[0:09] Darren: One of the jokey things about entrepreneurs is that they’re essentially unemployable. The world’s media flocked around him because there’s basically this zombie looking man. I’ve probably listened to that over a hundred times by the time I present. What we have here is a room full of Margarets.
On this week’s Engaging Marketeer and BNI Education Slots combined post, we are going to be speaking to Greg Davies-Polaine. Greg is the executive director of a number of different regions of BNI in the UK. He is a host of the UK conference and he is the host of the global BNI conference, and I got the privilege of watching Greg strut his stuff on the stage in Hawaii last year.
Greg is an incredible public speaker. He’s an incredible BNI member and he is an exceptionally funny guy and a brilliant storyteller. So let’s find out from Greg how he does what he does, why he does what he does, and what advice he’s got for anyone else who wants to get themselves out there the way he has.
So Greg, you’re obviously in BNI as an executive, and your category is a bit of a strange one because your business within BNI is The Story Fella, I believe is what you call yourself. What exactly is The Story Fella and what the hell do you do?
[1:31] Greg: Just to strive for clarity from the start, I’m not a member.
[1:36] Darren: You’re not actually a member?
[1:41] Greg: No, I’m not one of the most important people. I’m not a member, I’m a servant of members. So I’m an executive. I own a franchise for two regions, London South East and Croydon. They were one region when I came in.
I joined as a member twenty years ago this coming February, so just a matter of weeks away. I had a signage company. I used to do vehicle graphics, banners, that kind of stuff.
The Story Fella is my public speaking persona and I like to use stories to illustrate points and drive people towards finding the answers for themselves. Whenever we are dealing with entrepreneurs, using examples works far better than telling people they need to do something in a certain way. Examples lead people to the correct answers and you get less friction.
One of the jokey things about entrepreneurs is that they are essentially unemployable. I know from my point of view I would not want to go and work for anyone again. If you give an entrepreneur a system, the first thing they will try to do is shortcut that system.
So if, in a training capacity or presenting capacity, you say, “You have to go and do this,” and your audience is entrepreneurs, you can pretty much guarantee ninety nine percent of them are going, “How can I find a shortcut around that?”
The most basic form of telling a story is saying, “These people did this and had success.” Using peer to peer examples leads them to think, “I’m going to try that,” and it stops being you telling them and starts being their idea.
The Story Fella came about from a one to one with a member. My region is South East London and, even though I’m a bit of a mongrel in the UK, I was born in Lancashire and raised in Sussex. Both of my parents and grandparents came from my region, so it is a bit serendipitous that I’ve ended up back there.
The Story Fella does sound a bit South London geezerish, “story fella, story fella,” which is kind of how the name came about.
Huge testimony goes to my first executive director when I joined, a gentleman called Andrew Hall. He was a brilliant storyteller. He could have a room hanging on his words. He was a very tall gentleman, so he had a unique figure on stage. He used his arms a lot to illustrate points, and watching him and watching how the audience reacted to his stories, I knew that was how I wanted to present.
So that is how The Story Fella came about. I weave stories wherever possible into education slots, feature presentations, training events and ultimately public speaking engagements.
I’m under no illusion that everything I do outside BNI, any corporate training, writing or speaking, I’m only blessed and honoured to do because of the success of the members in my region. It all tracks back to being involved in BNI. At no point do I think I’m going to be the next Jim Rohn or Simon Sinek. I just feel stupidly honoured to do what I do right now.
[5:45] Darren: That’s great that you say that. I mean, I’ve got a bigger ego than that. I do it because I just want to get in front of everyone.
So what makes someone who runs a signage company say, “I want to get up and do talks in front of hundreds and thousands of people”? Because the two biggest fears in the world are death and public speaking. Some people have a bigger fear of public speaking than death. What made you want to do that?
[6:14] Greg: It’s funny, I use that as a great example in my training as well. I go through the top five. The top five are fear of heights, fear of flying, fear of spiders, fear of death, fear of public speaking. Then I lead on with a joke that next time you are at a funeral, the majority of people would rather be in the box than delivering the eulogy.
We have to address this fear of public speaking because every single week at a BNI meeting, people are speaking publicly. The reason BNI works is because after week one you are presenting in front of friends. You stand up in front of a room of people you know as a majority because you have seen them before, and it stops feeling like public speaking.
I also recognise that the skill comes from the doing. The more you do something, I am not going to say easier, but the more comfortable it becomes. Public speaking is a skill. It is a learned ability and it needs to be practised. That is why you see incredibly accomplished speakers using wonderful techniques like anchoring or moving to certain parts of the stage to illustrate different parts of a timeline. Those are learned skills. No one does that naturally.
I saw the benefit of BNI very early on, both financially in terms of my return and personally in terms of the support I received from members around me. I naturally wanted to give back to my own chapter, then my own region, then the region I ran and then BNI as a whole.
I still feel like I am in a massive deficit with what I owe to BNI, considering what it did for me in those early years and still continues to do for me. During the toughest moments of my life it has always been BNI members who have rallied around me. I have a theory on that. BNI members are close enough to you but not too close that it affects them personally.
When you go through a challenge or a bereavement, you are surrounded by friends and family who also have a relationship with those involved. BNI members are close enough to support you but not so close that the situation impacts them personally, so they can focus entirely on supporting you at the time you need them. It is a beautiful thing.
I experienced that and wanted to give back. So I started doing education slots. I stepped into a leadership role, helped the chapter grow. I would love to say I did it single handedly, but it was incredible members around me.
Then I supported active groups, launched new groups. Launching new groups into new communities is a wonderful thing to do. The second group I ever launched, Achievers, is still going in Sussex. It celebrated its fifteenth year a few years ago and there were still members in the room who joined on day one. That is a legacy I don’t think anyone sets out to create but is incredibly special.
We don’t know how long chapters last. There are founder chapters still going. My goal is that some of the groups I launch will outlast me. I don’t assume anyone will remember who launched them, but the reason they exist is because me or someone on my team decided to start a community there.
As soon as I started giving back to my own group, public speaking came as a development side effect of those roles and I found it easier to tell stories.
I remember doing a presentation at the first group I ever took over, Platinum, which is a fifty plus member chapter in Worthing. They are still going. I worked with them from the mid twenties to over fifty by running a succession of big visitor events.
There was a wonderful member who joined during the first event. I did the formula that works out how many relationships there are in a room. You’ve probably seen it or done it. It is n squared minus n divided by two, where n is the number of people in the room. I had a flip chart. I drew stick figures. I went through the maths.
It was a successful visitor day. We joined five or six people, including this member. I went back a few months later and she said, “You’re not going to do that terrible thing with the flip chart again, are you?”
Everyone said I should have just done it again because it worked, but I’m a massive sufferer of imposter syndrome. I overanalyse everything. So I said, “No, of course I’m not doing that again,” and then realised I had absolutely nothing prepared.
I was standing in front of about fifty people and I had nothing in my back pocket.
So I started thinking about what BNI actually is. I realised BNI is a formalisation of what we used to do fifty, one hundred, two hundred years ago. Communities were tight. If someone needed the shoes changed on their horse, you sent them to the farrier you trusted. “Go see Darren, he’s brilliant.”
That’s what BNI is. It is formalised community trust.
[13:30] Greg: I tracked that forward to my childhood. My mum and dad were from South East London. My dad followed work up to Lancaster where my brother and I were born, and then again followed work down to Sussex. We bought the worst house on the best street in a town called Crawley. Crawley was a new town and had a bit of a bad reputation.
I always made a joke that the worst house on the best street in Crawley meant I had two burnt-out cars and an abandoned fridge in my front garden rather than one. My mum and dad knew no one in Crawley. They had no established network.
I would tell the story of me playing football on the green opposite my house, using jumpers for goalposts. The ball would go over the fence of the lady who lived next door and I would always get sent round to collect it. I would knock on the door and say, in a childish high-pitched voice, “Excuse me, Mrs Elmers, can I have my ball back?” She would answer the door holding the collar of her Doberman, which was like a velociraptor. She would say, “You can have it back this time, but if it comes over again, I’m feeding it to the dog.”
As soon as I started telling that story, people nodded along. When I said there was the matriarch of the street who would threaten to put a knife through your ball, people nodded. Everyone remembers that person.
Then I got to the crux of the story, which is that the reason I always got my ball back was because Margaret and my mum were best friends. I still remember Margaret’s phone number to this day. I’m still connected with her on Facebook. Margaret was the person we were told to call in an emergency.
I once said her number out loud and someone said, “You realise that is still her phone number?” All anyone had to do was add Crawley’s area code.
Margaret had lived in Crawley for decades. When my mum’s car broke down she would say, “Go to this garage, don’t go to that one.” When the boiler broke she would recommend the right plumber. She would even pick up the phone and say, “You need to look after my mate Jackie.” And these guys would turn up, do an incredible job and often undercharge us or say, “It was just a switch, give us a drink for it.”
That happened time and time again. Even the Pearl Insurance guy who used to visit our house was recommended by Margaret.
And then I make the joke that what we have in a BNI meeting is a room full of Margarets. A room full of people with years of experience in the local community, with relationships built, who know who to recommend. Right now there are gaps in their address books and those gaps are in your category.
That story that I told on that second visitor day is still the story I tell at visitor events now. I’ve got a number of them, and it’s the story I encourage all directors to develop. Think back to your childhood. Think back to the person who was the go-to in your community.
We’ve had milkmen, postmen, people’s fathers, religious leaders, scout leaders, football coaches, all sorts. One director in Sussex told the story of a woman on her street who was the first person to get a phone. Everyone used her phone, but the rule was if it was a tradesperson, they had to write their number down. She literally had a little book full of trusted contacts. It was like a pre-qualified local trades directory, better than the Yellow Pages.
As soon as we started using that story, you could see people nodding. Darren, I would bet that as I tell that, you’re thinking, “Yeah, we had someone like that growing up.”
[19:25] Darren: I am thinking that.
Greg: Exactly. And if you’re thinking that, every visitor in the room is thinking the same. When you say, “That’s all we do here, we’ve formalised what communities have always done,” they get it. Communities have always recommended the people they know, like and trust.
BNI has formalised the high touch process in a high tech world. We formalise relationship building and trust. We also recognise we’ve got gaps, and that’s why visitors are invited.
You could call it a well-scripted sales pitch, but it doesn’t feel like one. It doesn’t feel like an alternate close. It is simply: this is what we do and this is why we do it. When you back that up with stories of support and success you see in BNI, it becomes powerful.
You asked how I ended up public speaking. The truth is I wanted to be a leader in my chapter and give back because of what the chapter gave me. That scaled across the region, then across the organisation.
Ultimately it was my limiting beliefs and imposter syndrome that made me stumble upon the power of storytelling. Seeing people nod along, seeing people engaged, is an incredible thing.
[21:31] Darren: It’s quite a rush, isn’t it? It’s quite a feeling when you’ve got people hanging on your every word. It’s almost like a drug. I’ve done stand-up comedy and when you come off stage the first thing you want to do is go back on again.
[21:49] Greg: Yes, it can be really addictive. I was very lucky to be the MC at the Newcastle conference, not the most recent one but a few years back. We’re probably talking around 2015, just after I became an executive director. I threw my hat in the ring for that.
One of my big tips is: if you want something, throw your hat in the ring. Let people know you’re open to it. If you don’t ask, you don’t get.
I was at a global convention with Tim and Charlie Lawson, our national directors, and I asked, “How do you become the MC of the UK and Ireland conference?” At the time it was a bit of a poisoned chalice. No one really wanted to do it. The first person who did want to do it was Julian Lewis, and he did it for two years in a row.
I said I’d love to do it, and they told me they’d bear it in mind. The next year they offered it to me.
On the last session, after the final keynote speaker had spoken, I closed the conference. You shouldn’t really do this as an MC, I now realise, but I didn’t know that at the time. I closed by telling a story.
I told the story of John Stephen Akhwari, the marathon runner from Tanzania in the Mexico Olympics. He was one of the favourites but he took a fall early in the marathon. He got injured, bandaged himself up and basically limped the entire race. He came into the stadium an hour after the medal ceremony had finished.
The crowd was sparse, but the world’s media flocked to him because here was this injured man limping into the stadium, refusing to quit. When asked why he didn’t give up, when so many uninjured runners had dropped out, he said, “My country did not send me 10,000 miles to start the race. They sent me 10,000 miles to finish it.”
I told that story and said, “I cannot wait to see how your journey finishes.”
Halfway through telling it, I had a moment where I couldn’t hear anything in the room. I looked up and realised every pair of eyes was on me. Everyone was listening to every word. It hit me that I needed to land this properly. Thankfully, it hit home. It resonated. I was lucky enough to be the conduit for that story.
That was another reinforcement of the power of storytelling.
A year later in Dublin, two things happened. I mainstaged solo for the first time with a thirty minute talk, and I won Executive Director of the Year for the first time. I track that back to the moment on that stage when I realised storytelling had that level of impact.
[26:34] Darren: But you can’t just get up on a stage like that and tell a story that has everyone eating out of the palm of your hand. It requires a lot of training, practice and effort. You mentioned alternate close, stage anchoring, using positions for timelines. You’ve clearly had a lot of training. So what training have you done and who were your inspirations?
[27:04] Greg: I’ve had no formal public speaking training other than doing it a lot.
Darren: You’re kidding?
Greg: No, not at all. But I’ve been lucky enough to see some incredible speakers. Whenever I’m in the car I’m either listening to the Spotify playlist of the band I drum in, because I forget the order of the songs, or I’m listening to an audiobook.
A member in Sussex, Ben Davis, once said a quote that stuck with me. I don’t think it’s his quote originally, but he was the first I heard say it: “Everything we want in life is kept on the top shelf, and you reach it by standing on the books you read.”
I loved that. So I either listen to music or listen to audiobooks, and I prefer when the writer reads their own book. You learn how they deliver stories.
BNI is blessed with incredible speakers. There are not many organisations that generate the level of talent we have, because not many organisations insist that people rehearse public speaking regularly. Some corporate speakers are dreadful because they’re not used to doing it. They’re experts in their field but not in presenting.
BNI gives people regular stage time and that develops talent.
I was also part of a network marketing company about twelve years ago and saw incredible speakers around the world. People like Darren Hardy, Chris Gardner from The Pursuit of Happyness. We’ve had brilliant speakers at BNI conferences. I went to an ActionCoach event where I saw Matthew Syed, Michelle Mone and others.
I practice a lot. I research stories heavily. The key to a good story isn’t the story itself, it’s how you tell it to fit the message you want the audience to hear.
I have stories I’ve been telling for years. One story opens the Infinite Legacy book I co-authored with Ivan. It’s about Alfred Nobel reading his own obituary and choosing to change the legacy the world would remember him for. I’ve used that story in leadership training for over a decade.
A story can fit multiple messages. The Akhwari marathon story could be about tenacity, duty, commitment, finishing what you started. You can adapt stories to fit the lesson.
That’s the real power of storytelling. There are stories around us all day. I document stories regularly, even if I don’t use them straight away. Then when I’m asked to speak or write, I look back through my list and see what fits.
[32:58] Darren: You mentioned death by PowerPoint earlier on. I’ve seen a lot of talks at networking groups that are death by PowerPoint. Public speaking isn’t easy for some people. Some people need visual prompts, some need cue cards, some need to read. What’s your preferred technique when you’re going on stage to deliver a talk or a ten minute presentation? Do you write everything out and memorise it word for word? Do you use cue cards? Do you improvise and just know your key points? How do you like to do it?
[33:17] Greg: A lot of my presentations have very detailed stories. Whenever I go deeply into a subject they have figures, stats and sometimes quite detailed biochemistry. I can’t improvise around that. The audience can always tell when you’re winging it.
There are two things I do. I print out multiple copies of the presentation in very large text and just bullet points. I’ll have a set on my lectern, a set front and centre on the stage, and a set on the opposite side, because lecterns are usually off to one side.
I bounce around the stage a lot. Wherever I am, if I get stuck, I can look down and see the bullet point that reminds me where I am. It’s rare that I get stuck, but the prompts are there if I need them.
But the only reason that works is because I rehearse. I will open up a Zoom call and record the presentation with my notes in front of me, reading it verbatim. Then I take the audio file and listen to it.
I hate the sound of my own voice. I always say I sound like a budget Dale Winton. But for a thirty minute speech I will have listened to that recording over a hundred times before I present. Multiple recordings, too. I’ll listen, pick faults, record again, listen again. Even when I’ve delivered it live, if I can get hold of that recording I will listen to it before presenting it again.
I get invited to regions to do members’ days. On my way there I’m listening to the presentation, even if I’ve done it many times. My latest talk is called The Difference. It’s about four things I’ve seen consistently in twenty years at BNI that separate those who succeed from those who struggle. It has lots of stories. I still listen to it because if I’m not rehearsing regularly, I get rusty. Public speaking is a skill. Like riding a bike: you don’t forget how, but your first time back after years is clunky.
I never take it lightly. I always get nervous. Before a feature presentation or an education slot, I get a squeeze of adrenaline. I’m a horrible person to live with before I deliver a keynote for the first time. You cannot talk to me for about an hour before. Not because I’m being a diva, but because I feel the weight of the responsibility.
People say, “You’re amazing, you’ll be great, you’ve done it before.” It’s not about doubting my ability to speak. It’s that I’ve been asked to deliver something meaningful and I want to ensure I deliver exactly what the organisers and the audience need.
[38:24] Darren: That’s perfectly normal. I’m shocked to hear you haven’t had training because you’re so good. But I’ve had speaker training and what you’ve described is called getting in state. It’s the process of composing yourself before a talk. You don’t check emails. You don’t talk to people. You don’t look at your phone. You shut yourself off, go through your notes, listen to your audio, do whatever you need to do. If you read something that annoys you, it can ruin the whole talk. If you have an argument with your wife, it can ruin the whole talk. What you’re describing is standard.
[39:13] Greg: I’ve also been backstage and seen some very unpleasant speakers. I need to pick my words carefully. Speakers who don’t treat the people around them very well. They exhibit diva-like behaviours. Not in BNI, I should say, but external speakers.
The thing is, that is the first thing people remember. They forget the content. They forget the impact. What they remember is how that person treated others behind the scenes.
I never want to be like that.
I’m very self-aware. I do go into myself before I present. But I let the people around me know that it’s not me being rude. It’s me preparing, feeling the weight of what I need to deliver.
[40:20] Darren: That comes back to that famous quote. People will forget what you said. They’ll forget what you did. But they’ll never forget the way you made them feel. Maya Angelou.
If a speaker is unpleasant backstage, that’s the feeling you’re left with. So what they said on stage becomes irrelevant.
I’ve seen you on stage. I’ve seen you backstage. You’re the same person. So we know yours isn’t an act.
But you’ve hosted the global conference in Hawaii. I watched you there. You were fantastic. Where do you go from there? What are your goals in terms of public speaking and performance?
[41:04] Greg: It was an absolute honour. I did not expect to be the MC in Hawaii because Re and I had done it the year before. Re had done it for three years in a row. She was brilliant. She MC’d in Singapore with Jonathan on day one, Russ and Jill Sorodon on day two, and then Russ and Jill again on days three and four. Re and I then did Madrid and Hawaii together.
I genuinely did not expect to get the role again the following year.
I definitely won’t be doing it this year in Sydney because I know who the MCs are and I could not be happier for them.
I can’t tell you who they are. Or rather, I could tell you because this episode comes out after the event so it’s already public, but I won’t, because of the whole Doctor Who time travel logic. I don’t want to breach anything. Timey-wimey stuff.
It’s a weird thing. I don’t set public speaking goals. I’ve been very lucky to do every slot on the main stage at the BNI national conference. I’ve opened days one and two. I’ve closed days one and two. I’ve opened and closed the members’ day. At global, I’ve spoken in a breakout, I’ve been asked to do a round table this year. I’ve MC’d.
But I never forget the reason I get those opportunities. It doesn’t matter how good a public speaker you are in BNI. If you haven’t got the results to back it up, you won’t be on those stages.
My focus is always the success of my members.
[45:10] Greg: If members in my region are not getting results, then I haven’t earned the right to be on those stages. That’s where my focus is. Public speaking is a wonderful by-product, but the results of my members will always be the foundations for that.
I don’t see speaking as a career route. I don’t see myself leaving BNI to become a corporate speaker. I don’t think that’s my path. Everything I do comes from BNI. Everything I have achieved is because of BNI. So as long as I continue to serve and support my members, whatever opportunities come as a result of that are a blessing.
[45:52] Darren: It’s like everything in BNI. You can’t just go up a level without earning it. You’ve got to put the work in. You can’t get referrals until you’ve earned the trust. It’s all earned. Nothing is given.
[46:03] Greg: Exactly. Everything is earned. I always say that about networking. You cannot take withdrawals from an account you haven’t paid into yet. You’ve got to give, support and help people first.
One of the things I say in my leadership training is that we are very lucky in BNI because leaders are chosen, not self-appointed. Members elect their teams. That’s one of the strongest parts of our culture. When a chapter votes for you to represent them, they are saying, “We trust you.”
In my region we spend a lot of time on leadership training. I love that part of my role. I love developing leaders. That is one of the greatest joys I have found in BNI.
[46:49] Darren: And you’ve recently revisited your entire vision as a region. You published a new vision and mission. Can you talk me through that and where you see your region heading over the next few years?
[47:05] Greg: Yes. We did a strategic planning session last year. Myself, the director team and my managing director JD sat down and looked at where we want the region to be in five years. We came up with what we call Vision 2030.
It’s based on three pillars. The first is growth, not just in terms of chapter size or number of chapters, but growth of the members themselves. Personal development, business development, leadership development.
The second pillar is culture. Ensuring that every chapter within our region has the right culture. A culture of support, accountability, givers gain and inclusivity.
The third pillar is impact. The impact we make on our members, their families, their businesses and the wider community. We track the charitable impact of our region as well. Members raise tens of thousands of pounds every year. We support organisations like the Royal Marsden, St Raphael’s Hospice and many local causes.
We want our region to be known not just for business growth but for the wider impact our members make in their communities.
[48:11] Darren: And that’s one of the biggest things that shocks people when they join BNI. They think it’s just about gaining referrals. They don’t realise the personal development side of it. They don’t realise the leadership opportunities. They don’t realise the friendships they’re going to build. It’s huge.
[48:28] Greg: Absolutely. One of the things we track is the Confidence Curve. Members join BNI because they want more business, but what they often gain first is confidence.
They gain confidence to speak. Confidence to pitch. Confidence to introduce themselves. Confidence to ask for help. Confidence to grow their business.
I’ve seen members’ lives change because of the confidence they develop in BNI. That’s the greatest part of our job as directors. Seeing those transformations.
[49:08] Darren: I want to talk about something you’ve developed which I absolutely love. It’s the 100 Point Club. Can you explain what that is?
[49:15] Greg: Yes. It started as a little idea almost by accident.
In our region we use the Power of One report, which is the accountability measure BNI uses globally. I wanted a simple way to recognise the people who consistently give the most to their chapter. The Power of One measures visibility, credibility and profitability behaviours. If you hit the benchmarks consistently you score 100 points.
I realised there were members in my region who were hitting 100 points month after month, year after year. I wanted a way to celebrate that.
So we created the 100 Point Club.
[49:49] Darren: And it’s not an easy thing to achieve.
Greg: No, it’s not. The consistency required is significant. It is easy to hit 100 points for a month. It is hard to do it consistently for twelve months. It is even harder to do it for multiple years.
We looked back historically and created criteria. If a member has achieved 100 points for twelve consecutive months or more, they qualify.
We printed certificates. We announced names at our awards. We made a big deal of it. And what we found was that it inspired others.
We often assume that recognition should only be for top referrers, but some of the people who give the most are quiet givers. They turn up every week. They do one to ones. They bring visitors. They pass referrals. They support others. They may not be the highest referrers, but they are the most consistent givers.
The 100 Point Club shines a spotlight on them.
[50:30] Darren: And it’s a brilliant idea. You’ve built something that highlights the people who put in the graft, who keep the chapter alive, who are always giving.
Greg: Yes. And there is one member who always comes to mind when I think about the 100 Point Club.
They are a prolific giver. They bring visitors constantly. They pass referrals constantly. They do one to ones all the time. They contribute endlessly to their chapter. But they work in a profession where the product is relatively low cost, so they need volume. And because of that, they do not always receive back the level of business they give.
So the 100 Point Club became a way of saying thank you to people like that. To acknowledge their consistency, their effort and their contribution.
It is our way of recognising those who quietly carry the chapter on their shoulders.
And I always say this. If you want to get on a prolific giver’s radar, find them a referral. They do so much for others. When someone finally does something proactive for them, it means the world.
[51:41] Darren: Well, I’ve been on every single one of the 100 Point Club calls so far. I just haven’t qualified for the next one yet.
Greg: I’m sure you will. You only need a ton of visitors in the next seven or eight weeks.
[51:58] Darren: So, Greg, we’re nearly out of time. I’ve absolutely loved this. One final question.
Anyone listening to this who thinks, “I love the sound of Greg. I’d love him to speak at our event.” How do people get in touch with you?
[52:11] Greg: Probably the easiest way is to drop me an email.
[52:15] Darren: I can put your email in the description so people can click it.
Greg: Perfect. And I’m on social media as well. LinkedIn and Facebook. It’s Greg Davies-Polaine. I look like me, so I’m easy to find.
[52:36] Darren: Brilliant. Greg, thank you so much for being on the podcast. I’ve loved talking to you.
Greg: Thank you, Darren. I appreciate it.
