have a suite of capstones that people can do. Because I think people should just have a library of problems that they have solved. So,
Right.
do in my cohort, the soaping inventory 1, but Holly writer, she just did that. used car lot process where they take everything from the acquisition of vehicles to the repair and detailing and cleaning so that the sales people can see what cars are ready to sell. And then actually the cell records go in service now, and you can see which cars are in contention.
And then it's got all the financials so they can see, like, how much margin each rep is making and what cars are best at selling or And so I'm like, that's a great thing to model out. When you're talking about acquisition management, and then when you're talking about managing the performance of a sales team, that's a great problem to solve some other, you know, I got another person he worked in medical, claims processing.
And so it was kind of like processing the claim, like the person says, I use these treatment codes, and I'm therefore asking for this amount of money. Well, do we need certain pieces of evidence for that? And, what actual money we're going to give them and when we tell them how much money actually, like, do they have responses? Is there a reconciliation for that?
Like, there's all kinds of these problems that if you just keep building those out, you just get a feel for the, yeah, like, what am I trying to say? Corey? like, who cares how a planer works until you actually have to even out wood
yeah,
you have to have to shave exactly a millimeter off of a piece of wood. Then and only then is the planer going to make sense.
you've got to do to think, I mean, at the end of the day, like, you don't understand how it all works until you actually use the thing to make it work. Right. Like, you don't understand how flow designer works until you actually build flows. you don't understand how, email works until you send one. Try to explain, like, email to someone who's never sent one. Well, I'm going to write this thing into like a screen and then send it to somebody. Right? Like, you like, huh? Like,
Send it to somebody.
right? How, how do you get it to them? Right? You know? And so ultimately, There is no substitute for actually doing the thing you can read all the articles you want to all the wikis, all the docs. But if you do all of that without. Getting the PDI right and banging on the instance and probably getting to the point where you need to reset that thing a couple of times, if you are doing all of this without getting to that point, you're probably leaving a lot of understanding on the table. Right.
And notice, I didn't say knowledge. I said, understanding, Because that's the key. That's what you want. You want to be able to understand the process and the platform. Right. And you can't do that without doing it.
Yeah. You know what? I'm having a massive aha moment here because in my first three coaching cohorts from last year, it's a, it's one thing to be lectured at by somebody who's been there, done that a hundred hundred times. And so I put a lot of time and effort into building some exercises, right? You don't get the instructions. You get told what you need to produce
Right.
and that puts one tool in context. But for next year, it's going to be a lot more like solutions, like full on app builds
Okay.
I'm putting this out there. This is me pushing it to my limit next year. my coaching program is going to be. The best thing money can buy or bust.
Duke, like, if anybody can do it, you can, the knowledge that you have around this and a dedication that I've already seen you put into this, if there's anyone who can deliver on that promise, like I have full confidence that it's you
So if anybody wants to be an advisor for that effort, And if anybody's interested in actually being a part of that mentorship program, please reach out. I don't have any of the details yet. All I know is that it's going to get done. This is my mission for 20. This is me pushing it to my level.
push it to the limit, baby. All
What about you, Corey? What do you got up this
man. I know you're gonna put me on the spot. I knew you were gonna put me on the spot, right? Like, uh, you know, you don't put yourself on the spot and you're like, yeah, no, I'm not going out here on this limb alone. I knew it. I knew it. I knew it was coming. How I'd like to push it to the limit. It's, yeah, Looking at the consulting that I do differently, what I think the market is missing, And what I know that I bring to the table, is really helping folks get the most out of service now.
what I know natively is that when I show up at a client, I'm giving them the ability to have someone who understands both the technology and how their business works. And being able to merge the two so that they get the best out of service now to drive that business, right? Whatever that business outcome is, like, whatever that synergy is, I'm the person who can come in there and I can talk to whatever. department head or C level if necessary, whoever, right? Understand.
Okay. So why did you actually buy service now? Right? Like, what are you actually trying to do with this thing? I'll tell you what, there are a lot of people who can't even answer that question, why did you buy it? And what is this thing supposed to be doing for you? But that's the 1st question that you actually need the answer, right? Because when you get to a point, yeah. Well, you've got this platform out here, right?
You're doing things with it and you're paying for it, you want to make sure that is aligned with the, with the mission of the business, whatever the mission of the business, this often the mission of the business is profit plus, right? Like it's going to be, we need to make money and we are also, and we're making money in this way. Okay. So how can service now help you do that? We don't know. Right. Nobody knows most of the time, right?
Like they've got here and they, and you know, and things happen. So I like what I'm really good at is making the business be more intentional about how to use service. Now, quote that, uh, so
Alright folks, there you have it. That's episode 100. You guys, and I just thought just a quick note. Thank you guys so much. There'd be no business getting to episode 100. We wouldn't even made it to episode 50 if we hadn't had people watching but be telling us. that, the thing is making an impact on their lives. Thank you so much for listening. Thank you for all the likes and comments and shares, and hopefully the next 100 are even better. Thanks so much folks.
thanks everyone again. Right. I just want to echo Duke. I normally let him do the sign off, but this is episode number 100 and. there has just been so much that this podcast has given me over the last several years. And really, I wouldn't be here in this space if not for you Duke. So I just want to say, I appreciate that. But also all of, all of our listeners out there and everyone who I've ever bumped into and told me, Hey man, I love the podcast. Thank you so much. I appreciate it.
You have no idea how much that means to me.
Thanks folks. See you on the next one.
Bye bye.