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Within the last 24 hours, I’ve coached three very different clients, in three very different situations, on three seemingly very different challenges. In each one, we came out with the same underlying core issue.
Their questions:
- Why do people seem to treat one another badly in our office?
- Morale is so low… people are constantly using words like frustrated, overwhelmed. Am I wrong to think that “cheerleading” them out of this won’t work?
- People all around the office seem so stressed, so deadline driven, so “overwhelmed.” How can we get back to feeling like we’re productive?
Answers: The pace of work has escalated, we’re staffed more thinly now, the Internet is compounding workplace complexity. All true. Instead of being literal about each presenting issue, I dug a little deeper and found one word that addressed them all. BOUNDARIES.
Boundaries are the invisible lines that help define roles, interactions and responsibilities in relationships. They create an understanding of what each of us is expected to work on, guide and/or produce. They define our interactions with co-workers and managers/supervisors, and, they help everyone see that drawing lines where none exist can often solve problems. The boundaries we set for ourselves are perhaps the most important of all.
These days, I see a lack of at least some clear boundaries in virtually every workplace. Come along with me as I go back to my clients’ initial questions with a boundary lens on. Then, test my boundary questions around your world at work.
1. Why do people seem to treat one another badly in our office? How strong are your organization’s interpersonal boundaries? Does everyone at work know:
- What’s taboo language— swear words? All of them, or is a slipped “Oh, Shxx” okay?
- Would this be considered a degrading comment: Are you late again? How many times do we need to put up with this?
- What topics are “off limits,” always— discussions about sex, salaries? What else?
- Is it clear that door slamming, walking out of meetings, talking behind people’s backs is not tolerated?
- Have people been coached into honest conversations, that are still respectful— example from a supervisor to a staff member: I would prefer if you not continue to be late for every meeting. It’s important to the organization’s productivity if we learn to be civil to one another.
2. Morale is so low… people are constantly using words like frustrated, overwhelmed. Am I wrong to think that trying to “cheerlead” them out of this won’t work? How would the organization/division/group answer these questions about their own roles, responsibilities and expected results:
- Do I know, clearly, and have in writing, what is expected from me, who will evaluate its success and the criteria they will use to do so?
- Do I know how to handle it when people (other than my “boss”) also give me responsibilities, who I should communicate with and how?
- Do I know how— and when— to communicate when I can’t do something?
- Have I been given a green light (and, if so, by the person with the authority) to ask for help from others?
3. People all around the office seem so stressed, so deadline driven, so “overwhelmed”. How can we get back to feeling like we’re productive? Personal boundaries may be the trickiest — and the most critical of all. How would you, and virtually every person on your team, answer these questions about how you’ve set your personal boundaries?
- Have I personally, set and shared my communication preferences? (examples: email #1, will always answer within 24 hours; phone calls, unless urgent, never before 9:30— use early hours to set the tone for the day/week, complete tasks I’d love to procrastinate on, etc.).
- Have I shared with others when I’m “available,” and when not? Does everyone involved with me professionally know that?
- Have I developed ways to refresh myself?
- Do I have “helpers” inside the organization who help me stay accountable to my commitments?
- Do I give myself permission to take time away from work? During a high stress day? On regular vacations/mini-vacations?
- Do I have a series of successful ways to communicate when I’m feeling overstressed, overburdened, overwhelmed? And, do I act on positive suggestions from others?
It is hard at work today. We can make it far easier on ourselves, our colleagues and our organization by understanding the power of boundaries and working hard to make those invisible lines more visible. Three clients have already enrolled in the process. What about you?
If you think the answer is “you’ll have more time to reach out to clients and potential clients, because everything matches”, you’re part-way there. But the real answer goes further. And, it has to do with three essential brand concepts (which, BTW, also apply to personal branding):
- Being real.
- Staying focused.
- Creating value.
At What Matters, here’s how we apply those concepts to our use of social media…
Being real. People who know me well know that if they looked in my closet, it would be mainly black, white, and grey. They’re never surprised when they see me, and, while I might occasionally add a red scarf or shoes, they “see” me as a defined brand that only occasionally gets a little bolder.
I try to never wear clothes that could offend, or even annoy (wild colors, too fashion forward). My goal in how I appear is the same goal I strive for in using social media to connect: I want to be there for you, to bring something of value to your life… not to be all about mine.
Staying focused. We live in a swirling 24×7 world, filled with complexity. Black, white and grey strip things down to the essentials, and drive for simplicity. Ever since I started to tweet, “like”, and comment on others’ blogs, I’ve realized simpler is better. On a daily basis, discipline helps put me on a strict Word Diet, even with emails.
Creating value. For nearly 25 years, PPW (price per wear) has been a great tool in creating value every time there’s a potential wardrobe addition. An example: A black cashmere sweater, purchased on sale for $129 nine years ago has been worn at least once a week, from October through March. 26 weeks x 9 years= 234 wearing, creating a PPW of 76 cents! There’s value, eh?
To draw a parallel to creating value in social media. During the last year, we’ve spent at least 30 minutes a day on social media. We’ve been voracious readers and followers of big thinkers on business development, leadership and internal and external business communication.
Our e-newsletter subscription base has tripled, our LinkedIn connections are 6x what they were in 2010, and we’ve received two speaking engagements and one consulting client, all from social media. What’s more important to us is the feedback we get from readers of our blog posts, tweets and updates, sharing even more ideas and introducing us to their excellent ideas.
While it’s true that perhaps five minutes of our 30 a day social media work is “earned” from not having to think about what clothes to put on, we’re convinced that using it has truly helped us be real, stay focused, and create value. And, that’s a style we have every intention of keeping.
Posted in Business Development, Communications, Growth, Social Media
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Tagged All About Them All the Time (AAT ATT), blogging, business development, client relations, email marketing, Facebook, growth, LinkedIn, marketing, networking, social media, Twitter, Two Minute Tips e-newsletter
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Since childhood, many people have described me as a rather “outgoing person.” I enjoy connecting in conversation, have a great time hosting— and attending— parties, and actually have fun at most networking events. So, imaginemy surprise when I was told “Betsy, you need to be more social.”
The coaching wasn’t about getting me out more. Rather, it was about getting What Matters’ thinking out more, using social media. And, the reason for getting the thinking out more wasn’t about us. It was all about using social media as a way to give— and, in doing so, receive— more ideas and practical steps about growing more positive revenues and more powerful reputations.
Our social media coach encouraged us not to think about social media as an activity, but rather as a place. A place that offers opportunities not just for shared information, but for feedback about that information. A “home,” where like-minded people can gather, share ideas and connect with one another.
And that fueled a new idea: social media as a “sampler.” Since What Matters doesn’t sell Cheerios, we don’t have mini boxes to send out with the Sunday newspaper. But, by sharing ideas on a blog, by talking about books we (and our clients) are reading on LinkedIn and sharing office pictures on Facebook, potential clients get a feel for what it might be like to work with us— just like potential cereal buyers get a taste of something new.
To get “more social” in a more intentional way, we’ve actually written a purpose statement. When you read this, what do you think?
At What Matters, our driving purpose is to offer practical, sustainable systems and solutions for revenue growth at professional services firms (and by their partners and associates). We have committed to using social media to give those professionals ways to “sample” the differences in both the experience with and the outcomes from What Matters coaching, consulting and/or training, so that we attract those opportunities where working with us adds the greatest value.
More social? Yes. How? That depends on you.
What kinds of social media experiences with What Matters would give you more value? More regular polls or surveys? A consistent flow of short tip videos about how to win more business that offer interactive dialogue post viewing? Monthly contests, where “winners” get high value prizes— like a proposal review, with recommendations for wins? Guest authors on the blog? A free once a month webinar, where listeners can pose questions, get answers, and offer their own ideas?
We welcome your thinking, encourage your involvement, and want to assure you that our commitment to being more social has only one focus: it’s all about you.
Posted in Business Development, Communications, Growth, Presentation, Social Media
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Tagged business development, employee relations, Facebook, growth, LinkedIn, marketing, networking, social media, strategy, Twitter, Two Minute Tips e-newsletter
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Some years ago, as a member of the senior leadership team inside a Fortune 500 corporation, I was asked to lead an action team called the “Slowly Emerging and Unsatisfactory Business Group” (SEUBG—or “see you B-G” for short).
Our action team’s challenge was to cut to the chase— to see which of these companies had potential to become satisfactory and profitable, to discover if any would be more likely to succeed as independent entities in a more entrepreneurial environment, to determine if a cash infusion was warranted or to simply acknowledge the company had failed and needed to close.
The team was filled with a wide range of skill sets— from attorneys to financial analysts, from engineers to manufacturing gurus, from seasoned CEOs to serial entrepreneurs, from strategic planners (my role) to marketing gurus. Instead of going through routine monthly or quarterly reviews, we stripped the businesses down to the basics, and, working collaboratively with each business’ senior leadership team, came to a consensus recommendation about what should come next.
Today, as an executive coach whose emphasis is on growth, I’m constantly engaged with leadership teams trying to make those same kinds of rigorous decisions. More frequently, their “see you B-G” is more about identifying new ways to achieve Bold Growth, or creating new leadership strategies like Brave Guidance, or conducting campaigns designed to add new market segments that will produce Big Gains.
The successes of the original SEUBG and my current team leadership roles today seem to have the same drivers:
- Rock Solid Clarity. A team developed purpose that is meaningful to and owned by the team members. Shared understanding of the mission, individual and collective roles, timelines, priorities and outcome based performance goals.
- Collective Competence. The value of having a variety of skill sets— and styles— is, with the right leadership, what fuels meaningful participation, authentic relationships and solid decision making. The absence of difference, especially when combined with a command and control leader, is sure to negatively impact the end result— and likely to limit the effectiveness of the team.
- Mutual Respect, Mutual Accountability. It’s one thing to commit to being responsible for producing specific outcomes, on time. It’s another to recognize that our differences make us stronger, and, that dissension can actually fuel collaboration if it’s allowed to emerge in a respectful manner. The mutuality of both respect and accountability eliminates the potential for hidden agendas and narrows the possibility of making decisions purely to please the incumbent leader.
As I reflected on my SEUBG experience, I was reminded of how much I loved seeing the BeeGees, a British pop trio that turned rock, then blue-eyed soul, then disco. Their music blasted its way through my early professional years and their messages tied directly in to this team leadership success concept. Whether Stayin’ Alive, Big Chance, Edison, or Wind of Change , listening to them then, and rehearing them now, makes me crave that rock solid clarity, collective competence and mutual respect and mutual accountability that helps leadership teams truly matter.
I’m curious— what does this SEUBG story make you think about?
Many of us grew up thinking “Leaders are the people in charge”. YES… but regardless of hierarchy, title, years of contribution, age or rank, there is someone that every one of us leads. Instead of whining about say-one-thing-do-another politicians, or complaining about those on the org chart above us, how about if we start exploring how we lead ourselves?
Every birthday, I reflect on how well I’ve held to my principles, challenged my goals, and, lived in harmony with my beliefs during the past 365 days.
Throughout this examination and as I begin to plan for the next twelve months of my own self-leadership, I examine three categories:
- SEE. What can I do in the new year to “see” more broadly? How will I be more aware of how others are seeing their world— and me in it? In what ways can I push myself to see new vistas, to explore new horizons? Where in the past year has tunnel vision held me back from growing, and, how can I eliminate that in the coming twelve months?
“The reason people find it so hard to be happy is that they always see the past better than it was, the present worse than it is, and the future less resolved than it will be.” - Marcel Pagnol, French writer
- FLEE. What habits or patterns would I be better off without? What can I pack in my “get it out of here” suitcase? Maybe the deeply ingrained voice from childhood days, where my mother announced (albeit in a very sweet Southern voice): “There can be no fun, until the work is done.” Perhaps the habit of procrastinating work that I’m worried about, or my feeling that I always have to be the one to make the decision? How about the “I deserve a cookie”, when the joy of that rich chocolate is fleeting on my lips but lasting on my hips?
“Life is one big road with lots of signs. So when you riding through the ruts, don’t complicate your mind. Flee from hate, mischief and jealousy. Don’t bury your thoughts; put your vision to reality. Wake Up and Live!” – Bob Marley, Jamaican singer and composer
- BE. Ever hear someone sing: DObe DObe DO? If we’re not mindful, we fill our lives with so much doing, there’s very little time— if any— for just being. For taking a walk with the dog that’s more than his “duty” walk? For reading something other than The Economist, Vanity Fair or the 10 business blogs we’ve convinced ourselves are “daily duties?” Being is just that— it doesn’t involve doing, but allows us to sit, outdoors by our favorite tree, on a meditation cushion, in a cozy chair with the cat and a cup of peppermint tea. Each year, I challenge myself: Try adding another 10 minutes a day to your “being routines.” That’s 5+ extra hours a month, more than 60 a year (and imagine what would happen if next year you added another 10).
“We are so obsessed with doing that we have no time and no imagination left for being. As a result, men are valued not for what they are but for what they do or what they have—for their usefulness.” – Thomas Merton, writer
This year, when you celebrate your birthday, think about how you want to enhance the way you lead yourself. Make some commitments, get an accountability partner and let us know… how did following this See, Flee, Be model make a difference for you?
Navigator? Driver? There’s only one driver’s seat, and when it comes to new business, it’s the decision maker who needs to be in that seat. Yet when many professionals begin active business development, they often think, talk and take action that says to the prospective client “Hey, look at me—I’m in the driver’s seat.”
After all, they are the experts— they studied for many years, they’ve experienced applying this knowledge in multiple ways, over a long period of time, and they’ve won countless awards and accolades.
Here’s the problem: all these professionals really want is to connect with the kind of people that would benefit from their expertise. But, when all they do is talk about that expertise, they’re pushing potential clients out of the driver’s seat, the only place from which decisions are made.
Consider the following example. Envision a CPA who has been referred by her brother-in-law to a business owner. She calls the company and gets a meeting with the business owner scheduled. To prepare for the meeting, she packaged up the firm’s marketing materials. At the meeting, she pulled out her laptop and started up the PowerPoint. “Our firm was founded 110 years ago; we’ve grown from two partners to 112. I’ve been with the firm for twenty years…”
What is the business owner thinking? “Why is she here”? Or “Why should I care”? The sad part about this story is that what the business owner wants—someone who will help him better minimize his tax obligations— is her #1 talent. And what she wants— more chances to serve great companies—is what she just walked away from.
If she’d moved over to the navigator’s seat, she would have asked questions that explored the business owner’s needs. She would have shifted her prep time and instead of creating yet another boring PowerPoint that was all about her firm, she would have framed a series of thoughtful, open-ended questions about the organization. She’d have written a game plan for the meeting, anticipated the business owner’s questions and drafted responses, and sent a draft agenda ahead of time. During the meeting, she’d guide by asking more about his wants, his current situation and his visions of what could be better. Roughly 15 minutes before the meeting was to end, she would have asked things like:
- What would need to happen before it would make sense for you to consider changing CPAs?
- What do you like about the firm you’re currently working with?
- If you were to make a change, what kinds of criteria would you use to make that decision?
- What would it take to earn the right to work with your company?
- What do you think might be our next best step?
When professionals are doing work for their current clients, most of the time they are— and should be— in the driver’s seat. When it comes to discovering possibilities of working with potential new clients, the professionals will be more comfortable and far more successful if they take the navigator’s seat.
We guide. They decide.
Before you set goals for the New Year, step back a bit.
Don’t start with a laundry list of all the new things you’re going to do or concentrate on enhancing your marketing. It’s all too easy to get caught up in what everyone else is doing (I call this the envy factor or the shiny object syndrome; think new marketing tactics, like making sure our website is on a mobile platform) and totally forget what really matters.
If what you really want is growth— for your business, yourself and for those your serve– start with this three part S.U.C.C.E.S.S. model:
1. Set Your 2012 Strategy With a True Understanding of Your Ideal Clients/Customers. In writing, answer the following four questions in 150 words or less. Show this to your top five current clients and see if they view the strategic direction of your company in the same way you do.
- Why are we in this business? What are we best at doing?
- Which clients/customers should we continue to serve, start serving or stop serving?
- Which products/services should we stop offering, continue to offer, or start offering?
- Why have we decided on these strategic directions?
2. Examine What has Worked. Be honest about this. The products/services that you offer need to meet the wants of those people/companies who fit your ideal client/customer profile. Just because something has “always been done this way” doesn’t mean that should continue. We’re well past evolution in today’s work world. Where should you start becoming more revolutionary? More cutting edge? What could you test (instead of what
could you copy)? As we think about what’s worked, also consider what didn’t work.
3. Leverage the Benefits of Working From Your Strengths With Practical Systems. If you haven’t read one of the many StrengthFinders books, I strongly encourage you to do so. Each book has a unique code that allows you to go online and learn what your own top five strengths are. Since many of us were programmed to “be the best” at everything, realizing what we really are best at is enormously valuable in
achieving authentic success. Likewise, having a systematic approach to that success is critical to consistent, high value growth. If part of your 2012 plans involves revenue growth, visit our site; it’s chock-full of practical tips, our EveryDayRain™ system, and plenty more.
Strategy. Understanding. Clients/Customers. Examining. Strengths and Systems. Success will come far easier with attention to each of these. Try it. And, let us know what worked for you.
This past week, I spent three days at my beloved undergraduate alma mater, St Norbert College, in trustee meetings, celebratory dinners (honoring alumni and celebrating new faculty), and campus tours, including some amazing new construction.
I always learn something about the business of higher education during these sessions, but at this particular meeting, a professional light bulb went off in my head. At What Matters, we work with financial and professional services firms when they want growth, specifically when they realize they need more revenue. We help them learn, practice and apply business development skills to generate revenue and coach them into new behaviors to create lasting results.
Most professionals see themselves as experts in serving clients, but few of them have ever learned how to get clients. When they’re honest, many professionals will acknowledge their distaste for, discomfort with or sheer dislike of “sales.” They tend to think it’s merely transactional, involves slick talking (who could forget Danny DeVito in The Tin Men), and uses high pressure techniques to get results.
We help them “flip” their mindset and realize that their job is not to sell, but rather to guide potential clients into discovering whether their firm’s expertise might provide added value to the client. Instead of pushing what they have, they end up collaboratively discussing what their potential clients want, and use that to help guide the decision making.
As our Advancement Committee at St. Norbert College met and reviewed our year-to-date contributions, it hit me. What gift officers do in discussing a possible investment in the college is really no different than what our CPA, attorney, architects or engineering clients do, as they explore whether working together with a potential client might make sense.
Both are convinced they don’t want to sell— and fear asking because they might hear a “no.” I find myself on a mission to help both groups realize who plays what role in these dances. Buyers and donors are the decision makers. Their decision comes from inside them, not from any outside pushing or manipulating we might do.
All we do is guide them along the journey. Certainly, this requires us to be clear about the value that we can provide for them. Perhaps, more importantly, it requires us to be prepared, to have done our homework, to ask powerful questions, to listen, to understand and to identify the criteria they will use in making their decisions.
Are you guiding and letting them decide? If not, call us. We’re here to help.
I’m always on the lookout for great questions: powerful questions to ask potential clients,
thought-provoking questions to ask job candidates and evocative questions that stimulate discussions in staff sessions.
But the real question is what bigger questions can— and should— we ask ourselves?
Self-introspection is a critical part of all of our daily lives. Harvard management professor Rob Kaplan recently came out with a best-selling guidebook to self-questioning, titled What To Ask The Person In the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential. He encourages daily reflection in these areas:
- Living the vision. Does my daily behavior— this day— reflect the priorities I need to hold sacred in order to achieve my vision?
- Asking the clock to tell the truth. How much time today was focused on those priorities? What are the things I consistently let get in my way that distract from these priorities?
- Seeking feedback and giving some to myself. Who can I ask about whether I am living up to my vision? In what ways can I coach myself to receive (and
act on) feedback from trusted colleagues and advisors, without feeling criticized or unappreciated?
- Inquiring about the enterprise’s alignment. As an insider, how well does my vision match that of the organization? Am I drawing on my strengths? Am I
delegating effectively? Does our organizational structure, our incentive systems, our culture and even my approach to leading still fit the needs of the organization?
- Is my modeling conducive to continued growth toward our vision? If we believe actions do speak louder than words, we need to ask ourselves (and
then seek responses from key team members who directly observe our behavior) this question: is there a “disconnect” between the messages I want to send and those that I am sending?
Several years ago, my favorite poet, David Whyte, spoke at a daylong leadership program I
attended called Questions That Have No Right To Go Away. Three of those questions continue to force me to dig deeper into self-questioning:
- What can I be wholehearted about? This is the question David encourages us to ask when we’re exhausted, stressed, or questioning why we’re thinking or doing (or not thinking or not doing) something that seemed important previously. It’s really the question that demands you answer what you care most about and what you are here on this earth to do. It’s the question I try to resist, by saying, “Yes, BUT I can do that when the children are grown, or the economy gets better, or when I’m retired.” It’s actually the question that forced me to realize I can always be wholehearted about growth and it also reminds me to keep that focus.
- Am I harvesting from this season of life? David’s premise is that most of us
are living 4-5 years behind the curve of our own transformation and that we become tempted to stay in a place where we were previously comfortable, rather than moving on to the frontier we’re on now. I remember him saying, “The farmer can’t harvest what belonged to the previous season. It’s no longer there.” As I explore how well I am living the vision, or asking the clock to tell the truth, this question really pushes me into “where am I now.”
- How can I really know what I am saying? It’s important to overhear yourself talking… and, if we’re not accustomed to self -talk about our lives, our present realities, our desired possibilities for the future, we need to find a way for that voice to come alive. I walked away from his session committed to finding a
way to do just that and arrived at what I call “singing in the car about me.” As I drive, I make up verses about my day, my concerns, my delights, my visions.
Rob’s ideas for questions are likely to appeal to left brain thinkers and David’s more to right brain thinkers. My encouragement is that you consider asking yourself a few of both.
Our household has three generations under its roof— and our extended family broadens that, with at least one member in every decade, ranging in age from 2 to 72. Our workplace
has three of the four generations, and our and client base is probably 5% Traditionalist, 50% Boomer and 45% Gen X.
As we communicate with them, we follow the mantra AAT, ATT: All About Them, All the Time. We’ve got to understand them—as individuals and as representatives of a particular segment, be it profession/industry, geographic or economic status.
My life experience with multi-generations has been helpful in including how we implement AAT, ATT. The differences in how Boomers, Gen X-ers and Gen Y/Millennials make buying decisions are clearly distinct. How they define wants and needs, establish choice criteria, evaluate their alternatives, examine whether or not to buy, and their preference to negotiate offer huge clues as to how we, as guides to their buying decisions, can be of most value.
Without overgeneralizing, let me suggest approaches we’ve found that work well in helping each of today’s four major generation groups make buying decisions.
The Traditionalists/Silent Generation (born 1900-1945) While fewer than 5% of today’s workforce is made up of this generation, they still have many ways they interact with professionals. In today’s uncertain environment, attorneys, CPAs and investment professionals who serve this generation need to keep in mind that they value hard work, sacrifice, loyalty and respect. They are far more impressed by hand written notes and memos than emails or newsletters and treasure connections that provide privacy.
The Baby Boomers (born 1946-1964, full disclosure: This is my generation) Often referred to as the knowledge generation, we’re really interested in information and thrive on success. The presence of the Internet has made it easy for us to uncover virtually anything before someone calls on us, which means a dramatic shift in a seller’s typical first
meeting approach (Note: Do NOT come in and give us a sales presentation!) We move quickly, expect to be seen as leaders and value being treated as big thinkers and action-focused experts. Sharing original content, thought leadership and clear patterns of success make us pay attention. While we’re strong individuals (don’t forget, we lived through Haight Ashbury, Vietnam, Watergate, political assassinations and women’s rights), we also expect to be treated as those who paved the way.
The Gen X-ers (born 1965-1980) In the same way that Boomers railled against the system politically, X-ers did socially. They are fiercely independent, see themselves as free agents, and pride themselves on being self-sufficient and self-starters. Informality is
crucial if we wish to help guide their decision making process. Recently, Prudential reached out to this crowd, changing their rock metaphor from “Get a piece of the rock” to “Be your own rock.” They hate hard sell and respond well to shared information, so they can do their own research and make comparisons. Technology is key to their decision making. “We guide, they decide” is an extremely welcomed approach to these very independent decision makers.
The Millennials /Gen Y (born 1981-2000)
This is the scheduled generation. Their buying decisions are made carefully, and some researchers have suggested they may be the “new Traditionalists.” Very team oriented, they pay special attention to group approval. Technology is a part of every facet of their lives and is always incorporated into buying decisions. Their communication preferences are 99% technology, with texting often overpowering email. Computers and technology have been part of their lives since birth. It is important to be direct and fast to capture their interest or we will lose them.
Want to be an authentic guide as you reach out to potential clients? Spend time reflecting on this and then challenge yourself to apply some of these tips. For more, Sign up for
our Two Minute Tips e-newsletter, where you’ll get additional practical tips in reaching each of these generations— and lots more.
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