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Marketing and the WHO-DO™

Marketing and the WHO-DO™

95% of businesses don’t have a marketing strategy…do you? Know your audience.  Does your process start at step 1 or step 5?  Listen in and find out how to start at step 1.

Listen to the podcast here:

Listen in as Karla and Allen discuss the WHO-DO™ method

Karla Nelson:  And welcome to the People Catalysts Podcast, my good friend, Allen Fahden.

Allen Fahden:  Hello Karla. Pretty good welcome.

Karla Nelson:  Hey, good day, Sir. How are you?

Allen Fahden:  I’m welcome.

Karla Nelson:  That was me earlier today. It was a busy day and my words weren’t coming out right. I was thinking of too many things at one time. I have to focus, focus. I’m excited about what we’re talking about here today. I know that we recorded the previous two part series, and we broke down the exact process of ideation and implementation because they are completely different even though the players are the same. Go back to that podcast after you get through this if you have any confusion around how you move between ideation and implementation because contextually went through the process.

Now, we’re going to get real specific on how to use the process, not necessarily going into all the specifics in the previous two part series, but we’re going to apply it then and show you why it’s so critical to have a process and how things can get completely messed up. Everybody’s been in that meeting on that team. They always say it takes twice the amount of time, twice the amount of budget and I would even venture to say it’s more than that frequently. And so that’s what we’re going to talk about here today.

We are so fortunate to have Allen on this call because I’m not sure… Allen is probably one of the most humble people I know, if not the most humble person I know. But Allen’s been a creative director for a very long time. You’ve won more awards, I know a lot. I don’t even know how many, Allen. You probably have so many under your belt after having an agency for 30 years and working with people like Mike Veeck, Bill Murray and Paul McCartney and just really meeting some cool people and has traveled all around the world talking about the specific not only process, but then using the process through this creative process in order to… Previous, Allen, it was probably TV and-

Allen Fahden:  Right. Pre-internet.

Karla Nelson:  Yeah. Now it’s shifting. The media we use is shifting, but this is a science, right? It’s both a science of figuring out what to do, ideation; and how to do it, implementation. And we need everyone playing the game, but we need you playing the game at different times. You have to have two parts in every team both on ideation, implementation, so that your team… because it kind of breaks down into two categories if you are willing to do what you decided to do but not able to implement it. I would even see people not willing… not able to implement an ideation but just not putting their feet and dragging them on implementation. It’s like they’re willing, but not able.

Allen Fahden:  Yep.

Karla Nelson:  The second group of people are people that are able to do it, but not willing. Right? This is when you don’t have buy-in you’re able to get it done but not willing. I guess I spoke a little too soon. I actually said the two pieces and then went back. But willing not able, able not willing basically. These are two groups we often end up with when we’re trying to figure out what to do and figure out how to implement it. This is really critical. So, Allen, why don’t you walk us through the three step or tier process in regards to when you’re looking to develop what to say, how to say it.

Allen Fahden:  Well, yes. It’s interesting too because one of the things that has happened because this happens oftentimes in the advent of a disruptive new technology like the internet is that we lost a lot of the process and a lot of the distinctions we used to make when we developed marketing communications. It became very formulaic once the internet came in because it was mostly based on the methods of direct marketing, which tend to be very tactical and-

Karla Nelson:  Wow, that’s-

Allen Fahden:  … to follow a formula.

Karla Nelson:  What you just said that is so true. Actually, they even teach all marketers to market that way on the internet not just in the long, crazy landing pages, but how to get more this without this. They literally give you the fill in the blank, right?

Allen Fahden:  The template. You fill in the blank. And I-

Karla Nelson:  And the names of the projects are that way too. Oh, my gosh. I knew it to be true, but I just thought of it in a different way, I guess, in the application of so many places across the internet.

Allen Fahden:  So true. Let’s go down to a basic. And this might help all of you sort some things out. A great process is to forget about the formulas and focus on what you want to do and focus on your market. Step one is the strategy, and that’s just simply what to say to whom. What’s our message and who’s that target person we’re talking to because oftentimes we can solve a problem for them. Without getting it mixed up with techniques and visuals and copy and headlines and things like that, instead just get a raw message down. What are we saying? Who are we saying it to? Okay?

Then and only then once everybody agrees upon that what we do is we use our ideation process to make sure everybody agrees on it and has input into it. Then we get into tactics. There are really two pillars in tactics. One of them is we talked about what to say to whom, is the how to say it. Are we going to say it in words, pictures, memes? Are we going to have a headline? Are we going to be provocative or are we going to be newsy? Are we going to be very straightforward? Are we going to be boring? How are we going to be?

In other words the how to say it is the words and the pictures, but it’s all based on the strategy, what to say to whom. How you say that message then gives it power, gives it the ability to engage. So that’s tactic number one. Some people call it the creative. It’s the words and pictures is tactic number one.

Tactic number two, and this often gets confused with number one, is where to say it. What’s the media? Just as before the internet people would advertise on radio and television and billboards and newspaper and print magazines. Now people are advertising on Facebook, on Google and so forth, but nothing has changed.

Karla Nelson:  My goodness, it’s endless. I can’t even believe it.

Allen Fahden:  Yes.

Karla Nelson:  There’s still more popping up. It’s like, “Oh.”

Allen Fahden:  It’s just the where to say it. And it really has very little to do with your strategy, has very little to do with your creative decisions. But people tend to confuse these things. So strategy, what to say to whom; tactics, tactic number one, how to say it, which is your creative; and tactic number two, media, where to say it. The media part is based a lot on the numbers. Who are you reaching? What does it cost us? How often should we try to reach them?

The tactic of the creative is very much based on, and this will surprise some people, based on it’s an art. It’s based on intuition. It’s on gut feel. And how do you get a powerful message? A lot of people do them, but they don’t know how they’re doing it. We even have some processes for that-

Karla Nelson:  Well, the reason-

Allen Fahden:  … but not getting into them today.

Karla Nelson:  Yes. The reason why this is so important is because you hit the nail on the head, marketing. Well, what does that mean to start with? As you said, Allen, everyone’s like, “Oh, yeah, let’s do some social media marketing.” Well, you’ve already gone and jumped a whole bunch of parts of the process. How many times do either bosses or leaders or business owners go to somebody and say, “Hey, we need to market on social media? Start there.” Right?

Allen Fahden:  Yeah.

Karla Nelson:  It probably happens more like that than the opposite. And even if-

Allen Fahden:  Absolutely.

Karla Nelson:  … it doesn’t happen that way, it’s still if you do not have a process by which you make decisions and implement decisions, ideation, implementation, then we step all over each other. That’s why it doesn’t work also when you don’t… First is not having a process, which that’s probably 95% of businesses out there.

Allen Fahden:  Yeah.

Karla Nelson:  At least 90. Hey, we looked at the last podcast. We did a ton of research on that 90% of CEOs leave because they can’t get an idea done. Ninety percent of businesses fail or startups fail. It doesn’t have to be that way. The reason why it doesn’t work when obviously not having a process or a balanced team. We’ve done this how many times, Allen? We go into a company, and every single person in the company is an early adopter or you’ve got… You always see it blow up when you’ve got four shakers, no movers or a single mover or a secondary mover in some place, one lone prover and no makers.

Allen Fahden:  Yep.

Karla Nelson:  There’s the startup for you by the way. That’s the way in most. The prover is always the tech guy that always gets pushed out. It’s just you hand them stuff most of the time.

Allen Fahden:  It’s predictable everything that’s going to happen once you know the makeup of the team.

Karla Nelson:  It is. And that’s why it’s so important to have a balanced team, and then the next pitfall is hard if you don’t have a process. Even if you just have a balanced team, if you don’t have a process by which you’re agreeing on making decisions and implementing decisions, you’re going to run into an issue there. Allen and I always laugh about this… Actually our whole team laughs about this and anybody that we have taught the process to is we teach you need a balanced team. You need a balanced team. It’s like, “Let’s teach you how it’s hard to have a balanced team. Let’s teach you how it’s hard to… ” And the pitfalls associated with having a balanced team when you don’t have a process. Right?

The other thing is if you don’t get buy-in from the entire team. We need you all. We need you at different times in the process. You have to get buy-in both on using the process, and then buy-in for whatever you decide to do, and buy-in when you’re doing it so we don’t run into those two things we were talking about earlier, willing not able and able not willing. Right?

Allen Fahden:  That’s right. It’s interesting too because as you increase the balance on your team, which means you’re getting more toward having everyone involved, you also increase the ability to have a lot of arguments and conflict. It’s kind of a paradox. If you’re missing one profile, for example, the team’s in trouble. If you’re missing two, the team is usually a disaster. Why? Because you’ve all gone off in one direction and haven’t considered all the points. However, as you get that balanced team, you get more of a problem of conflict rearing up. We’ve all been in those meetings where an idea goes up, bang, it’s shot down. The idea launched, bang, shot down. Doing the process and keeping everyone in their lane is a great way to keep your team, get a balanced team, a full team where there’s every point of view but also the process then keeps the conflict at bay.

Karla Nelson:  Yes, yes, yes. And I just want to reiterate that the reason we’re going big picture here, and if you need to know, we talked about these specific things both in ideation, implementation on this specific process in the previous podcast. It’s a two part series. You can go and listen to that because if we put that all into one podcast, you wouldn’t have little pieces and bits of being able to get this and learn this. Because one thing about this process is that it looks really simple, but that doesn’t mean it’s easy. It’s real simple to climb to the top of Mount Everest, but I would venture to say all those people that fell on the bottom would say it was not easy.

Isn’t that crazy? Let me go do something where you can actually see a whole bunch of people that fell to their deaths below you. It’s crazy to me. So simple, not easy. I also want to reiterate before we get into breaking this down because we’re going to share with you with The People Catalysts what our strategy, what our tactics and the media we choose.

One of the things I want to reiterate is the marketing aspect of it of don’t use the standard formula as Allen went through how the internet came along, and it actually shifted the way we do marketing because we don’t get this small feedback of information as well, and we’ve kind of approached things from a cookie cutter aspect. That has shifted even though it also has stayed the same if you look at direct marketing and landing pages.

Allen Fahden:  Yeah. So it’s like divide and conquer. The problem is that when everything’s merged together like that it’s really hard to understand what you’re doing. But if you separate the what to say from the how to say it, now you’ve got something you can look at that’s much more simple, and you can make an informed decision on.

Karla Nelson:  Yes. So instead of using the standard formula, let the creative and the tactics power the strategy. Right?

Allen Fahden:  Absolutely.

Karla Nelson:  And you don’t have to know all this. You just need to know the process, guys. That’s the great part about a process. It seems so complicated, but we’re sitting here talking to Allen, and we’ve been in business combined for a long time. But, individually, Allen you’re at 35 years? 30, 35 years? I’m at about 20, maybe even longer. But you actually had a real job at some part in your career, didn’t you?

Allen Fahden:  Yes. Miserable.

Karla Nelson:  I never had one of those. Oh, no, that’s not totally true. I worked at a title company before I got my broker’s license between 18 and 19. I saw those checks rolling in. I was like, “I think I’m sitting on the wrong side of the desk here.” We’ve experienced this, used it, and now trained thousands and thousands of people on it and in this method. Remember, it’s the process. When things fall, what do you pull out of your toolbox? Tools. The WHO-DO™ method is the largest contextual tool to use. It’s the first go-to tool. Yes, do we have 50 other tools in that toolbox? Yes. Do you want to learn how to develop channel relationships, referral partners? Yes. I can go on and on with the tools in your toolbox.

But when you run into confusion and you have the willing, not able, able not willing, and you’re having frustration, all those things. Because remember Edwards Deming, 94% of failure is process failure not people failure. So as soon as you feel the need to point the finger, what you do is come back to the table, and based off where you’re in the process, ideation, implementation, go back. I know I’ve said this over and over. But listen to the two part series, it’s not that long so that you can get that ebb and flow that goes between the two. If you know them separately, you can feel the ebb and flow that happens as you’re working into what are we going to do. How are we going to do it? Roadblock. Okay. Go back, go back.

It’s this dance that happens between the two. Again, all the players are the same. It’s just that the process, the steps are different. All right. Let’s use our example. It was funny. Allen and I were thinking about, “Oh, what story could we use?” We’re like, “Why don’t we use our own.”

Allen Fahden:  Yeah.

Karla Nelson:  Of course, we run the process. Even if you’re a solopreneur out there, you don’t need to have a team in order to do this. But you do need to identify someone’s core nature of work, and then invite them to the meeting. This might be if you’re in real estate, it could be the person that is managing the office. It could be your title rep. It could be your underwriter, your insurance person. It could be anybody. But find them and make sure that you are not going at it alone or else you’ve run into those statistics of not being able to get stuff done, not being able to scale, all those things that you read about one on one in every single marketing aspect on the internet.

I swear people, no wonder they’re skeptical, because half of that stuff they act like they can wave a magic wand and just fix anything in the business. That is not how it works. There’s 150 things to manage in a day, but you have to have a process. That’s the best way that you can overcome your challenges and your frustration and all those corporate words that we have for a change management, employee engagement, all of that stuff.

With The People Catalysts, after… Gosh. How much research did we actually do before we came up with the strategy? Not a lot. Gosh-

Allen Fahden:  No, we just-

Karla Nelson:  … from the time we launched it.

Allen Fahden:  We used our own process, which was-

Karla Nelson:  Yeah, and we all agreed.

Allen Fahden:  … a lot of companies don’t do that.

Karla Nelson:  Yeah, exactly. Use your own process, right? It’s funny because that is a great point because you can stray away especially when you know something really well. You’re like, “Oh.” It’s almost like what’s easy for you then ends up being the thing that’s not obvious for you.

Allen Fahden:  Right.

Karla Nelson:  That’s why learning this process is so critical. We had a meeting, and we came together, especially because we decided to move this face to face online… Not online. Face to fact training in person. You had to have a live person. It cost a lot of money to do that. That type of speaking and training to then give it to the masses . Because what we did is looked around and said, “Man, we’d really like to give it to everybody that can afford or make it affordable for everybody that’s in business regardless and that has smaller businesses or that supports other businesses so that they can use the training to make life a lot easier.

When we started looking at 70% of people hate their jobs, well, this can solve that, the majority of that. Support movers, right?

Allen Fahden:  That’s our strategy, and it came out of just looking at our own process and seeing that if something’s going to get started and launched, it’s going to be done by a mover. And that’s the person who’s the point person on our ideation part of the process. Now, what’s interesting I think is that no matter how well you learn this process, how much success you have on it, if you are not careful, you’re going to abandon it immediately. And you’ll only use it or, “Well, yeah, I’m going to use it, but I’m going to put my own little twist on it.”

And so what happens is that it cannot work for you. I’ll give you an example of that. This is back with some of the baseball teams we were working with. In the City of Portland they had a triple A baseball team there, and the mayor wanted us to do a promotion that would get national attention, so we used the process. And it was right about the time of the Enron scandal-

Karla Nelson:  I knew where you were going with this.

Allen Fahden:  We came up with a promotion of the accounting firm that cooked the books was called Arthur Anderson, and they went out of business right away after the scandal came out. We had Arthur Anderson appreciation night at the ballpark. Our offer was this, come on into the ballpark. It cost $5 to get into the game, and we’ll give you a receipt for $10 for tax purposes. Of course, if you have incriminating papers at home, just like the Enron thing, hey, come on in because we have a free shredder in every section in the ballpark, and you can get rid of your incriminating papers.

Karla Nelson:  I’m sure that did draw national headlines because Enron was already in the national headlines, right?

Allen Fahden:  Absolutely. I was in the Seattle airport, and I looked up at the screen, and they had ESPN on. And they were talking about this promotion on ESPN. I looked over on the other side, and they had CNN on, and they were talking about that on CNN as well. It got all the publicity.

Now, we didn’t run the process all the way through. Now part of it-

Karla Nelson:  That’s because it got kabashed because the leadership… And by the way, if you’re a leader, you guys are at fault on this. The CEO can derail this quicker than anything because of the old way of doing work, which is because I said so, instead of we’re committed to the process. Everyone has to commit to the process. Because what happened is it got handed over prior to the process being completed. Oh, this is great. We’re just doing awesome. Okay, give it to me. They’re so happy to take credit for everything super quick too because, again, this was consulting using the method on the front end and then not finishing using-

Allen Fahden:  Didn’t finish. So what happens? The promotion gets put in a news release and sent out by somebody on the staff, goes right to the media. They run these stories, and that’s great except nobody talked to the provers and said, “Hey, blow every hole you can in this idea. What can go wrong?” Well, you can imagine some of the things that might go wrong. But probably the biggest one was at that time-

Karla Nelson:  It was-

Allen Fahden:  The title sponsor of the team was Portland Gas and Electric. Guess who owned them? Enron.

Karla Nelson:  Yeah, Enron. I’d be cheating if I said it. I was like, “Should I say it?” At first, you would think, okay. And I can already tell you, by the way, had I not known anything about this, which isn’t the case obviously, this always happens, and that was an early adoptive team. Woo-hoo, this is exciting. We’re learning everything. And then the other side if you don’t have a prover, didn’t poke the hole in it. We’ve got pictures of products that you can tell a prover did. There’s a couple of mugs out there that’s like, “Got your provers?” I mean, it’s like did you not see what that actually says when they didn’t intend something, so you didn’t poke the holes in it.

Or it’s the opposite where you’ve got a whole bunch of later adopters, and they don’t want to change anything and don’t want to adopt anything new. Right? You could always tell each team that you work with usually is heavy on one side, and this one was definitely heavy on the early adopters who wanted to take credit for work as well.

Allen Fahden:  That’s what happens. It’s really easy to say, okay, we don’t need to do the rest of this. We know what we’re going to do. Well, don’t do it. Don’t stop until you are done, and you will avoid all kinds of problems if you run the process all the way through. In fact, we’ve gotten to a point where most of the evidence says that the only way this process doesn’t work is when you don’t do it.

Karla Nelson:  That’s it.

Allen Fahden:  Or don’t finish it.

Karla Nelson:  Yep. That’s a good one too. We can add that too when you don’t finish it because that’s also… You can’t go halfway. You have to use the process in its entirety to get things done. Okay. Then we move on to, of course, the tactic out of support movers, which one of the tactics was we had to create our vision. Your vision doesn’t have to be the same as your tagline, but it ended up being the same in ours. We decided that using the process and then the output of that was to revolutionize the way work is done because we want everyone on our team.

First of all, we wanted to speak to the movers, right? The reason why, guys, 15% of the population that says, yes, to an idea, movers. That’s why we’re taught to actually with the Law of Diffusion of Innovations that Simon Sinek starts with why is the closest they’ve been able to get, which is speak this way to your customers. What we’re saying is go back and use the same process with your team so that you get that buy-in. And then use the process, the marketing aspect, the first strategy, and then their tactic or vision and tagline ended up being revolutionize the way work is done, which our entire team helped build and believes it.

Everybody who sees it now we want them to go, “Yes, work is broken. We want to fix it.”

Allen Fahden:  Yep. When we get to that, one of the things we want to do is be clear as possible about when you’re done with one phase of it. For example, ideation. A lot of people will go on and on and really not be sure when they’re done. Here’s a great word. Agreement. Once you get everybody’s agreement, the early adopter, the late adopter, the movers, the shakers, the provers, the makers, they all agree this is the way to go, then you’ve reached a point where you’re ready to switch from ideation to implementation.

Karla Nelson:  If you actually have the makers in the room. You got to listen to the first part of the series.

Allen Fahden:  Yes.

Karla Nelson:  Because you can’t have them in the room. They have to sit in a different spot than their maker’s spot. But I just wanted to do that caveat on there.

Allen Fahden:  Sure, absolutely. Once you have that agreement, guess what? You’re still not going to get it done, and that’s why phase two is implementation. A guy named Mark Feldman who wrote a book by this title, it’s a kid’s story, but it’s one of my favorites, and he tells the story in the book. His book is about mergers and acquisitions, but it fits in so many places. That is, it’s a riddle. Five frogs sat on a log. One of them decided to jump off. How many frogs were left?

And, of course, you’ll get all kinds of answers. Usually people will say four. I can do the math. One frog, five minus one is four. And that’s not the correct answer. The correct answer is five. Well, how could one frog decide to jump off and five are left? Because deciding is not doing.

Karla Nelson:  That’s even when you get the agreement you have to have the second part of the process, which is implementation.

Allen Fahden:  Yes.

Karla Nelson:  Same players, different steps. Different way that you move through all for core natures of work. By the way, I didn’t know you knew the guy that wrote that story. That’s hilarious. I learned that. I must’ve read the book or read it when I was in elementary school or something like that because I knew the answer when you asked me.

Allen Fahden:  He didn’t invent the story, he just repurposed it for his-

Karla Nelson:  Oh, very cool.

Allen Fahden:  … merger and acquisition book.

Karla Nelson:  Oh, very cool.

Allen Fahden:  But very appropriate.

Karla Nelson:  Very cool. So then you move to implementation, and by the way, people start here often. Okay? This is a big, big challenge for small businesses especially. In corporate America it’s the opposite. They just can’t get anything done because they have to have 50 people say yes. Government has a different challenge. Nonprofits have a different challenge. But if you use the process, none of that matters. Then we decide, well, okay, what is the media that we are going to use in order to base this marketing strategy and our message, which ended up being our vision and tagline, revolutionize the way work is done?

We decided it was several different ways that we were going to do it that ended up integrating. We can’t go into all those steps obviously. That’s for a different training and/or podcast. We decided to have a podcast, social media. We have email marketing, video marketing, webinar and training. So some trainings are live, and then some webinars are virtual, but live. But still we teach and train something, and then convert that into clients and then speaking engagements. Speaking and training are very different. Training is going through the process. Speaking is telling you about the big picture of the process. Typically, training ends up being longer, not if it’s on a webinar though. We have to shorten it because people can’t sit and watch a webinar longer than 90 minutes. Then speaking engagements are typically between 30 and 45 minutes.

We get this agreement from the team, and then we move to implementation, which, again, part two of the previous series will walk you through this dance. What typically happens is, somebody walks in, “Hey, we need to do some marketing. We need to do some social media marketing.” Okay? All right. Here, go do it.

Allen Fahden:  And what’s your plan? Our plan is Facebook and our plan is Instagram. Well, that’s not a plan. That may be a media plan, but there’s no strategy, and there is no message. So these people they’re all blanks, and then what you do is somebody just goes off and makes decisions by themselves, and you wonder what happened.

Karla Nelson:  This is why agencies fail too because people come to them, and they don’t get the whole enchilada even if they know how to do the work because it’s expensive, and it takes time if you can’t do it yourself. And if they’re not using the process, they’re running into the same problems behind the scenes by the way at their agency is that they jump… You’re trying to get to implementing the strategy and whatever tactic you’re using for it, and what happens is you don’t have the basis. It’s like trying to build a house without a foundation.

So you’re going to somebody and saying, “Hey, build me a house.” And then you’re telling them, “Well, we don’t have a foundation yet.” Right?

Allen Fahden:  Yep.

Karla Nelson:  So that’s why it’s super important to understand those three parts. What to say to whom; how to say it, so your platform; where to say it; and how often is your media. Separate them all, and you have to use the process of ideation and then implementation.

Allen Fahden:  And how do you know when you’re done with ideation? You’re done when you’ve made the decision-

Karla Nelson:  You mean implementation.

Allen Fahden:  … I’m starting with… I’m reviewing-

Karla Nelson:  Oh, sorry. You’re good. Thank you.

Allen Fahden:  … ideation. Yep.

Karla Nelson:  Thank you.

Allen Fahden:  With ideation, you’ve made a decision and all different people, movers, shakers, provers and makers agree on it, and as Karla said bring the makers into the meeting. Make sure they agree on it. And then how do you know when you’re done with implementation? Because you can’t implement if you go the regular route because it’s going to die. But you’ll know you’re done with implementation when the work is done, the tasks are done. You’ve got-

Karla Nelson:  Woo-hoo, we did it. There’s some high-five moments. That’s when you know-

Allen Fahden:  We did it.

Karla Nelson:  Yay. That’s when you start seeing just money if you’re an online company. Everything you did implemented and now you’ve got a well-oiled machine. By the way, it’s still not over from there, guys. So then you have to continually use that process and the dance because you know what? You might have to change some of your tactics. You might have to change the media because somethings not working, and then what do you do? You come back to the table of, “I ran into a challenge. My conversion isn’t working. I need some… ” And this is a prover talking. I need something. Prover goes to the mover, mover goes to the shaker. And that’s why it’s so important to understand who you go to during what time in what you’re doing. Again, the process is very simple. It’s just not easy.

Allen Fahden:  And just to jump in with one quick thing, Karla, is that it’s most easy to abandon this after you’ve done it successfully. You do it once, and, “Oh, we don’t need to do that again.” And it reminds me of one of my favorite memes about somebody doing housework. It said, “I dusted. It came back. I’m not falling for that again.” That’s pretty much what happens when people, again, they don’t want to run it again because they already did that. Oh, that’s old hat now. Let’s move on to something else.

Karla Nelson:  So true.

Allen Fahden: Well, no, process is never old hat when it works and it makes things better and easier.

Karla Nelson:  You got it. You got it. And if you learn how to do it, chances are your competitors won’t. You will have such an edge, it will be crazy. It will be worth learning the process. If you can just find a way to remind yourself to do that. Use the process. I know we say it at least 100 times in every podcast. But, you know, people and human nature-

Allen Fahden:  Well, because they’re not going to do it.

Karla Nelson:  Yeah. Human nature. We’ve given this gift to so many people and just watch them pay for it and not use it, guys. It’s just amazing to me. But you find your movers. Find your movers. Find your movers. There’s one assessment that has been created, ours, the WHO-DO™ assessment that you can use in order to do that. If you have questions about ideation, implementation, again, go to the previous two part series we did on it, and until then… Allen Fahden, do you have anything to add by the way before we sign off?

Allen Fahden:  That was beautiful just the way it was.

Karla Nelson:  Fantastic. Feel free to send us in any topic that you’d like us to cover. We can contextually communicate the WHO-DO™ method with any process in any area of the business. Until then, my friend, we will see you soon.

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