Unleashed - How to Thrive as an Independent Professional

Soren Kaplan, author of Experiential Intelligence, talks about scaling consulting businesses and how his software company, Praxie.com, helps consultants digitize their processes. He discusses the benefits of using a no-code software platform for streamlined workflows and generating ongoing revenue. Soren also emphasizes the importance of combining experiential intelligence with IQ and EQ for personal and organizational success.

James Agres, founder of 2nd St Strategy, sheds light on the pivotal role of market sizing in commercial diligence. He breaks down essential terminologies like TAM, SAM, and SOM using relatable examples, such as a barbershop business. Agres explains the importance of understanding market dynamics and competitive analysis to identify valuable opportunities. He also discusses methodologies for various industries, including software and healthcare, showcasing how precise market assessments drive better business decisions.

Brian Ortiz, real estate investor and LinkedIn expert with 70,000 followers, discusses managing LinkedIn presence with CRM systems. He shares insights on managing the inflow of messages, using AI tools, and sorting messages into granular groups. Ortiz mentions LeadDelta, FOLK, and Raindrop as helpful CRM systems. The podcast also covers handling viral posts, managing connection requests, and strategies for creating and sharing content on LinkedIn.

Show Notes: LinkedIn has become a powerful platform for professionals to connect, share insights, and build their personal brand. But how can executives effectively leverage LinkedIn to maximize their content strategy? To answer this question, Will Bachman talks to Justin Nassiri, founder of Executive Presence, who conducted a comprehensive analysis of client posts on LinkedIn. Justin talks about software his company uses for data analytics to see valuable data on engagement and trends and how to use it. The Power of the Hook One of the most significant insights from Justin's analysis is the importance of the hook in LinkedIn posts. The hook refers to the first line of a post, which aims to capture the reader's attention and entice them to engage further. Nassiri emphasizes the need for a bold and provocative hook, stating, "The first line of a post really determines its success." By taking an extreme stance or making a surprising statement, executives can stop the scroll and compel readers to delve deeper into their content. Justin advises executives to avoid generic and overused hooks, such as "I'm humbled to be featured by Forbes." Instead, he suggests crafting hooks that are concrete, surprising, and contrary to common beliefs and offers a few examples. Furthermore, Nassiri highlights the importance of formatting the post to make the hook stand out. By using line breaks and creating distinct lines, executives can make their hooks more visually appealing and increase the chances of capturing readers' attention. The Visual Advantage Another key finding from Nassiri's analysis is the significant impact of visuals in LinkedIn posts. According to the study, posts with photos receive 115% more views than those without any visual content. Graphics, on the other hand, result in a 28% increase in views. He emphasizes the need for original and relevant visuals. Stock images are not effective in capturing readers' attention and should be avoided. Instead, executives should use their own photos or graphics that directly relate to the content of their posts. For example, if the post discusses leadership, including a photo of a team or a relevant graphic can enhance the post's impact. Justin also offers a few tips on how to generate ideas for visual content. The Power of Data Analysis Beyond the specific findings, Justin highlights the broader value of LinkedIn as a tool for data analysis, and how executives can use LinkedIn to gain insights into the topics and ideas that resonate with their audience. By analyzing the performance of their posts, executives can identify their "zone of genius" and focus on topics that generate the most engagement. He encourages executives to view LinkedIn as a platform for testing and refining their content strategy. LinkedIn provides a data-driven approach to understanding what content is valuable and to whom. This data-driven approach allows executives to refine their messaging and focus on topics that truly resonate with their audience. The insights from Justin's analysis have significant implications for executives looking to enhance their presence on LinkedIn. Looking ahead, it is essential for executives to continue evolving their content strategy on LinkedIn. While certain tactics may become overused or lose their effectiveness over time, the fundamental principles of effective writing and storytelling remain timeless. Executives should strive to provide valuable insights, educate their audience, and create engaging content that resonates with their target audience. Frequency of Posting on LinkedIn Another important aspect of LinkedIn thought leadership is the frequency of posting , the type of post, and the audience. Justin explains how the post is displayed, breaks this down line-by-line, and emphasizes the need to post consistently and frequently, recommending two to five posts per week. He highlights the significant impact of increasing the frequency of posts, with a three and a half times increase in monthly views and a 3.7 times increase in monthly likes when going from two to three posts per week to five posts per week. He also suggests posting at 7am local time, as this allows for maximum visibility and engagement. Content Development Tips In terms of content, Justin advises against using articles, links, and reposts. Outbound links and reshared content tend to receive significantly fewer views compared to original posts. However, Nassiri provides two workarounds for including links in your posts. One option is to publish the link as the first comment in the post, while the other is to add the link after the first hour of the post. He talks about how short-term fads can be exploited but should not be relied on as evergreen content. Justin recommends ending your posts with a statement rather than a question. According to his analysis, posts that end with a question perform 30% worse than those that end with a statement. This suggests that people may be fatigued by the overuse of questions to drive interaction. Instead, focusing on authoritative content with clear takeaways and actions can lead to better engagement. Justin shares pros and cons on the types of content commonly created. In conclusion, optimizing your LinkedIn thought leadership requires a strategic approach. By using visuals effectively, posting frequently, avoiding articles and links, and ending with statements, you can enhance your visibility and engagement on the platform. As LinkedIn continues to evolve, it is crucial to stay informed about algorithm changes and adapt your content strategy accordingly. By following these insights from Justin Nassiri, you can position yourself as a thought leader on LinkedIn and maximize your impact in the professional community. Timestamps: 01:19 Methodology and scope of the study using Shield App.ai 02:09 Insights from the study: Best practices in posts 04:39 Importance of the first line and the need for bold and provocative statements 09:40 Tips for creating a strong hook and the importance of distinct lines 10:14 Factors affecting the visibility of the post and the need to entice viewers to click "See more" 14:07 Importance of using original and relevant photos in posts 17:35 Selfies may not perform as well after algorithm change. 19:11 The best time and frequency to post 26:28 What to avoid in LinkedIn posts. 32:12 How to end a LinkedIn post Links: Website: ExecutivePresence.io CONTACT INFO: Justin@executivepresence.io Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Show Notes: Will Bachman welcomes Alex Boyd, the founder of Revenue Zen, a B2B organic growth marketing firm. Alex talks about organic growth marketing and how it is simply sharing knowledge about a product or service through platforms like websites, forums, and social media without relying on paid advertising. Alex's strategy works because clients are drawn to the content and reach out to him. He is now helping other B2B companies achieve success through organic growth marketing. Developing Organic Content for B2B Markets Alex Boyd works with B2B clients who typically have an average order value of at least 20k to 50k or more. He helps them to find their voice, clarify their thought process, produce content, get it out there, and watch that turn into leads and pipeline. His clients are usually software companies, consultancies, and other service providers who sell digitally and have a higher than average ticket size. By writing LinkedIn content that is well targeted and speaks to their audience and producing blog posts that are targeted to niche, lower volume keywords, his clients can see a huge ROI with just a few leads. Alex talks about how they help software companies create content. He explains how they have a structured interview with the founders of the companies to understand their needs and goals, and draw out their expertise. Then, they create content that focuses on the specialty of the company as well as how technology can be used as part of the process. He emphasizes that the founders may not be social media writers, but they can provide valuable insights on how to implement the solution. Alex offers a sanitized case study of a software client. Most of his clients receive targeted, well-written content that they can post themselves. Alex's business helps clients craft effective social media content that can help them generate leads. He advocates for a structured interview process to draw out the client's expertise, and then they can coach them or produce content that the client can edit. Alex shares a few interview questions that help draw out valuable information on the company that helps build engaging content that yields results. He identifies the type of content that works. Tips on Creating Engaging Content He suggests starting with an origin story, as it helps the client's network to understand why they started the business. He also suggests asking about the client's favorite interview questions to draw out the information. Alex believes that making up content for social media does not work, and that it is important to draw out the expertise and knowledge of the client to create effective content. He emphasizes the need to be short and insightful in content marketing. Alex explains how to manage reaction and engagement to social and content posts, and how to transition from commenting on someone's posts to having meaningful conversation. He offers tips on backlinks, messaging and responding, and how to prep the groundwork for posts. Alex said that the majority of the 135 engagements he has brought in from his LinkedIn posts and comments have been inbound. He suggests that the best way to have a conversation with someone is to have a natural conversation that doesn't have a direct lead into one's service but is still relevant. Will asks for tips on how to move from commenting on someone's posts to having a live conversation. Alex suggests providing a targeted note expressing interest in talking and engaging in meaningful conversations that don't lead to a sales pitch. He adds that the best conversations are those that don't lead to a sales pitch but are still relevant. When engaging potential customers on social media, it is important to be mindful of how you approach them. Instead of leading directly into a sales conversation, it is best to demonstrate your expertise by asking questions that show your credibility. To do this effectively, ask questions related to the topic that you know about, and make sure they include your expertise. For example, if your expertise is in SEO, you could ask questions about backlink distribution and content production. Pretend you are giving a micro-consulting engagement and think about the value you can provide. This will help you create questions that demonstrate your expertise without feeling like a sales pitch. How to Gain and Engage with Clients on LinkedIn Alex explains how to choose questions that demonstrate your knowledge, and how to comment on a LinkedIn post. In addition to using a Sales Navigator account in order to highlight posts from those people, he suggests using a bookmarking system or a spreadsheet to track the posts, and how focusing on a smaller group of potential leads is the best way to comment on relevant posts. Alex also suggests engaging with other people in the same space, such as influencers, consultants and software companies, as this can be more effective than engaging directly with the prospects. To find these people, Alex suggests creating pre-made influencer lists, which can be done by looking at which creators and consultants get the most engagement from decision makers. Finally, Alex recommends having offline conversations with others who also sell to the same market. Alex talks about the software he created, Aware, to help with posting content on social media which orchestrates all LinkedIn activity on one platform to organize the process and save time. The typical person using Aware are usually growing on LinkedIn but want to spend less time managing LinkedIn data. Sales Leadership on Social Media Alex shares tips on how to drive engagement and points to Dan Morris as an example, whose posts do not get a lot of engagement but are targeted to a specific niche and resonates with them. He suggests creating content that is targeted to the right audience and that asks questions or request for reposts to encourage engagement. He talks about sales leadership and how to best use social media to increase engagement and reach more people. One of the tips is to make sure the first couple of lines of a post are as powerful as possible, and to take the best line from the end of the post and put it at the beginning. He also shares how to respond when a post does gain a lot of attention to take advantage of the momentum. He suggests that virality often does not lead to much net new pipeline and it can even be distracting. If clients do have a post go viral, Alex suggests that they not try to respond to everyone, but instead look for the signal in the noise and prioritize business development. Alex also offers insight on the best and worst days and times to post on LinkedIn. Alex states that it is more important to post quality content than to post frequently. He suggests that people should choose a quality threshold above which their content must be and be consistent. He also advises against pushing out half-assed content in the name of frequency. He suggests that if people are able to spend 3-4 hours a week planning and creating good content, they will do better. He also offers recommendations on formatting content whether text, video, or images. He also offers one last piece of advice on sharing content for best results. Timestamps: 01:30 Unlocking the Potential of Thought Leadership for B2B Clients 06:36 Uncovering the Power of Interviews for Content Marketing Success 13:03 Connecting with Social Media Engagers 14:54 Transitioning from social media to Live Conversation 18:22 Commenting Tips for LinkedIn 25:16 Proactive Ways to Engage with Clients and Followers 25:48 The Benefits of Using Aware for LinkedIn Success 31:23 Tips for Generating Engagement on LinkedIn 35:32 Maximizing Engagement and Business Development Through Social Media Posting Links: Website: https://revenuezen.com Website: https://useaware.co CONTACT INFO: LinkedIn: https://www.linkedin.com/in/alexcboyd/ Get in touch with Alex: https://www.gated.com/@alexboyd Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Show Notes: Chris Heivly and Will Bachman discuss the concept of startup communities and the importance of building them. Chris is the co-founder of MapQuest, which was sold to AOL for $1.2 billion, and the author of the Build the Fort. His second book, The Startup Community Builder's Field Guide, focuses on how five simple lessons learned as a 10-year-old can set entrepreneurs up for startup success. Chris defines a startup community as a set of people involved in innovative activities in a particular geography. He explains that startup communities can be incredibly powerful in helping entrepreneurs to succeed and should be proactively built by providing resources, mentorship, and capital. The Benefits of a Startup Community Chris talks about the concept of startup communities and how they are no longer geographically bound. He believes that networks are essential in order to develop a successful startup community, and that all members of the community, such as corporate innovators, investors, founders, researchers, and university students, should work together for the greater good. Additionally, he mentions that the concept of startup communities applies to industry-specific communities as well, and not just geographically bound ones. He believes that the key to advancing technology is through startups and corporate innovation, and that these networks should be utilized to the fullest extent. Chris points out that it is important to rely on people outside of one's geographic network to build a successful community. He explains that it can be difficult for founders to invest time and energy into the community due to the amount of tasks they have to complete in their business. He mentions that it is important to build meaningful connections in order to make a successful community and connect with venture capitalists, local investors, and to get involved in the local economy to make sure that it is thriving, and that one will gain knowledge and potential customers by doing so. Chris suggests startup lawyers, marketing experts, economic development professionals, and people from universities want to ensure the success of startups and help create a vibrant local economy, and he shares a case study on a startup community he was involved with. The Advantages of a Local Tech Scene Chris talks about the advantages of being in a local tech scene, rather than working in a virtual space. He adds that the local physical advantage is that one can easily access mentorship and advice in a formal sense. He notes that this may come in the form of attending events, or engaging with other startups in the same building. He also points out that networking with local resources can be beneficial for finding answers to questions, and finding the right attorney for legal needs. He explains the importance of providing resources, such as programming and co-working spaces, to help new entrepreneurs get their businesses off the ground. Chris emphasizes the value of what they call gear, or ad hoc advice and mentorship, as an invaluable resource. These resources can be found through serendipitous sparks, such as running into people at coffee shops or events. Chris suggests that the best way to create events and activities that will engage the community is to listen to what the people want and find a leader who is motivated to make a change. He encourages grassroots-style initiatives that come from the bottom up, and to move forward with the goal of helping or supporting others. The Three A's that Help Build Local Community To help the local community, Chris suggests that it can be done in various ways, such as running a Little League team or getting involved in the arts. He recommends getting involved in the entrepreneur community and how it can have a great economic impact. Chris talks about the three A's framework in his book which stands for actors, activities, and attitudes. This framework is designed to make the ecosystem more inclusive and inviting for everyone to play a role. Actors can range from economic developers, government bureaucrats, university people, corporate members, founders, investors, and more. Activities vary depending on the maturity of the ecosystem. Attitudes are the most forgotten part of the framework and are important in creating a collaborative, supportive, and inclusive mindset. Chris encourages everyone to adopt a better attitude and behavior in order to create a better ecosystem. He offers a few steps to drive this forward. To build an active network that you can lean on, Chris suggests introducing two people from your network who don't know each other, and having a 'gift first mentality' by reaching out to others without expecting something in return. He shares a story from 2009 to 2010, where he ran around doing 275 connections in five months, and at the end asked a simple question: What can I do for you?. He encourages people to ask what keeps them up at night, and what their challenges are, so that they can be helped. Building a Network of Trust Chris believes that by helping others without expecting anything in return, a strong network of trust and support is created that can benefit everyone. He has met with over 4000 people in the Raleigh-Durham area to build these relationships. He encourages young people to do the same to get more done faster. In return, these contacts are more likely to help him with projects such as writing a book or speaking at events. Chris believes that by investing time and effort into forming meaningful relationships, success can be achieved more quickly. Chris has encountered thousands of people over the past 15 years and has created a system of pre-investing with each of them individually. He explains that he has an open office hours system where anyone can sign up for a 20 minute meeting. He also explains that, although he doesn't have a strong connection with all 4000 people, he can activate them whenever he needs to. His purpose is to support and empower founders to create successful businesses and cities. He hopes to accomplish this through his meetings and connections. Chris shares a few success stories from the people he has met and connections he has made, and the path he took after the success of his startup MapQuest. Timestamps 01:49 Building a Startup Community 03:47 Conversation on Building a Startup Community 06:48 Exploring the Benefits of Joining a Local Startup Community 13:58 The Advantages of Being Local in a Start-up Scene 16:52 Building a Startup Community in Raleigh, NC 25:14 The Four Stages of Ecosystem Maturity 29:33 Exploring the Benefits of a "Gift First" Mentality in Building Community Connections 36:33 Connecting People for Mutual Benefit 43:06 Career Development and Corporate Venture Funds 45:20 Writing the Build a Fort Series Links: Website: http://heivly.com/ The Book: Build the Fort CONTACT INFO: Twitter: @chrisheivly Email: Chris@buildthefort.com Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Former McKinsey partner and data analytics specialist, Adam Braff, discusses the implications of using Chat GPT for data analysis. He explores the challenges of applying these tools to large datasets and highlights the importance of an intuitive interface and data visualization. They also discuss options for uploading data into Chat GPT and the landscape of data analytics, including AI tools and forecasting. The episode concludes with a discussion on the incredible abilities of AI language models.

Show Notes: Keith Durst runs Friends of Chef (FOC), a consulting firm that works at the intersection of hospitality and real estate. Keith has worked on major projects in 15 different states, and he lists several projects they have worked on in New York City, such as Rockefeller Center, Lincoln Center, the Whitney Museum, and Blackstone's corporate headquarters as just a few of his projects. Reimagining the Rockefeller Center Keith uses Rockefeller Center as a case study to explain the different stages and services his firm provides to their projects. The initial phase of the project involves understanding the needs and goals of the developer or owner. He talks about researching the market, designing the concept, and bringing it to life with construction. Finally, they help with the launch of the project and ensure its success. The goal of the project at Rockefeller Center was to create a place where New Yorkers would want to spend their time, rather than focus on it as a tourist destination. To achieve this, the development team looked at what was missing and why and how they redeveloped the area to be more open and accessible to New Yorkers. He talks about the changes that were made and how these changes have made the area an attractive destination for locals to visit. Keith explains the specifics of how to do a needs assessment for the Rockefeller Center, including assessing the local community. They wanted to create an authentic New York experience on the campus, so they didn't rely on the competitive set. The goal was to create different levels of food and beverage, including bakeries, breweries, cafes, and sit down seating that would give people working at Rockefeller Center the ability to stay in the area to socialize and make reservations at popular places, but also that it would attract a wide demographic. In the end, Keith hopes that the changes will give people the time and energy back to spend more than one day in the area. The Friends of Chef Mission and Vision The goal of the FOC team is to create an environment that is welcoming to all kinds of people from different parts of the city. The team also plans out different day periods to maximize the restaurants' potential and manage flow periods. Keith explains why the balance between destination restaurants and quick lunch spots is important. He emphasized that it's important to bring in businesses that understand throughput and have efficient POS and under periods. Once customer needs and establishment needs have been assessed, the next step is working with the team and their engineers and leasing people to ideate and figure out how to make their plans a reality. Viable Financial Planning for Restaurants Keith talks about the process of developing a space for a restaurant. The first step is to conduct an assessment and determine which types of restaurants would be a good fit for the space. The next phase is financial underwriting, which involves understanding the costs from both the developers and operators point of view of pre-opening and building the space, as well as developing a critical path to open the restaurant. Keith talks about the importance of having a partner mentality when working with landlords in the restaurant industry. Keith explains that a good deal cannot be done with bad people, and vice versa, and that the landlord and operator need to have a solid relationship. He adds that the two parties need to come up with a plan that works for both, and that the developer needs to have a vision that will make the property worth more. Keith then explains that when developing a financial plan, the team identifies the type of restaurant that will work in the specific location to achieve buy-in from all parties involved. Finally, he mentions the need for sign off from the executive committee of the company. Key Factors when Designing a Restaurant Keith explains that when designing a restaurant, there are a few key considerations: the developer and superintendents should have a thorough knowledge of the building, engineers who can ensure all electrical and plumbing needs are professionally installed; a kitchen designer to monitor the essential health and safety needs of a kitchen are met, a health and safety official, a designer to work with Keith's team and the operator, and finally, the developer to sign off on designs. This is all before the final fixtures, furnishings. He explains why the menu should be an early part of the kitchen design to meet specific culinary requirements and that, as such, the chef often plays a key role in the kitchen design. The Development of FOC Keith shares how his firm started. Keith gained experience opening and running high end restaurants in New York City. He was approached by a hotelier who needed help getting their food and beverage program set up. Initially, he worked on it alone, but soon realized he needed a team to be able to execute and grow the business. He now has a partner who has extensive experience in the hospitality industry at a high level. Keith assembled a team of 15 highly skilled and experienced people in the hospitality industry. Through his team, Keith has been able to work on projects of varying levels of complexity, ranging from setting up food and beverage for stadiums to small restaurants. He has also partnered with established restaurant groups to learn more about the current market and labor practices. Keith also mentions a close friend, chef and restaurant owner who he often consults with for practical and helpful advice and knowledge on the running of a kitchen. Keith explains a key factor to the success of his business is building relationships with the people in the hospitality, real estate, and other communities to find the projects they think will be the most motivational for his team. They seek out projects that everyone is excited about and are proud to work on. Keith believes that their team has figured out the best way to build relationships and communities in order to come up with great projects. They have been able to join boards and reinvest in the people they care about as a result of their success. Timestamps: 05:51 Needs Assessment for Rockefeller Center Food and Beverage Options 10:04 Balancing Different Restaurant Use Cases in Rock Center 12:59 Developing a Restaurant Space 14:13 The Importance of Partnership Between Landlord and Operator 19:43 Skill Sets Required for Restaurant Design and Build 22:40 Conversation on Restaurant Design and Menu Planning 25:07 Founding His Firm and Building Teams for High-End Restaurants Links: Website: www.friendofchef.com Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Show Notes: Oscar Trimboli is the author of How to Listen and the host of the podcast Deep Listening. He talks about the importance of listening in the context of an initial discussion with a client, and highlights the importance of being present and mindful in the conversation, and to focus on understanding the other person's perspective. Oscar stresses the need to be aware of underlying emotions, and to be patient and respectful during the conversation. He concludes that having an open dialogue and listening to the other person's point of view is paramount to building a strong relationship and achieving successful outcomes. How to Improve Client Projects Oscar talks about the importance of listening during the context call with a client on their project. He emphasizes that listening should not be limited to face-to-face conversation but should include pre- and post- conversation activities as well. As an example, he mentioned his own pre-interview question to the client about the audience in attendance. Oscar suggests three questions to ask prior to entering the room. By posing these questions, you can gain a better understanding of the client's needs and desires and be better equipped to lead the conversation. Oscar explains how to best approach a context conversation for a potential project by asking these three questions, which should include the characteristics of a great listener: curiosity, flexibility and openness. In email introductions, Oscar explains how to add three bullet points to an email introducing the project, which should include mentioning three common issues the project may have, and how to refer to these issues to position yourself as knowledgeable while also gaining information. These questions can also position you as a problem solver and not just as a gaining a client for your business. The Importance of Listening to what Is not Said In order to be a great listener, one must understand the science and art of conversation. Oscar talks about the importance of listening and the gap between thinking speed and speaking speed. Oscar suggests that we should be conscious of what is not being said in a conversation and offers some ways to self-assess. An effective listener should focus on both what is being said and what is not being said. A speaker typically speaks at 125-150 words per minute, but can think in a range of 900-1600 words per minute whereas you can listen up to 400 words per minute. Paying attention to what the speaker hasn't said can help create a more meaningful conversation and create a more positive experience for the client. As a result, referrals should increase as clients feel heard and valued. What to Avoid When Mirroring Clients Oscar talks about the best way to ask questions when trying to understand a project from a client's perspective and the importance of mirroring the client's specific language and vocabulary during a meeting. He suggests that the consultant should be careful and cautious when using language related to the future, as the client may not be able to believe in such a distant vision. He also suggests calibrating the language to the client's time horizon and paying attention to the type of language the client is using. For example, are they speaking in stories or statistics? Are they big picture or linear? The consultant should be matching the client's level of abstraction in order to have a successful conversation. Oscar highlights the importance of using mental models to recognize code words, and listening to different perspectives. He expands on the advisor's role, giving an example with a client he worked with in the pharmaceutical industry to demonstrate gaps in listening and understanding, which degraded performance. How to Improve Listening and Comprehension in a Meeting To improve listening, Oscar introduces the 70/70s squared approach, where roughly 70% of the way through a meeting, a person can ask a question to understand what has been heard. He offered a few variations of this question, like asking to summarize the last 30 minutes or asking what questions the CEO would ask if they were in the room. Ultimately, these questions help people to step back and rethink their approach, considering the perspectives of people in authority or in other areas of the business. Following Up after the Meeting Oscar stresses the importance of being mindful of how one takes notes during a meeting and the purpose behind it. He suggests that it may be beneficial to record the conversation and to state your actions clearly. After the meeting, it is important to generate artifacts such as what happened in the conversation and supplemental materials. Within 24 hours, it is beneficial to ask the client if anything has popped up since the conversation or if anything was not covered during the meeting. To follow up after a meeting, Will suggests sending a recap email as a way to show that the listener was paying attention and to provide a summary of the discussion. Oscar adds that, if the listener has paid attention to the other person's communication preferences, they could send a video or voice memo as an additional way to demonstrate understanding and increase the shareability of the summarised information and progress the complex ideas faster in the organisation. He talks about the benefits of thinking about how you communicate and not just what you communicate and talks about methods used in his own consulting practice. Finally, Oscar offers three valuable tips to improve listening and communication skills. Timestamps: 03:51 Exploring the Benefits of Pre-Meeting Questions for Effective Listening 09:01 Frictionless Scheduling: Making it Easier for Clients to Say Yes 09:52 Adopting a New Email Response Protocol 10:54 Understanding the Neuroscience of Conversation 14:41 Listening to What Is Not Said 20:23 Mirroring Client Language 25:09 Listening and Mental Models 25:36 Exploring Unheard Perspectives 36:40 After the Meeting Actions and Artifacts Links: Online Quiz: ListeningQuiz.com Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Show Notes: Will Bachman and John Horn talk about competitors and how they should be taken into account when formulating a strategy. John points out that lowering the price is an easy response to a new product or market entry, which can prevent success. He suggests that understanding the competitor's mindset is a key element to predicting their next move and positioning oneself for success. He also emphasizes the importance of being aware of the competitors' strategies, as it can influence the success of any new idea or product. A Framework to Understand the Competitor's Mindset John states that companies should pay attention to both their customers and their competitors depending on the type of market they are in. For established markets, such as toilet paper, companies should focus on competitors and their pricing, product innovation, and market entry challenges. For newer markets, like AI, companies should focus on customers since customers may not know what they want and the market is open and wide. John believes that it is important to have different departments that focus on each aspect since customer and competitor focuses require different approaches. However, it is essential for companies to be aware of both their customers and their competitors in order to remain competitive in the market. John talks about the importance of competition intelligence in developing an organization's strategy. He explains the Blue Ocean analogy-- the idea of swimming in uncharted waters to find success. He emphasizes that one must understand why the competition is not in the blue ocean before considering it as a viable option. He then outlines his four-step framework for gathering competition intelligence: reviewing public communication and actions; assessing competitor assets and resources; considering the human factor; and predicting, observing, and adjusting. This framework can help organizations build a picture of their competitors' mindset and ultimately develop a successful strategy. How to Gather Competitive Intelligence John offers advice to a growing company that wants to build a competitive intelligence function. John recommends gathering information from companies that scrape and gather information from publicly available sources such as SEC filings, the company's website, and social media. He notes that the most valuable information comes from within the organization, and suggests running WarGames, which are business simulations that involve setting up players, choices, and a timeframe to unlock competitive insight. John gives a few examples of questions that should be asked. Companies can use a CRM system to gain better insight into their competitors. The idea is to start with one question, such as Who do you talk about? and then gradually add more questions to the CRM form to prime sales agents to ask about competitors. This will help the company track which competitors are discussed in different geographies and customer types, and what pricing, product portfolio, partners, etc. are discussed. This data can then be used to identify which sales agents have reported the most about a particular competitor, and to ask them for more information. This will make it easier for the company to collect information that may already be in the heads of their staff. Collecting Data to Understand Competitors John talks about the value of collecting data to understand competitors. He suggests that data should not be collected by marketing or finance unless they are strategically focused and deliberate, as it may not receive enough focus. He adds that asking questions up and down the supply chain can be a great way to collect information, but there can be challenges in how it is implemented. John explains that competitive insight functions are cost centers, meaning that they don't directly drive revenue, so it can be difficult to get buy-in from the senior level team. He explains the best way to ensure competitive intelligence is properly implemented. When using competitive insight to make strategic decisions within an organization, it is important to start small and focus on one or two competitors at a time. It is also important to identify which teams within the organization need what type of information. John also stresses the value in using anecdotes and using story over data to gain support from senior leaders. Investing Competitive Intelligence John highlights the value of focusing on the competitor's USP to gain valuable insight. He explains how to convince senior leaders of the need for a competitive insight function. He suggests using stories to demonstrate the value of CI and its ability to help prevent costly mistakes. He also suggests that if senior leaders are convinced of the importance of CI and can see its value, they will continue to invest in it. He gives an example of a company where the CI function had such strong support from senior leadership that anyone making a strategic presentation to the CEO had to first consult with the CI group or leave the room. His conclusion is that, if senior leaders can be convinced of the value of CI, they will continue to invest in it. Finally, he provided links to his own firm, Gateway Insights, and the Washington University Olin Business School website for anyone who wanted to contact him and learn more about competitive intelligence. Timestamps: 03:10 Balancing Attention Between Customers and Competitors 08:15 Understanding the Competition for Strategic Planning 09:05 Investigating the decision makers 13:25 Building a Competitive Intelligence Function for Growing Companies 15:30 Competitive intelligence type of dashboard function 21:50 Collecting Data and Voice of the Customer Insights 26:57 Exploring the Role of Competitive Intelligence in Decision Making 27:46 Competitive insight functions as cost centers 29:18 Defining which team needs what information 31:14 Using anecdotes to inspire action from leaders Links: Website: www.gatewayinsights.com CONTACT INFO: Email: johnhorn@wustl.edu Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.