2Bobs—with David C. Baker and Blair Enns

Exploring the nuances of saying 'no' can be revolutionary for businesses. It emphasizes the importance of boundaries and how it fosters genuine client relationships. Discover the psychological dynamics at play during sales interactions, advocating for pressure-free conversations. Learn why timing is crucial in rejections and how inviting 'no' can actually enhance communication. The discussion highlights how effectively saying 'no' can enrich credibility and create space for growth, challenging creatives to balance enthusiasm with restraint.

When people from other industries learn about what goes on inside your firm, are they awe-struck in a good or bad way? Blair and David come up with a list of things that are unique to the creative firm biz and how they’ve seen outsiders react to them.

Blair shares an overview of all the communication tools creative firms should be using throughout the sales process.

David and Blair discuss what the four performance bands are, eleven critical factors that keep firms stuck at the lower performance bands, and what firms can do to move into a higher band.

David is in a cynical mood and takes turns with Blair sharing clichés they hear their clients use to describe their business.

The hosts dive into the true meaning of 'agency' and whether it still fits within the creative services landscape. They examine the evolution of agency roles in advertising, influenced by digital changes and shifting authority. The conversation challenges traditional business models, advocating for innovative strategies in positioning and pricing. Additionally, they explore how firms can adapt to a fragmented marketplace and provide real-world examples of successful transformations, urging a deeper understanding of value in client relationships.

David lists eight truths about money that he's identified in his efforts to help entrepreneurs make better business decisions.

Blair addresses the internal struggle for margin that happens in many firms between delivery teams and business development teams due to their lack of distinction between cost and price.

David wants entrepreneurs to live with tension in various aspects of their business, using it to their advantage in making important decisions instead of just worrying about resolving the tension itself.

Blair offers some ways to help prevent over-excited new business people and principals from giving away the shop and appearing unprofessional.