During the month of July, we will be running “best of” content from the authors. The following article first appeared on August 15, 2007.

Dear Crucial Skills,

My son asked my brother for a big, non-monetary favor, and my brother turned him down. Now my son is very angry and cuts himself out of the family activities whenever my brother is involved. He refuses to go to my brother’s house for family events or be friendly when my brother is included.

He is holding a deep grudge and the anger is hard on everyone. I’ve tried to talk to him about this—how the grudge is hurting him more than my brother and how the anger is eating at him. I’ve also tried to explain what this tension does to the rest of the family and the sadness it causes. So far he has blocked me out and won’t discuss it. I know the problem is my son’s, but it’s hurtful to me as well. My brother has acted like an adult and is open to my son, but he has not apologized—and I’m not sure he has anything to apologize for. What next?

The Family Peacekeeper

Dear Peacekeeper,

You described a tough situation that I’m sure many people identify with. This leads me to an observation before I offer some suggestions.

I’m interested that you signed off as a “peacekeeper.” Judging by your description of the situation, I believe you are. To keep the family strong, you have encouraged people to surface the issues and resolve them. Good for you. Not everyone who calls himself or herself a peacekeeper is one. Often a more accurate description is “avoidance coordinator” or “problem hider.” These people use phrases like, “Oh, don’t bring that up, it’ll just cause more problems,” or “Let it rest; time will cure it.”

Your efforts so far are right on track to me. And your frustration is one I can identify with—because nothing matters more to me than family. Now for a suggestion:

You have done well in talking to your son about the consequences to him, the family, your brother, and you. One question you might consider is how your son perceived the conversations you’ve had with him. How did your motive come across? In crucial conversations we learn to Start with Heart. Ask yourself, “What am I acting like I want?” Sometimes our motive comes across as selfish and short term. Did your son see you as nagging? Or as taking your brother’s side?

Motive precedes message. When your motive is genuine and seen as mutual and long term, the other person is very likely to hear you. To find a more effective motive, ask yourself “What do I really want for me, for my son, and for our relationship?” The first two parts help the motive become mutual; the relationship part helps the motive become long term. If the answer helps you ask more questions about your son’s motives, choices, and desires, then perhaps the conversation will be seen as a mutual dialogue and not another “lesson.” By starting with heart, you are more likely to end up with the relationship and the results you desire.

You might also ask your brother to talk to your son about his desires. The simplest form of this is to combine an observation and a question. For example:

“I’ve noticed that you don’t come to our home and you no longer talk to me. I want you to know that I want to have a wonderful relationship with you and would like very much if we could talk through this so we can resolve it.”

You are not asking your brother to apologize, just to make the request for dialogue and share his intentions to have a good relationship. This minimal step can help clarify that your brother has good feelings toward your son and that his decision not to help your son out was not personally motivated.

We won’t necessarily resolve all the tough situations we face. But if we keep trying, using our best skills gives us our best chance for improving results and relationships.

Best wishes,
Al

2 comments Al Switzler Crucial Conversations

Dear Crucial Skills,

I just read Crucial Confrontations and realized the issue I need to confront someone about has already happened enough times to affect our relationship, but I have not had the earlier confrontations regarding content and pattern. How do I begin the confrontation at the stage where the issue is now affecting the relationship, but the prior confrontations did not occur?

Signed,
Late Confrontations

Dear Late Confrontations,

In the book, we use the acronym CPR (Content, Pattern, Relationship) to identify what issue you need to address. We used to chuckle that with CPR you could breathe life into a failing relationship. I think this is still true.

Now for a little background before I get to your specific question.

The essential principle for using CPR is to address the right issue. We’ve written before in this newsletter that you can talk yourself blue in the face about the wrong issue and not make any progress. So what is the problem? When deciding what issue to address, people often choose simple instead of complex, incident instead of pattern, or easy instead of hard, and so on. When the real issue is not addressed, the problem is unresolved and festers or explodes.

Your concern about where to begin with a relationship issue is spot on. Relationship issues happen in a couple of ways. First, as you note, we sometimes don’t speak up at the content level (the first time) and we don’t speak up when it has become a pattern. A training participant once helped me define these terms by noting that the first time is an incident, the second may be a coincidence, and the third (or more) is a pattern. So by ignoring or delaying, when we are finally motivated to speak up, we have a relationship problem. For example, someone who works for you is twenty minutes late to work: content (an incident). He has been late three times this week: pattern. The consequences are probably more severe. If you haven’t spoken up to this point, the issue will invariably become a trust issue: relationship.

Now to address your question specifically:

Point 1. There are benefits of addressing gaps or issues early at the content level. The consequences to everyone involved are probably less severe. The emotions are more controlled. And, by bringing up an issue early on, you show that your motives are to understand and help solve the problem, not to play “gotcha” or to engage a guilt trip.

Point 2. If you have not spoken up to this point, you need to address the real issue—how his pattern of tardiness is causing you to not trust that when he makes a commitment he will keep it. That is the right issue and that’s what you should start with. You don’t have to go through all the CPR steps.

A bit of advice here: Remember STATE skills when you do speak up. Begin with the facts. For example: “We reviewed the fact that you start work at 8:00 a.m. and you have been at least twenty minutes late the last three days.” Now tentatively share your story, “I’m beginning to wonder if I can trust you to come to work on time and to keep the commitments you make.” In summary, start at the level you need to address the real issue.

Point 3. Some issues start at the relationship level and that’s where you need to start. Issues such as abuse, theft, safety, and dishonesty affect relationships right from the beginning. That is the issue you should bring up. Do so in a safe way. Describe the gap and then diagnose. Don’t immediately threaten imposed consequences. Don’t become part of the problem by screaming or belittling. But take action. Behaviors that are abusive, unsafe, unethical, or illegal have immediate, potentially severe consequences to many other people. Handling them professionally and quickly is not only very symbolic, but is also necessary because of the potential consequences to others.

Best Wishes,
Al Switzler

1 comment Al Switzler Influencer

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I’m not sure how old I was when my mom taught me how to find wild mushrooms. I know she held my hand as we walked into the woods that day. I can still feel the warm touch of her delicate fingers. That would put me at around seven years of age. Any older than that I would have stopped holding hands because, according to my older brother, it wasn’t “cool.” What a shame.

It was springtime in Bellingham, Washington and if you knew where and how to search you could find delicious edible mushrooms in the woods behind our home. However, as Mom soon taught me, it took some first-class hunting. (Toadstools were easy to find, but they would kill you.)

After trekking through the woods for nearly an hour Mom eventually dropped five mushrooms into our brown paper bag. I had found one. We eagerly took our bounty home where Mom quickly fried it and popped the tender morsels into an omelet. This ritual went on for a couple of weeks—the two of us searching hand-in-hand and eventually returning with a half dozen or so mushrooms.

Then one Saturday morning my world changed. Driven by some genetic, time-released code hidden deep inside my cells, I sprung to my feet, grabbed a brown paper bag, and went in search of the fungi on my own. I still remember how frightened I was as I walked into the thick, dark woods behind our house. I hadn’t read about the “wild things” that lived there (the book wouldn’t come out for another decade), but I certainly had heard their occasional growls and howls. I had even seen their tracks. Plus my older brother had filled my head with tales of moose, cougars, and bears (Oh my!) that routinely mauled anyone who dared enter their domain. And I was about to enter their domain.

The prospect of being gutted by a beast frightened me right down to my socks, but it wasn’t enough to keep me home. Not that day. My desire to prove my mettle outweighed the fear that normally kept me close to home. It was my time to step up to the table. It was my time to provide for the table. So, I plunged into the darkness, eyes pinned to the forest floor—dead set on bringing home the bacon.

It was hard work finding mushrooms that day. The woods were wet from an overnight rain; the underbrush scratched my arms, burrs stuck to my pant legs and socks, and stinger nettles rubbed against my exposed neck and ankles—leaving behind tiny mountain ranges of welts. All the while, the mushrooms hid. They were masters of camouflage. With no effort whatsoever, they magically disappeared into the forest floor—nature’s Waldos—perfectly blending into the background.

After over an hour of fungi-less searching, and just before I trudged home in utter defeat, I eventually stumbled into a small grove that offered the first mushroom of the day. As I bent down to gather it up, there next to it I saw another—and then another. Startled by the find, I jumped to my feet, gave my eyes a second to adjust to the diminished light, and there, peeking their heads through the loam and leaves, I spotted dozens of edible delights. I’ll never forget that glorious moment. I had stumbled on the mother lode of mushrooms. I would return home the victor.

I soon gathered up every single fungal gem and dashed home with my brown paper bag filled to the top. (These were the honeycomb variety of mushroom and as such, easy to spot—so I wasn’t running the risk of bringing home deadly toadstools.) Mom beamed with delight when she saw what I was carrying. My brother gave me an enthusiastic thumbs-up. Dad slapped me on the back, carefully inspected my bounty, washed it, and fried the lot in butter. Then the four of us sat down at the family table and feasted on a delicious breakfast that I, a seven-year-old boy, had hunted and gathered all by myself.

Some kids go through a formal rite of passage into manhood. They do it at church or during a tribal ceremony or maybe even at home when Dad tosses them the keys to the car or their first laptop computer. Not with me. I was only seven that day I brought home the mushrooms—about half the age most people think it takes to spring into manhood. But for me, I’m pretty sure I made part of the leap right then and there. After all, as everyone could plainly see, I was now a member of the select group of people that helped feed our family.

And feed our family I did. From mushroom gathering I soon graduated to berry picking, clam digging, and fishing. We were dirt poor during my childhood years, but we always ate well. Imagine a dinner comprised of wild mushrooms, butter clams, trout, and hot blackberry pie. It’s the kind of fare they serve at a fancy restaurant nowadays. We Pattersons ate such stuff because it was free and, more often than not, I had brought it home.

I hadn’t thought about this part of my life until last week when two of my granddaughters invited me to a fashion show. At age nine, the two of them had taken a sewing class from one of our neighbors and now they were going to model the blouse and skirt each of them had made. They had picked the patterns, selected the material, and after hours of work and meticulous care had sewn an outfit that they’d soon be wearing to school.

As each granddaughter paraded around the church auditorium cum runway, I nearly burst with pride. Imagine that, making their own clothes—and only in the second grade! Later that evening as we talked, each child stood confidently wrapped in clothes of her own making. As I looked closely into their eyes I could tell that both girls had changed. I had seen them perform ballet, gymnastics, cheer leading, piano, violin—you name it—they had taken the lessons and performed at the recitals. But this was different. They were different.

Most lessons are about improving yourself, performing, and then taking a bow. And while I believe in such personal training and the skills, confidence, and discipline it develops, it’s not the same as producing something the family can use. It’s not the same as adding to the country’s gross national product. It’s not the same as picking mushrooms or sewing your own clothes. Do that, and you’re part of the group that feeds and clothes your family. Do that, and you change.

I suddenly saw the value of teaching children and grandchildren (while they’re still young) ways to help feed and clothe the family as well as how to care for the home. Perhaps you think I’m grasping at straws, but I think the difference between performing and providing, although subtle, is substantial. Praising a kid for taking three minutes to draw a crayon picture is one thing. Praising a child for bringing home the bacon is something both memorable and worth shouting about.

And now for the organizational take away. Within companies we often put people through training and other educational experiences that help them improve in some way. But we don’t always teach what it takes to “put food on the table.” That’s because we don’t take the time to identify and teach skills that can make a difference to the bottom line. We’re driven by catalogues and what’s currently popular or even what’s politically safe more than we’re driven by our actual needs. Besides, it’s hard to discover what you really need. It can take real research. You have to talk about problems. And that can be awkward.

In a similar vein, we only rarely teach complex interpersonal skills (skills that can affect the bottom line) because it can be difficult. People don’t follow rote paths. You have to be prepared for all kinds of different responses, and who wants to do that? We don’t practice until we’re competent and confident because that can be repetitive and require touchy feedback. In short, we frequently avoid the nettles, burrs, and bears (Oh my!) and do what’s easy and comfortable instead. We walk to where it’s safe, light, and comfortable, not where we need to go to find the mushrooms. Then, of course, we come home un-scraped, un-prickled, un-stung, and empty handed.

But that’s okay. Because in today’s world we’re likely to get a high-five and a rowdy cheer—just for trying.

I, on the other hand, want the mushrooms.

22 comments Kerry Patterson Influencer

Dear Crucial Skills,

I am writing to request a little verification about feelings. In a previous column, Ron suggested that one way to phrase the interpretation of what happened was as follows: “I felt insulted, disrespected, and falsely accused.”

My question is this: Feeling insulted or disrespected is creating a story of the speaker’s intentions, right? They are not feelings, but rather thoughts. I am wondering if the interpretation would rather be “I consider the words you chose to be insulting and disrespectful.” I am really interested in your thoughts about this topic.

Thanks,
Thinking Feelings

Dear Thinking Feelings,

What a great question!

Let me begin with a description of the skill you are referring to. When sharing meaning with others—especially when there’s a high likelihood of a defensive or emotional response—it’s best to state the facts first.

Don’t begin with an accusation: “You liar!” In our research, we found that beginning a crucial conversation with an accusation creates defensiveness (duh). Don’t begin with an “I” statement of emotion: “I am so disappointed in you.” That creates as much defensiveness as an accusation. Rather, begin by factually reporting what occurred—report behavior, details, and numbers. Do not begin with assumptions, conclusions, or judgments. For example: “In the meeting, you said that my team didn’t pull its weight on the last project.” It is a fact that the other person made that comment. Because facts are verifiable, observable, and measurable, they tend to create understanding and agreement.

After stating the facts, tell your story. Based on these facts, what are your tentative conclusions? How are you interpreting these facts? What do you think they mean? These conclusions, assumptions, and attributions are your stories. They are your creation. Many different stories could be created using the same set of facts. By sharing your story, you are enlarging the meaning available to others. You are disclosing how you regard the facts, as well as the meaning you’ve created. If relevant, share the feelings you have about your story. Certainly your feelings are relevant if the relationship is an important element of the issue being discussed. If you are discussing a tough issue with your spouse, emotions are not only relevant, they are important for your spouse to know. However, if you are discussing the best solution to a technical problem with your teammates at work, discussions of emotions are most likely inappropriate and unnecessary.

After tentatively stating the facts and telling your story, ask others how they see it. Now it’s your turn to listen. Your goal is to create dialogue and to expand the pool of shared meaning. By sharing your facts and stories, and asking for theirs, a lot of meaning is revealed in an efficient and effective way.

Back to your question. In my previous column, I suggested to the reader that she begin her crucial conversation by stating the facts. I next recommended that she say “I felt insulted, disrespected, and falsely accused” as a way of telling her story. In this example I used the language of emotion (“I felt….”) to tell my story. In this case, feelings are relevant because the crucial conversation is about the relationship between coworkers and a boss, and specifically about respect and fairness.

In my recommendation, I used shorthand to combine a statement about both the stories and emotions. Upon reflection, I think this is probably a lazy strategy. I agree with your observation. Your suggestion would improve my recommendation. You recommended saying “I consider the words you chose to be insulting and disrespectful!” This statement reports her story as a conclusion, not an emotion. She could stop there and ask her boss if that was the intention; or, another option would be to also report her feelings. “I feel angry and frustrated” then ask for their point of view: “Do you see it differently?” Or ask “Is this what you intended?”

All in all, good catch. You improved on my suggestion. I vow in future columns I will not stoop to lazy, short-hand phrases if you promise to keep thinking deeply about what you’re reading and send me your thoughts and questions.

Best,
Ron

5 comments Ron McMillan Crucial Conversations

Dear Crucial Skills,

I read your survey results on long-distance loathing with great interest. I work for a multi-site corporation and approximately two-thirds of our staff are in one city while the rest are dispersed over five smaller sites. Despite significant efforts to bring our teams together, there is still a strong sense of us and them. Can you recommend any strategies to make long-distance working relationships more cohesive?

Teamwork at a Distance

Dear Teamwork,

Yes! There is a great deal you can do to build teamwork among widely dispersed people. A good way to begin organizing your change effort is to think about all the sources of influence that create conflict and alienation in your current environment.

So first you need to ask, “What can I do to increase conflict?”

It turns out you can get almost any two people to resent each other if you do a number of things:

• Give them a separate identity or goals.
• Make it difficult for them to communicate.
• Have them associate with a social group that already resents the others.
• Make it difficult for them to help each other or limit their communication to official channels by imposing a chain of command.
• Reward them for individual achievements or for supporting those in their geography but not the larger team.
• Keep them physically isolated—allow few means for them to communicate and then only in sterile ways (voice only, e-mail, etc.)

Now, if you’ve read our book, Influencer: The Power to Change Anything, you’ll notice I’ve just outlined six unique sources of influence. I’ve also described reality for most dispersed teams. And finally, what I’ve done is describe a set of influences that will make it inevitable that individuals will, at best, tolerate those in other locations and at worst despise them.

Now some readers might think “inevitable” is too strong a word. But take a look at the findings from our recent Long Distance Loathing study:

• Employees are 243 percent more likely to have problems with distant coworkers than co-located coworkers.
• Employees report that these problems are much more difficult to solve and last much longer.
• In order to cope with annoying distant coworkers rather than step up to crucial conversations they resorted to the following tactics when working with these colleagues: avoided their phone calls, stopped reading their e-mails, avoided working with them altogether, witheld information from them, criticized them to others, and challenged their decisions.

So, what can a leader do? Well, if the six sources of influence I already outlined are the reason for the resentment, then distance doesn’t make conflict inevitable. Distance is only one source of influence. You’ve got five other sources you can use to create a cohesive team. However, it will require work. It will require intentional effort. But what human change doesn’t?

Here are a few examples for using multiple sources of influence:

Source 1: Personal Motivation—Make a greater effort than usual to create team identity and purpose. Have a mission, charter, and operating rules. Have a team name. If possible, have periodic face-to-face meetings. Take extra care as new members join the team. Create as much face time as possible so people connect at a human level, not just a task level.

Source 2: Personal Ability—Build much better crucial conversations skills. This isn’t just a self-serving argument—it is an essential skill-set for ensuring people don’t resort to the dysfunctional games we describe above.

Sources 3 & 4: Social Motivation and Ability—bWork to build bonds of friendship and trust. Begin meetings by having one or more people share a personal anecdote. Have the team work together on volunteer tasks, personal betterment tasks, etc. For example, have them raise money for United Way as a team, run races in their communities, or come together to build a Habitat for Humanity home.
Have team members from different locales meet together at client sites or work together on the same client’s projects.

Set the norm that everyone holds everyone accountable—you can’t afford to involve a manager.

Schedule frequent, formal feedback sessions—times when you specifically ask about what’s working and what’s not. When you have a concern, talk it out—don’t act it out.

Source 5: Structural Motivation—Use small prizes or awards—maybe competitions—that provide the occasion for recognition. Distance often removes informal opportunities to say “thanks.” Make sure you frequently let people know you are aware of their contribution and appreciate their work.

Source 6: Structural Ability—Provide daily or weekly progress on key business indicators that track the team’s performance.
Make sure people have visual reminders of their team members—photos that are near their phones or computers.

Create a Web site, Facebook page, or other social networking hub for sharing information. Stay on top of technical barriers—for example, often small changes to the organization’s network will deny access to remote workers.

If possible, have a physical “teaming space” where team members can meet. You may also have shared workspaces where people can set up temporary offices for more intensive face-to-face interactions.

Ask team members to define their core work hours—to build in some predictability as they attempt to contact each other.

Bottom line: If you systematically and intentionally counter the sources of influence that create conflict, you’ll inevitably see cooperation. Conflict is not the natural human condition. We are social creatures at the level of our DNA. All that’s needed is wise leadership to bring out the best and truest parts of our nature!

Good luck,
Joseph

4 comments Joseph Grenny Influencer

Dear Crucial Skills,

In reading Influencer, it’s clear the process starts with identifying the vital behaviors that drive the change you’re looking for. Having access to data that has pre-identified the correct vital behaviors for a given problem is of great use.

My challenge is to grow my sales very quickly. I am a one-man manufacturer’s rep organization that depends on full commission sales. I have a wealth of experience and have been successful working for others but this is my first entrepreneurial venture. The way I see it, there are vital behaviors I can influence on myself and the bigger challenge is changing vital behaviors of customers.

Any insight would be most appreciated.

Sincerely,
Entrepreneur

Dear Entrepreneur,

This is a great question. The Influencer approach asks you to invest everything in just a few behaviors and then employs influence strategies from the six sources of influence to improve these behaviors. Before I answer your question, I’ll review a few broad points.

What Makes a Behavior Vital?

There are many factors that can turn a behavior from “important” to “vital.” I’ll highlight three conditions:

Vital behaviors lead directly to results. An executive in Florida told me he knew the vital behavior for winning Dragon Boat races (a large outrigger canoe driven by 20 paddlers). When I asked about the behavior, he answered: “Paddling.” He explained that when racers debated about technique or strategy someone would inevitably shout, “Shut up and paddle!” and that’s when they’d win. Many vital behaviors are similarly obvious. They are the most direct route to the results you care about.

Vital behaviors break self-defeating patterns. Let’s look at the life cycle of the Guinea Worm. African villagers drink water infected with Guinea Worm larvae; the Guinea Worm hatch and grow inside them; after several months the worm emerges, causing excruciating pain; to lessen the pain, villagers soak their burning limbs in the water source and re-infect the water. A team from the Carter Center found the three vital behaviors that broke this self-defeating cycle: 1. Filter the water before drinking; 2. Don’t put infected limbs in the water source; and 3. Hold everyone accountable for these first two behaviors.

Vital behaviors cause many other positive behaviors to follow. Vital behaviors are often the most difficult to adopt. However, if you can get people to perform them, many other positive and easier behaviors follow. For example, when Mike Miller tried to build a culture of accountability at Sprint, he focused on just two vital behaviors: 1. Hold bosses accountable and 2. Hold peers accountable. He didn’t need to add “Hold subordinates accountable” because this behavior followed as a result of the vital behaviors.

How Do You Find the Vital Behaviors?

There are many strategies for finding and testing vital behaviors. Look for experts who have already identified and tested the behaviors. Look for positive deviants—people who are already succeeding at the behavior. Or, track your own successes and failures to determine what works for you.

Whatever the vital behaviors you choose, set a challenging goal and measure your improvement. In addition, track the results you care about. Analyze and adjust to fine tune the vital behaviors.

Answering the Question

I’ve used the “find the experts” method to identify vital behaviors related to your success as a manufacturers’ rep. Specifically, I searched the Internet for about an hour. I broke your task into two elements: 1) you are a first-time entrepreneur. There are behaviors that separate successful from less successful entrepreneurs. 2) You are a manufacturers’ rep—a unique job with unique behaviors.

Entrepreneurial Behaviors: I visited a credible site, Harvard Business Review, and entered the search terms: entrepreneur “manufacturers rep”.

One article popped up and it had a few nice rules of thumb:

• Use your own experience. 71% of entrepreneurs start ventures that solve problems the founders have grappled with personally.
• Take action quickly: Entrepreneurs don’t get bogged down in research or planning. They move quickly to action. They try simple and inexpensive solutions and adjust on the fly.
• It’s about hustle, not proprietary advantage. This isn’t always true, but it’s true for you. As a manufacturers’ rep you won’t have proprietary advantage, so your success depends largely on your hustle.

Though helpful, these points aren’t vital behaviors nor are they very specific to your job

Next, I went to Google Scholar and entered the search terms: “manufacturer’s rep” skills.

Most of the hits were academic articles that describe the economic reasons a manufacturing firm might choose to distribute its products through manufacturer’s reps. But I focused on a single article that seemed to point toward behaviors, The Independent Rep As A Source Of Competitive Advantage: An Actionable Scale For Rep Selection (Gruben and Coe, 2003). A few key points:

• Manufacturer’s reps are most commonly used to sell niche products that are simple and inexpensive within a fragmented marketplace. Often they sell commodities that are used in specialized applications.
• Suppliers contract with reps because of the reps’ extensive contacts and tight relationships with multiple customers. Commonly the customer has greater loyalty to the rep than to the supplier.
• A customer’s loyalty to their rep is not based on the products but the customer service. The article dissects the customer-service behaviors required of a manufacturers’ rep.

We are now getting close to vital behaviors. You need to: 1) Create a wide network of buyers; 2) Fill small-batch orders accurately and on a just-in-time basis, and 3) Provide excellent customer service.

Now if these are the three best practices, how have you grappled with them as a customer or employee? What are the problems you believe you can focus on solving? If it were me, here are the vital behaviors I would start with:

1. Build my network: Each week contact at least five viable potential customers for products I already represent.
2. Fill orders: Contact each of my customers at least once a week in a nonintrusive way to make sure I understand their current needs.
3. Customer service: Have face time with at least one important customer per week. Meet personally with each customer at least quarterly.

Summary

I researched the field; I read a few articles to find best practices; I examined myself to consider the obstacles and approaches I would take to act on the best practices; and finally, I would hustle to drive these behaviors through the roof, meanwhile tracking my sales to see if it’s working. I’d continue to analyze and adjust my vital behaviors, especially during the first few months, until I found what worked for me.

Best of luck,
David

8 comments David Maxfield Influencer