How Jennifer Downsized…and Doubled Her Business

Jennifer Roggeman

I enjoyed catching up with immigration lawyer Jennifer Roggeman a couple of weeks ago at Kitchener’s Ben Thanh Restaurant.  It’s been great fun supporting Jennifer in “doing the right things right” over the last few years.  Through implementing best practices in a number of areas, Jennifer has managed to double her business. I figured you might be interested in the secrets of her success…

1.  Narrowed Her Focus.

Jennifer used to do all kinds of law. Real estate, corporate/commercial, estates, immigration…you name it. Here’s the thing. While she liked it all, she LOVED immigration. She gets her biggest kick from helping newcomers make a great life for themselves here in Canada.

We tend to do our best with what we love. So last year, Jennifer made a difficult decision.  She decided to focus her entire business around what she loved…and let go of everything else.

Gulp.  This sort of decision is not for the faint of heart.  Turn away business?  Yes, it was incredibly difficult. As Jennifer watched her overall billings decrease for the first couple quarters of last year, she was constantly tempted to go back to the old way of doing things.

But she persisted. And by the end of 2013, the downward pattern had reversed. Jennifer’s brand focusing strategy was working beautifully. She now owns the word immigration in people’s minds.  Since they know exactly what she does, it’s become super-easy for anyone to refer clients, and billings are way up.

2. Targeted Her Ideal Clients.

Next, Jennifer and her team sat down and figured out which clients were helping grow her business – and which were not. They fleshed out two main personas: detailed descriptions of specific  individuals with whom they’d most enjoyed doing business.  Not just in terms of demographics such as age, education, and marital status – but also including intangibles such as values, aspirations, motivations, and connections.

The team gave these personas a personal touch, naming them “Jack” and “Jill” : ) Then the team asked themselves, What specifically is it about these people that makes them ideal for us?  Now they can easily distinguish between ideal clients, and clients who would likely waste the staff’s time and energy. Side benefit:  it’s easier to attract and keep talented staff  when their time is not being wasted.

3. Finessed Customer Experience.

Thirdly, Jennifer and her staff shone a spotlight on every single interaction they were likely to have with a client… from the first phone call to the exit interview and each step in between. They asked themselves, “What does this step in our process feel like from the client’s point of view?”  Then they carefully critiqued and tweaked each step to get it just right. They’re continuing to adjust and perfect as they move forward.

So there’s the story. A year later...referrals are way up, tire-kickers are out, serious clients are in, and  business is booming. Way to go, Jennifer and team!

4 Things to Do Before Visioning

business vision

 Have you set your vision and goals for 2014 yet? 

 No?   Good…I’ve caught you at the right time.

I rarely recommend starting with vision and goals when looking to the future. It’s just that certain other basics are important to cover first. Otherwise it’s all too easy to chase shiny objects and get involved with busywork that doesn’t actually build your business. When you get clear on the 4 building blocks below, your vision and goals will emerge naturally and with little effort.

1. Strengths.  What is your  “low-hanging fruit”?  You know, the things you and your business are already good at, and can improve with little effort? Of course you’ll want to note weaker areas – but focusing too much time and energy on them is usually a waste.  Focus on your strengths and use these to offset your weaknesses, or delegate your weaker areas to others. One of my favourite resources on leadership strengths is Strengths-Based Leadership by Tom Rath and Barry Conchie.

2. Values. What underlying principles are non-negotiable to your business? Things like Creativity, Competence, Respect, and Helpfulness? Most owners need to get clearer about their values, communicate them more consistently, and incorporate them into daily life.  Values are  intangible and hard to identify.  But they’re like flooring:  foundational  to the design of the whole room.  I have an exercise that is great for helping you better understand your personal values.

3. Purpose.  So…why did you start this business again? You don’t need a two-day retreat to determine your purpose. Ask yourself and your team a simple question: “At the end of the day, what difference are we trying to make in the world?” Record whatever ideas come up when you ask the question.  Then delete the responses that have to do with money.  Highly successful companies have an overarching purpose that’s about more than making a profit.  Here is an excellent Forbes article, and a TED talk  on this topic.

4. Mission.  Now that you’ve figured out why…take a look at what & how.  What exactly do you do, for whom, and how do you do it differently from others?  Here is one of my favourite outlines for Mission Statements.

Since Values, Purpose, and Mission comprise the core of your organization, they should hold fairly steady from year to year. But reviewing them regularly and assessing how well you’re living them out is one of those “important but not urgent” keys to strengthening your business.  Do this before setting goals, and you can be assured your actions will actually build your business.

5 Keys to Building Your Content Strategy

Several intrepid entrepreneurs met today to discuss the in’s and out’s of developing a content marketing strategy and tactical plan. Themes that emerged from our discussion:

1.  It is no longer possible to attract customers with scattershot marketing (i.e. “getting your name out there”). Every entrepreneur needs a map and a plan.

2.  Make sure you look in the mirror before you head out the door.  (In other words clearly understand your business identity, brand, and value proposition before you start spreading your message).

3.  It is important to adapt your content and messaging as the needs of your market shift.

4.  To clearly understand your business identity, take time to define your Values, Purpose, Mission, and Vision. These components are the foundation for a solid brand.

5.  Two helpful tools for developing content strategy include: the empathy map and the buyer persona map.  These allow you to see the world from your client’s eyes, and adjust your content strategy and tactics accordingly.

Increasing Sales with the “Skinny Call”

One of sales reps’ most common mistakes is to try closing a sale too quickly. Predictably, the potential customer feels misunderstood, turns off, and leaves the conversation. End of story.

One widely-taught solution is to create a “trial close”.  A trial close is where you present an offer that falls short of an actual sale, but is something that the prospect can still say “yes” to. You ask the prospect for an opinion or idea that reveals how she’s thinking so you can further tailor your sales approach – rather than requiring her to make an actual buying decision.

One special type of trial close is the “skinny call”.*  A skinny call is one that’s kept very short and to the point.  It avoids explanations and seeks simply to qualify the prospect so no one’s time gets wasted.  It also breaks up the sales process while building trust with the potential client at the same time. Here’s how to a skinny call might work to help you better qualify your leads.

Suppose someone comes to your website and downloads a white paper.  You get an email notification in your Inbox, and follow up by phone. What do you say in this phone call?

What you SHOULDN’T say is “Ms. Smith, I see you downloaded our awesome white paper. Do you want to buy our product?”

Remember your only goal on the skinny call is to qualify this person and build trust.  It is NOT to make a sale.  So you COULD say…

-          Ms. Smith, I see you downloaded our white paper on x subject.

-          Is x an issue in your company?

-          Is it a priority for you / your company to solve the problem we’ve outlined there? [because if it isn’t a priority, you might as well not waste each other’s time at this point.  You could offer to check in again at a later time, or ask them if you could send out a further helpful document that also addresses their needs in some way]

-          Would it be helpful to talk to an expert / attend a webinar / schedule a further call that would help you to explore ideas and options? [insert helpful intervention that addresses one of their top 3 issues or pain points here. This will allow you to explain details when they’re in the mood to hear them and are thus likely to be more receptive]

-          Would you be available at x time? [get a commitment to proceed to your next step in the sales process]

That’s pretty much it.  The skinny call saves time and aggravation, builds trust, and leads to more and better deals over time.

* I first heard the term “skinny call” in our @Communitech Tactical Sales Peer-2-Peer Group this week.  Thanks to Ryan McCartney and Brad Kwiatkowski of Miovision for sharing it with us!

The Top 5 Questions to Ask When Starting or Growing a Business

Whether you’re starting a brand new business, or seeking to grow an established one, there is one key principle that should always be top of mind…

Stay focused on the customer.

In the hurly-burly of business life, it’s easy to get sidetracked by all sorts of issues that in the long run are not nearly as relevant to business success.  Pressing tactical issues like…  What’s the best way to “get my name out there”? How do I get the best price from suppliers? Which social media should I be on? Which networking groups should I attend, etc. etc.  Yes, these are important.  But the key, central question should always be…

1. “What do my customers want to buy that I can provide better than anyone else?”

Below is a list of related questions to ask when starting or growing a business…and continue asking at least once per quarter ever after!

2. Why do I want to own this business in the first place?
In the early days of your business, your goal is to experiment to learn what works:  to “fail fast, fail cheap, and fail often”. But sooner or later, you’ll need to articulate your values, purpose, mission, and vision  – because you’ll be called upon to determine what’s most important in a variety of difficult situations.

Values describe the things that are so important to you that you would hold to them – even if you were to start a different business, in a different industry, 100 years from now. They include things like integrity, innovation, competition, service, and respect. Your company’s purpose, vision, and mission flow naturally out of your core values.

Whether or not you’ve expressed them, your core values shape your most important business decisions: who to bring on as a supplier, who to hire and fire, how to manage conflict, and how to build a strong, talent-attracting culture.  Being clear about your values will empower you to make quick, well-grounded business decisions, sometimes under extreme conditions, at the drop of a hat.

Check out http://www.jimcollins.com/tools/vision-framework.pdf for helpful exercises that will help you identify values, purpose, mission, and vision.

3. Which customers am I most eager to serve, and why?
High energy and motivation are crucial to success in business. It’s much easier to stay focused and motivated when you are attracting and serving your favourite people. What is their age, stage, location, variety of needs, concerns, and so on? Where do they congregate and how can you hang out with them, both face-to-face and online? Connecting with your potential customers in a variety of helpful ways facilitates the flow of energy and money.

Sometimes it can be just as important to fire customers as it is to retain them. Bad customers can quickly drain valuable time, energy, and resources.  Look for a way to kindly offload repeatedly difficult customers so you have more time and energy to spend on the people you can genuinely help.

4. What do my customers need that I most love to provide for them?
Business is about more than taking people’s money: it’s about meeting people’s needs. Money is a handy side benefit.  When we meet the needs of customers we love with our strengths and talents, they’re generally happy to give us their money.  The better we meet their needs, the more money they’re willing to give us. It’s not rocket science.

Don’t be afraid to think outside the box on this one. What else do your customers need that you can provide, besides your regular products or services?  Maybe they need further connections, cool experiences, information and learning resources, incentives and perks, and so on.

As customers turn to you to get a variety of needs met, you become a centre of influence for them.  They say good things about you when you’re not there, and they naturally refer their friends.  What’s not to like? You get valuable word-of-mouth marketing for only the cost of providing a few extra resources for people you care about anyway.

5. What are the ways in which I’m able to meet my customers’ needs better than anyone else?
Price, Quality, and Service are the top three factors that allow a business to compete in the marketplace.  But it’s very rare for a company to be amazing at all three factors.  Better to choose two of these three and focus your development efforts around them.
For example, you could advertise your services as the lower-cost, faster alternative to your competition. The fact that you’re also of higher quality would be a much-welcomed surprise – allowing you to under-promise and over-deliver.

Get Grounded for Growth

“Vision, mission, values”…ah, they roll off the tongue so easily.

But I find that folks tend to line up these three musketeers in the wrong order.   We need to reverse the order – start with Values and add in Purpose, before we go anywhere near Mission and Vision.

Why?  Values and Purpose tell us who we are as a business and why we’re here on this planet.  When we know the who and the why, it’s much easier to figure out the what and the how (“Mission”), and then the where of it all (“Vision”).  True, start-ups often need to fly by the seat of their pants until experience helps them more fully understand their identity. But for established businesses, a clear understanding of Values and Purpose is crucial for strategic planning and business success.

Success in business involves above all the ability to quickly decide what is most important in any situation. A deep understanding of core Values and Purpose allows us to say in a flash, “Yes, of course – it’s this, and not that”.  Strategic decision-making gives us the agility to out-dance both competitors and general market conditions.  And with an engaged and aligned work team that is also empowered to make its own decisions…the sky is the limit!

Since all decisions are based on Values, it should be easy to figure out our Values, right?

But in fact Values are not easy to identify.  We are way too close to them.  They’re like the background of a favourite painting…bringing definition and meaning to events in the foreground, but easily overlooked on their own.

Over the years, I’ve tried many methods to help people articulate their values.  I have to say that most methods fall short. Generally people work with a laundry list of abstract terms like “peace”, “freedom”, and “balance”.  Well, who on earth doesn’t want world peace?  Who doesn’t want freedom and balance?

Using the laundry list approach, people find it difficult to choose, internalize and then remember their chosen values – much less apply them in decision-making.  And the important question is always: what do these grand ideas really mean to me, right now, in this situation?

I’ve been having a lot of fun asking big questions lately with the 4-partner succession team at Menno S. Martin Contractor.  The fact that MSM is already over 70 years old tells us this business has been doing the right things over the years!

When we first started re-examining core Values at MSM, I asked the partners if they could state their company’s values without looking at the website.  When they weren’t able to do so easily, I knew we were starting in the right place.
So I asked team members to individually review a basic Values list and choose the ones that stood out for them.  We pooled our lists, noted commonalities and patterns, and reduced the joint list to about ten.

Now, 10 is way too many values to work with.  I like to see people whittle away until they come up with a top 3.   Because generally by the time most people get to the 4th one, they’re hesitating, and by the 5th value they’re drawing a blank. We’ve all seen this happen.

But this is not what we want to see with core Values. In fact, we want every last person in the entire business to remember the company’s core Values at the drop of a hat, in their sleep, and while they’re out of town.

So we took each of the 10 values and put it through some tests.  Business author Jim Collins has developed some highly useful questions for prioritizing Values and Purpose. Here are my personal favourites:

-       If you were to start a new organization, would you build it around this core Value regardless of the industry?

-       Would you want your organization to continue to stand for this core Value 100 years into the future – no matter what changes occur in the outside world?

-       Would you want your organization to hold this core Value, even if at some point in time it became a competitive disadvantage?

After much discussion, we were able to come up with MSM’s renewed list of Values.  While there are some similarities with the original list, the new list of values is shorter, pithier, and easier to remember:

1. Build it right.

2. With integrity.

3. People first.

We all fell in love with MSM’s renewed Statement of Values…including me : ).

ACTION STEPS:

1. Grab a list of Values from the net, or email me, and I’ll send you one.

2. Review the list and choose your Top 10.  Take your time and confer with others if necessary.

3. From there, test each brainstormed value and choose the 3 that really stand out for you.

4. Wordsmith until you resonate completely with them and you sense they really articulate what is most important to you.

5. Now post your values where you’ll see them every day and let them permeate everything you do.

Networking Tips

How can I use networking to grow my business?
• Attitude of “abundance” vs. “scarcity”.  Give before you get.
• High-value people attract high-value people and opportunities.
• Warm leads vs. cold leads – way easier and more fun.
• Longer-term vs. shorter-term solution.
• All business is built on relationships and conversations.
• Network to establish and strengthen your brand. Aim to be as visible as possible.
• Energy is money and money is energy.
• Conversations create energy, move your business forward and open up new opportunities.

How do I decide where to network, or evaluate the networks I already have?
• Clearly identify your target market and value prop.
• If you’re not clear who your target market actually is, network to get clarity.
• “Generic networking” to start (e.g. Chamber of Commerce).
• “Targeted networking” to connect with your specific market (professional
associations, supplier groups, clients’ networks).
• Conferences, trade shows – regular and reverse tradeshow marketing.
Networking efforts should be bringing new business opps.  If not, change strategies.
• Distinguish between “high-value” (to your business), and “low-value” people.

What should I say to people?
• Even more important to listen.
• Be interested in others. Follow your natural curiosity and ask the questions that
interest you.
• Aim is to connect.  Never to sell. Selling comes much later!
• Be yourself.  If people don’t respond well, get feedback and aim to improve.
• Always ask how you can be helpful to them.  Who is their ideal client?  Who do you
know that you can connect them with?

How can I feel more at ease while networking?
• Notice and acknowledge your anxiety, but put it off to one side.  Don’t let it become the main event.
• Breathe deeply.
• Tell yourself “these people are just friends I haven’t met yet”.
• Never take it personally when someone doesn’t warm up to you. We either resonate or we don’t.
• Watch your self-talk – keep it positive.

How can I actually turn business cards into business?
• The key is in the follow-up.
• Your job at the networking event is to connect with as many people as you can, and
notice which ones you feel attracted to and might like to meet again.
• Write follow-up thank-you notes or emails to strengthen the connection.

How can I use social media to network online?
• Twitter, Linked In, Facebook.  Write your own content that answers questions and
concerns of your target market. Teach them how to think about your industry,
product or service.
• Join groups.  Start conversations with people that interest you.  Ask questions,
answer questions. Create events and use social media to invite people.  Track your
leads and follow-ups.

Growing Your Business Using Linked In

Linked In is a living, breathing network that automatically updates itself 24/7 online. What’s not to like?  If you’re a business owner or professional who is not on Linked In yet…today’s the day to get started.

Last week I was privileged to hear fundraising expert Paul Nazareth provide some excellent tips last week on how to use Linked In to grow your business. Interestingly, he was presenting at a locally-based Linked In group: Social Media Breakfast Waterloo Region.

I’ve put together Paul’s points with some of my own to come up with a Top 10 for Linked In.

1. Best Linked In resources: Linked In Log is a tiny book that takes you step by step from soup to nuts on how to plan and measure business results on your Linked In site. Linked In for Dummies is an excellent general guide and provides a helpful cheat sheet here. Other recommended marketing books: The Power of PullUnMarketing,  and The Best Service is No Service.  Linked In has its own YouTube channel full of how-to videos.  Company Pages has lots of tips for organizing your business page.

2. Create both a personal page and a business page. On both sites, make sure you follow best practices using the resources above.  The most obvious basics are to make sure your profile is 100% complete, have a professional photo, and at least 3 recommendations.

3. To get recommendations, give them first to as many of your 1st degree connections as possible.  People usually want to reciprocate – but they’re busy, and it can help to shape their recommendation by offering content suggestions.  Paul’s tongue-in-cheek suggestion: “Can you just share with others that I didn’t kill you, and what you appreciated about our work together?”

4. Use the Summary section of your personal site to provide a snapshot of your personality and your value proposition. In my view, the Summary section should read like the “Professional Profile” section of your resume – so that even if a person reads no further, they still have a solid idea about why you’re on the planet. When I write these things with clients, I’m always asking “how”.  As in “Wow, that’s great – now how did you accomplish that?  How did you do it differently from someone else?” It’s a good idea to speak directly to your reader using I-statements, and to avoid jargon-y, empty descriptions like “dynamic” and “effective”.  You can also include your Vision and Mission in this section.

5. Don’t overwhelm people with your genius, or your posts will start to feel like spam.  Paul recommends maximum one status update per day, and minimum one update per week as a good guideline.  Follow updates from your network and make comments on a regular basis.

6. Include a personal note with each of your Linked In invitations.  If it’s a new connection, remind the person about how you know each other and ask for the opportunity to link.

7. Who to link to? People you already know well, people you worked with in the past, people you know professionally.  Take some risks.  Seek connections with your heroes, teachers, and other influencers who are important in your industry. Give them a reason as to why they might want to link with you. You have nothing to lose and a lot to gain.  You never know who might come up on your “suggested links” list.  Not too long ago I was astonished to see “Barack Obama” come up in in my own!  Talk about six degrees…!

8. Linked In Groups and Linked In Answers are excellent ways to showcase your knowledge and talents.  Seek groups where your target market hangs out and start to add value in those circles.  Aim to OWN your sector by creating your own groups. The best groups are not based around a specific company brand, but are targeted toward a sector, profession, special interest, or common problem.  Groups are about branding – establishing your reputation and getting your name out there – more than they’re about sales. One creative idea is to start an Amazon booklist, and hold meetings to discuss specific books.

9. Linked In Events is not yet the best vehicle for getting the word out about events, since not everyone is a member.  I park my own announcements at Eventbrite.com, but also list them on Linked In and Facebook, and send them out by email.

10. Use a timer.  Social media can be addictive – one could spend one’s whole day writing and talking to people, but making no money.  Set a timer to allow 10 – 15 minutes a day for social media activities to remedy this problem. After all, how long can it take to skim your network’s posts, make a few comments, post one update  yourself or answer one question?  That’s all the time you need to develop a solid reputation on Linked In.

Next:  Growing Your Business with Your Linked In Business Page.

4 Offbeat Ways to Set Goals

Feel like your website is a brochure lost in cyberspace? Scroll down for info re our October 20 Pay-Per-Click Marketing Seminar. In the meantime, here are a few goal-setting ideas to chew on….

4 Offbeat Ways to Set Goals

In life and business, it can be challenging to figure out your next move. Popular goal-setting programs urge us to set goals that are SMART – specific, measurable, achievable, realistic, and timely. Great. But…your first question should really be…

What am I aiming for ?

The most important thing – but often the hardest – is knowing what you want in the first place. Many people would rather just stay busy. But without a clear vision of where you’re headed, it’s tough to set the clear goals that will actually propel you and your business forward. Vision boards and brainstorming sessions are a great start. But here are 4 useful ideas that take no effort at all.

1. Start with what you DON’T want.

When I’m really stuck in figuring out what I truly want in life or business, I divide a piece of paper in half. At the top of the left side, I write “Don’t Want”. At the top of the right side, I write “Want Instead”. Mind-numbingly simple – but it works.

This year, my list looked something like this:

Don’t want: Stuff I don’t care about. Stairs. A basement that keeps filling up with junk.
Want instead: A place that other people take care of, so I can focus on what I’m best at – people and ideas.

Long story short, we’ve downsized and moved into a condo. I don’t have a basement where stuff I don’t need can collect. I don’t have stairs. I do have more time and energy. I’m happy as a clam. When I get clear about what I DON’T want – I get clear about what I DO want.

So here’s the question: what don’t you like about what’s currently happening in your business or life? What do you want instead of that?

And don’t discount it either. Too often we start to imagine what we want different – then talk ourselves out of it. “We couldn’t possibly implement that idea”; “We can’t let him go, what if he sues us?”; “I’d love to go to the islands, but we’ll never be able to afford that…” “I couldn’t possibly do that at this age…” Stop judging your ideas and just write them down. But be careful what you write…because once recorded, your ideas are going to start happening.

2. Figure out your questions – before you go looking for answers.

What questions are floating around in your head right now? You know… the things you wonder about while you’re in the shower, driving your car, drifting off at a lecture? Everything from…
“Which target market would be best to pursue?”
“Which supplier should I choose?”
“What should my tagline be?”
…to:
“What colours should I paint my house?
“Which of these three guys should I date?”
“What should I do with my life?”

Too often we ignore or discount our questions. But listening and honouring them provides the key that can unlock the door to our next move.

In her excellent book “Write It Down, Make it Happen” Henriette Klauser has a cool idea. She cuts a piece of paper into strips, writes one question on each strip, puts the whole lot in an envelope, and sticks it in a drawer. Don’t knock it – it works. I’ve done it myself. One time I totally forgot about the envelope until a couple years later. And lo and behold – through events and people in my life, every single one of my questions had been answered.

So, what questions are currently on YOUR mind about your life, career or business? Write them down, and before you know it, your next move will start coming into focus.

3. Look backward before you look forward.

In this age where everything moves so quickly, this tip goes against the grain
. “If it’s not making me money, it’s a waste of time…”; “We should be pursuing the next big thing…”; “While we’re thinking, the competition will get ahead…” etc. etc.

But neglecting this step can lead to confusion and inefficiency.
We re-invent the wheel because we forget what we’ve already done. We overlook what we’ve accomplished, and feel like we’ve done nothing – when in fact we’ve actually made great progress.

One easy way to take stock is to is to start with a simple 3-column chart. I get my clients to do this exercise every 90 days. On the left, record areas that are important in your life and business, like big dreams, leadership, finances, etc. Beside each area, record the successes and progress you’ve had in that area. Once you’ve noted your progress, your next steps practically leap onto the page. “Okay, I’ve got this done – great! Now I need to do that…”. These next steps become your goals. It’s a painless way to get clear on your priorities for the next phase.


4. Get some fellow-travelers.

Hey, it’s just way more fun. Every year, I form a little mastermind group of whatever favourite helpful people there are in my life at the time, and we meet regularly to clarify our goals and hold each other accountable. Because one of the hardest things about goal-setting is keeping it fun and staying accountable. Let’s face it – we can have the best of intentions to do something new, but life intervenes, priorities change, and we drift off track. Our companions can help us stay motivated and focused.

So – who in your life would you like to stay accountable with? Set up a meeting and form your own group of fellow travelers who can help you “goal for the gusto”.

Speaking of fellow travelers…watch for details of our upcoming Anticipate 2012! 1-day Goal-Setting Workshop on December 2.

Upcoming Events:

October 20: Pay-Per-Click Marketing
8-10 a.m., Your Kitchener Market.
If your online business feels like a brochure lost in cyberspace, consider using low-cost pay-per-click marketing to boost visibility and sales.
Click here for details and registration.

December 2: ANTICIPATE 2012!
8:30 – 4 p.m. Location TBA.
This 1-Day workshop will help you organize your vision into a comprehensive growth plan for life and business in 2012. Plus it’s a great opportunity to network with lots of other interesting and motivated fellow travelers.
Click here for details and registration.

For helpful daily business growth links and tips, follow us on Twitter: @lois_ready2grow

Yours in growth & learning,

Lois

Lois Raats MEd CCC BCC
Principal
Ready2Grow Associates
t: 519.883.8838 | lois@ready2grow.com | www.ready2grow.com