Note: This transcript was auto generated then some poor soul sat and listened to it, and followed through correcting any mistakes they spotted. Please however expect human error and shout if you spot an issue. Email: lee [fancy curly symbol] trailblazer.fm.
Verbatim text
Lee:
Welcome to the WP Innovator Podcast, the podcast for web designers and design agencies, exploring the world of WordPress and online business. And now your host, Lee Jackson.
Lee:
Hi, and welcome to episode 96 of the WP Innovator Podcast. This is Lee. On today’s show, we have Frank Candy again. If you’re not sure who he is, just rewind. Give me a rewind. Back to episode 95, and you will hear one of the best American accents I’ve heard in a long time. You could just listen to the show for his accent, if nothing else. Thankfully, there’s also a whole heap of value in there, so go ahead and check that one out. In today’s show, Frank is going to be talking about turning creativity into profit. And this was a video stream that me and Frank did. We actually did this in two parts. And because the information is valuable and makes sense to have all together, we have put both episodes alive. So episode 96 and 97 are live on the same day so that you can consume both part one and part two of the video show. So this was Frank unpacking how to turn creativity into profit. And he delves into the foundation or the framework for your creative problem solving. I love the way this guy talks. You could just listen to him for hours. Anyway, guys, sit back, relax, enjoy the ride. And if you put any appendage outside of the vehicle, I should be very cross. Thank you. Enjoy.
Lee:
I just realized that could have sounded really rude. Enjoy the show. Welcome to the WP Innovator Podcast. This is Lee. Again, we have my good friend, Frank Candy on the line and on screen for those who have got the privilege of watching. Frank, mate, how you doing?
Frank:
Doing fantastically. How you doing?
Lee:
Mate, I’m pumped. We had a really, really good conversation last week. So we were talking about turning creativity into profit. And we discussed the purpose, the value of creative briefs for projects and how it’s a framework or a foundation for your creative approach to problem solving. I absolutely loved it. I put you on the spot with some great questions. And you gave us some great, great answers. And even learned me some stuff. On the power of why. So I have high expectations for part two, mate. So in part two, you’re going to be sharing the content that is included in those creative briefs, how to evaluate them and implement them and use them as a management tool. So people listening, get your pencils ready, whatever ways you write your notes, your iPads, etc. Because Frank’s about to blow your mind.
Frank:
Who do you, Frank?
Lee:
I don’t know if I’m going to blow anything, but let’s see what we can do here.
Frank:
Look, creative briefs function to introduce the creative team to a client and an opportunity. But they are very useful if they point to or even hint to a creative strategy. Developing and refining the strategy is the work of the team, not the brief here. Here is what the creative brief should contain in order to make that happen.
First, it needs a background summary. Who is the client? What is the product or service? What are their strengths, weaknesses, opportunities, and threats? We call that SWOT, S-W-O-T, SWOT. What does this client value? What does this brand stand for? What is the position in the marketplace? What is their position on social responsibility, culture, and technology? Can a client provide any research into reports that assist us to understand their past and current situation?
Now, let’s talk about the, that’s part one. Part two is the overview. What is the project? What are we creating and why? What does the client need? Let me rephrase. I’m always challenged when I say to a client, why do you need this project? Now, oftentimes they’ll look at you like, what are you, stupid? I’m sitting here. What I’m really trying to draw down and draw and get into their heads is why is it important to them? Why do they really need it? Do they need it or do they want it? There’s a big difference between wants and needs. And Lee, you can ask me that as a question when we get into the Q&A if you want. What are the client’s key business challenges? What is the real opportunity? And underline the word real. What is the real opportunity? Are there any emerging ideas and trends to consider?
Number three is drivers. What is our goal for this project? What are we trying to achieve? What is the purpose of our work? What are our top three objectives? You want to prioritize them. Just not, well, these are the top three. What’s the top? What’s number one? What’s number two? What’s number three? What are the essential consumer brand and category insights? What thoughts, feelings, or actions can we bring to light? And how will success be measured?
Number four is audience. Who are we talking to? What do they think of the client? What will they make the client more appealing to them? What would make it? I mean, you know, how can you make that client more appealing to their customers? Why should they care about this brand? What inspires, motivates, interests, and amuses them? Who are they talking to? How can we assist them to better connect with their own community? What causes pause in their world? All of a sudden makes them stop and go, whoa. And what competes for their attention?
Now let’s talk about the competitors. Who is the competition? You want to do a swoop analysis on them. What differentiates the client from them? What are they telling the audience that we should be telling them? How and where do they engage with the audience? Are they really better or not?
Now let’s talk about the tone in this creative brief. How should we be communicating? What adjectives describe the desired feeling? Personality or approach? Very important.
Message. What are we saying with this piece exactly? How can a client back that up? Are the words already developed or do we have to develop them? And what do we want the audience to take away?
Now let’s talk about visuals. Something probably most of your listeners and of course myself are just love. Are we developing new images or using your existing ones? If we are creating them, who, what, where are we shooting and why? Should we consider illustrations and or charts? What types of thematic iconography makes sense that is appealing? Okay, what is iconography? That’s iconography.
So for the listeners, just so you know, he’s donned a beautiful Mickey Mouse hat and looks stunning in it and 40 years younger.
Lee: With ears.
Frank: Totally.
Now let’s talk about details. Number nine, any mandatory info, list of deliverables, preconceived ideas, format parameters, limitations and restrictions, timelines, budget, logistics, the best delivery media, and why?
Number 10 is people. Who are we reporting to? Who will approve this work? Who needs to be informed of the progress? And by what means? All this is real important. So make sure you clear on it.
Let’s talk about the implementation a little bit. I believe a creative brief…
Yes, I am a professional speaker. I believe a creative brief is used not only as a start of a project, but throughout the entire creative process. It is the one element that has been agreed upon in its objective enough to act as a shared guideline. To me, it’s like a blueprint building a house. Clients use it to get organized and develop consensus within their own enterprises. They use it to assist in the determination process to assess if the crazy team actually solves the problems as intended. The creative team uses creative briefs to satisfy and understand our client, building knowledge about both perception and reality of the problem that’s at hand. And credits often find that what the client thinks is not really the problem at all.
A creative brief as a management tool. Once the creative brief is approved, it is a useful tool for getting all the members of the creative team ready to work on the project. The designers and art directors have relevant grounding to inform their thinking. The writer has messaging information. The production project managers have milestones and due dates in the account executive has to meet with the clients, the stakeholders, and everyone that’s involved in this. Everyone has some responsibility in this. And it provides everyone that blueprint for where to start, where it’s going to end, and how you’re going to get there.
So let’s evaluate the creative brief. If the creative brief is driven by the client’s desire to achieve a measurable goal, and it’s pretty obvious as to whether or not you succeed in achieving it, that’s good. Some goals are less easy to measure, but increasingly, analytics and benchmarks make certain kinds of success more transparent for the team and for the client. In addition, two of the effectiveness parts of this, of the creative brief, are really important that you’re able to look at it as objectively as possible. And I can’t tell you how many times I’ve said to a team that was stuck, let’s go back to the brief.
You know, I’m going to stop here for a second, just tell you a quick story. The people that worked on the James Bond movies, which is a very interesting creative situation, they’ve been creating these movies for over 50 years. Less men have played James Bond than have walked on the moon. Think about that. It’s the longest running genre of a film and started many like it, most copied in the history of film. And the family, when they were struggling with how to tell the story in the movie, always said, Cubby Broccoli, who’s founder of Eon Productions, Eon stands for everything or nothing. He always said, if you’re stuck, go back to the book. So, you know, I always remember that and remind our team, go back to the creative brief. What did it say in there? That’s our blueprint. That’s our goal.
So, I want to know, how has the target audience responded to the creative? Is the creative team aligned with the client’s goals and the brand values? And I think this is a really important part of it too. Because as I look at so many of these people that are challenged today, they’re failing to target the exact audience. So, keep that in mind. And here’s another one. Has the creative and designer, have they been able to collaborate and garnered ad industry attention? Now, what did I just say? Has the ad agency earned some accolades within the industry? This one always bothers me slightly. Because in the ad world, they love to give each other awards. Look, in my world, the only reward that counts is how well you served the client and delivered results that matter. Trying rigorous evaluation after each stage and at the end of the project and reporting the results back to the client is always very important. This information will help the team course correct and build a network to create even more effective solutions. There will always be new ways and new means to achieve results using creativity. That’s one of the reasons I love this business. I mean, it’s always changing. It’s always new. And it’s fun.
Another big game changer is social media. Man, when this thing came on the scene, I just went, whoa. Strap in tight and hang on. This is going to be a heck of a ride. You need to add me on Facebook, by the way.
Lee:
Carry on.
Frank:
Yeah, well, who was saying about Instant Face?
Lee:
Yeah, that was it. I made a joke about Instant Face and somebody said, wow, is that a new one?
Frank:
Probably.
All right. One bonus point you should all know. Every brief you create is a valuable experience and stepping stone in your career. Always go the extra mile to make it great, to impress the client and exceed their expectations. Maybe you’ll get the job or the project and maybe you won’t. But over years, I have made many good impressions and that effort created positive buzz and many, many referrals.
One of my junior account executives was a real go-getter and she wanted to bring in a great piece of business on her own. She created a brief and showed me her fifth draft. So she went through five of them before she thought, okay, I can show it to Frank. She told me she thought it was ready to go. I said, well, I’ve got a little bit of time before lunch. Let me look through it. And if I get back from lunch early, well, give you a jingle. We’ll try to connect.
Now, I must admit, I was impressed with her research on this company. The background on the project was very clear and her approach to drivers for the product was well thought out. Her analysis of the audience was strong and her research on competitors was outstanding. And her tone was appropriate for the client, as best I could tell at that point. I couldn’t find any fault with it. Her message was on target, but her visuals and the details fell short. I gave her a quick call and asked her when she planned to deliver it. She told me she had one week before the next board meeting and she had been granted 10 minutes to present this.
Now, as a bold leader, I saw this as a teachable moment. So first, I complimented her on her initiative, effort, and vision for the process, for this project. And she did the process really well. I saw a superstar in the making. I wanted to see her get this project. It was important to me personally and professionally. I wanted her to have a win in that column. It’s so important for young people. So I asked her to come back and see me after lunch. We made arrangements to meet at 2 o’clock. In that meeting, I gave her five highly successful creative briefs our team had created. And I gave her the rest of the day off. And then I gave her the following day off and a certificate to her favorite spa to get a massage, facial, manicure, and pedicure.
Now, my purpose was, one, to reward her for this above and beyond effort. And two, give her a chance to review what the best looks like and compare it to her work. And three, some time to rest and rest her brain and process this. I wanted her to get out of the office and just get into a calm, relaxing place. I wanted her to read the briefs first, go to the spa, let all that process and sink in and work its magic. And, well, look, not only did she come back with the understanding of how to make it better, she engaged three people for her team. They improved it with more graphics and detail. And two days before it was due, she brought it to me. And I spent over four hours with her over that two-day time to fine-tune her 10-minute presentation. Well, I’m happy to report she nailed it. She earned it. She was awarded a couple big projects from the client, more than she had bargained for. Wow. She earned a promotion and a raise. I continued to mentor her. And she went on to do great things.
Within a few years, she met a man of her dreams. And he proposed. Before she said yes, she told him he needed to get approval. He asked, like, what, from your parents, from your father? What? She said, well, sort of. You see, I have this mentor who has been like a father to me. If he approves of you, then I’ll say yes. Well, I put this young man in a pretty tough flood of questions. And I must admit, I was very impressed with him. I gave her two thumbs up. She said yes. And then, to my surprise, she asked me if I would walk her down the aisle. Wow. Since her father had passed away when she was young. And of course, I said yes. And it was a beautiful ceremony. And they wanted to start a family right away. And they even left the reception early. And 10 minutes, 10 minutes, 10 months later, she gave birth to a seven and a half pound baby boy. And they named that baby boy Frank. And then they asked me to be his godfather. So, it’s nice when things work out.
Lee:
Yeah.
Frank:
I have file drawers full of valuable research files that have become highly valuable reference files. I hope you have one now and are inspired to expand it or start and build one of your own. The bottom line, everyone needs a winning game plan. A good mentor or two, great team players, and to be successful, you need to start developing and improving world-class creative briefs. And then, you will be on your way to incredible and great success. I’m Frank Candy. Lee, back to you.
Lee:
Dude, that was lovely. I love the story there. I was going to say you shouldn’t be saying 10 minutes later because, obviously, the guy is not going to be very proud about that. But, anyway. Yeah. And, sorry, Johnny. Just for Frank and for everyone listening, I am totally trying to steal loads of Frank’s time because I know you’ve got years and years of experience. Obviously, you don’t look old enough, but you have years of experience. And I want to learn from you. And I always think it’s good if you can surround yourself with people who have all of that experience and have been there and done that.
Frank:
Yeah, we’re in a different digital age. You’ve had the experience of 40 years of it changing, I believe. So, I’m loving that you are happy to keep talking to me. You know, I was thinking about our last conversation when we did this last week. Yeah. And I think I was really lucky because I was born when computers were invented. Yeah. But they were huge. I mean, they filled a big room and there are a lot of hacking tubes. Yeah. And I saw my first computer terminal in 1968. And remind me to tell you that long story sometime. You’ll get a good laugh out of it. Your listeners might like it as well. And I came in at a time when things were transitioning over. And I was fascinated by it. So I remember the original desktop computers. I worked with DOS. And I remember when Windows 3.1 came in. I used desktops and Windows and Linux for 30 years before I went over to finally buying a Mac. And I’m going to give a little commercial for Mac here. When I finally purchased my first iMac, within a few days, I was not happy. The reason I wasn’t happy is because I wish I would have done it about five years sooner. I made the money back I spent on my Mac within like a week. Macs are the freaking best. But let’s not go off topic here. I do. I’ve got quite a few.
Lee:
Let’s take this one step further.
Frank:
Oh, okay.
Lee:
But I have a lot of questions for you. So, you’ve got to be fair. I’ve got a Windows machine. Yeah. And I have a Mac. Uh-huh. And I still use the Windows for some stuff.
Frank:
Yeah. The computer is a tool. You should use what works for you and works for your team. Forget about the name. Forget about the brand. Figure out what software you need to use and find the best operating system to run it. Okay. Your questions.
Lee:
Frank for president because that was a good political answer that offended nobody. Whereas I’m like, just buy a Mac, damn it. All right. So, I do have some questions. I’ve got a few questions for you, mate. Okay. So, I’m going to hit you with the first one. And the first thing that, I mean, you pointed out yourself is, let’s unpack what is the difference between a want and a need.
Frank:
Okay. If you’re sitting in the loo, if you’re in America and you’re watching this, the loo is a bathroom and there’s no toilet paper. Do you want it or do you need it?
Lee:
Both.
Frank:
Now, let me ask you a question. And for those of you listening or watching, I’m going to pull a prop up from behind me. Hang on. So, how many of you would love to have a 1959 Cadillac Eldorado Coupe? Isn’t that a beautiful car? Look. I would love one. Look at the fins on that, baby. Yes. And look at the front end. Man, that is a car. Or would you rather have a 1963 split window Corvette Coupe? And that’s Marina Blue. These are two of my favorite cars in real life. I’m not sure now. Now. Do you want it or do you need it? Of course you don’t need it. It’s a car. You need transportation. Do you want it? Yes. It’s an emotional buy. What’s the feeling you get from it? You know the feeling I get from this? I’m a teenager again. You know the feeling I get from this? I’m riding around with my dad in his Cadillac. You know, these. I want the feelings. So, when you want something. When you can say to a client, help me understand why you want this. Then say, help me understand why you need this. You will get different answers. And it will be very, very revealing.
Lee:
Awesome. That was a very good illustration. So, let’s switch topics slightly. We are creating this creative brief. And one thing that, design. I mean, this particularly around design. But also with regards to functionality. Design is quite subjective. And have you any tips for avoiding gray areas when you’re creating a creative brief? Because people will have different translations of the same thing and it just becomes a massive bone of contention when you’ve delivered something and it’s not clear enough in the document and you’re, you know, they’re translating it differently to you and you’re at loggerheads.
Frank:
Translation is so difficult. So, here’s some of the things we do. Let me try to help your folks out with something here. When I was a kid, I had a grandfather who was a machinist and he could take a blueprint of anything, metal or wood, and make it. He was amazing. As I was growing up, I had uncles who were contractors. They did commercial and residential. I remember them coming over to our house to meet with my mom and dad. And they had these rolled up pieces of paper that were blueprints. Bunch of lines on a piece of paper with a bunch of numbers and I couldn’t make out what it was, but eventually I started to learn what it was and what it meant. I learned to read blueprints by the time I was nine years old. A creative brief, it’s a blueprint for how you’re going to build something. If you can take a quick, quick course on how to read blueprints, it will stimulate in your mind an understanding about how some of this stuff works.
Now, I want to answer your question clearly. How do you make these things so that your team understands them? We don’t have one person that works on a creative brief. We have several. If you remember last week, I said, yeah, I did this proposal and we got it out and I kind of inferred that I created the whole thing. When indeed, that’s not the truth. A team created it. I was the one that led the process. I put the data and information together. I laid it out as best I could with my experience. Then I sent it off to someone else who looked at it, made corrections, made improvements, sent it back to me. I gave it two thumbs up. I sent it to someone else with this note, how can we make this better? And they came back to myself and my first person who looked at it with seven suggestions that just went right over my head. Missed it. So I have a creative team in-house who will look at stuff. And by the way, I have some competitors who I’m very close friends with. We compete in the same market. We compete for the same business, but we’re very close friends. One of them is almost like a sister to me. Over the years, I have taken my proposals and creative briefs to her and said, hey could you do me a favor, take a look at this and tell me how I could make it better. Now the one thing I always am is very respectful of her time because I believe time is money and time is valuable. And so she and so I. She said, when do you need it by? I said, look, obviously I needed it yesterday, but I don’t want to rush you on that. I’d rather have you do it well and do it right than do it when you have a clear head. She goes, can you give me a day? I said, oh sure, no problem. I’ll give you two days. She goes, oh great. And you know, I give her the time and I don’t rush her on it and she gives me great feedback and advice. I have several people like that who are competitors of mine in my business who I can do that with. And they do it with me too. They’ll send me to every post and go, I’m sending this out. How can I make it better?
I had one back in, there was a spring. It was the first week of March. She sent it to me and I said, you sent me the PDF. What program did you write this in? She said, PowerPoint. I said, all right. I have PowerPoint. Would you be willing to send it to me? Because I’d like to make some adjustments to it. She went, well, can you tell me what they are? I said, I could, but it’ll take me longer to explain to you what they are than for me to just do it. And she goes, oh, okay. So she sent me the file. I made the corrections. I sent it back to her and said, I hope you like this. She calls me up and goes, ah, I love this. By the week later, I received in the mail a gift card for 500 bucks. Nice. Yeah. I was like, oh, cool, thanks. So, you know, I mean, she closed a real nice piece of business with that. But to answer your question, nobody creates these things on their own. I mean, you know, if you’re a savant, maybe you can do it on your own, or your genius can do it on your own, but, you know, this is a team effort. You know, when you have a, when you hire an engineering firm to draw you a set of blueprints, you’ll have a lead designer on it, but you’ll have half the people or more in the firm taking a look at it and giving you input on it. So, I’ve been in on those meetings. It’s fascinating to me. I love it. Did that answer your question?
Lee:
It did. So, I mean, I guess my, because I always have to sum everything up for my brain because I only have a very big capacity. So, I’m thinking from what I understand is, this is not something you should do alone. If you are a lone designer though, getting other people in the industry involved, your friends or whatever, whoever you can lean on to give you their second opinion, really to kind of, I guess, almost regurgitate slightly what it is you’re saying so that if they understand it, then you are onto a winner. And if they’ve got some other feedback, that is also super helpful.
Now one thing, can I add something to that real quick for you?
Lee:
You can. Go for it.
Frank:
I may have misled some of your listeners. You don’t want to use friends if they don’t have experience in this industry. If they don’t have, if they can’t objectively look at it with a strong pair of eyes that have, and a mind with experience and that could be able to help you at all. I have a good friend who is an accountant, bookkeeper. Sometimes he’ll ask me, what are you working on? And I tell him, and then whatever he reacts to, I do the opposite.
Lee:
Oh, that’s a good feeding board.
Frank:
It’s opposite day. But he, he’s a great guy. He’s a wonderful person. But he doesn’t have the experience to understand the context of what it is or how it works or what we’re trying to say. Okay. So, when you say, ask your friends, I just caution everyone to maybe asking your friends is not the best ones. Ask qualified people in the business. If your car was broken, you would take it to somebody who knows cars. You wouldn’t take it to your grandmother unless she knows cars.
Lee:
Unless she knows cars. Yeah. And mine didn’t. So, mine didn’t even drive. Well, I’ve got one more question for you then.
Frank:
All right.
Lee:
And you mentioned earlier on things like analytics, etc. But have you got any, especially again in design. So, you’re from an ad agency background. So, it’s all about design and visuals, etc. And that’s one of the hardest things I can possibly think of to create measurables for. You talked about there’s analytics and all that good stuff nowadays. But what are maybe one or two examples of a measurable that you can put in your design brief so that everybody’s got something to look at and say, yes, we achieved this and all this particular measurable?
If I’m talking about building a website, I can say the measure was to generate 50 leads a month, and we can measure that. That’s easy enough. But what would be, say, a design measurable that you could…
Frank:
All right. Three measurables. Okay. The first one is, when they’re looking through it, do they stop at any of the graphics and say, ooh, wow, whoa, I like that, that’s cool. Giving you positive feedback. You might also look at it and go, that’s crap. That’s feedback too. That’s analytics. Not good feedback, but feedback is the breakfast of champions.
So, first one is making sure the graphics you have have the what I call the ooh, wow effect. There’s another phrase that I have trained people for over 25 years to use and it is simply this. Analytic. Does it work? It works. It doesn’t work. It works. It doesn’t work. It doesn’t work. And instinctively, qualified people will know if it works by looking at it within moments. And I really do believe that first reaction, first response is a valuable analytic. I also believe it’s not always right.
And so, that’s the first one. That’s the second one. And the third one is like what you said. What results are you going to create? We’re going to get, are we going to drive a bunch of traffic to the site? How much are we going to drive? How much of it is going to stay on a page? For so long, what are they going to do afterwards? Are they going to click buy the product? Are they going to follow through with the shopping cart? Those are the things you need to ask. Those are the things you need to know. That’s what you have to figure out.
Lee:
Legendary. These are a few things that I often forget is deliverables. Not deliverables. Sorry, is the measurables. Deliverables I can do. But I often forget, at the end of the document, the document, just to say some of the things that we’re going to analyze to see that this project was successful. Because it’s very tempting as a designer, as a web designer especially, to get excited by the project, get the site built, etc. get it live, and then do nothing afterwards. However, I am getting from this entire discussion today, mate, that by also creating some measurables that we can come back and revisit later, that’s going to allow us to continue the conversation with the client, and therefore potentially generate new leads in business with that client. You said that was important last week as well. Your existing clientele are one of the most important people, and this is going to again help you create more profit. I love it mate. You’re a legend. Thank you for your time guys. You can find Mr. Candy. That’s frankcandy.com or frankcandy.com, or you can find me on Twitter, LinkedIn, Facebook, InstaFace, InstantFace, whatever it was. And guys also Frank has created a course. There is a link in the show notes that you guys can go check that out. Frank can you just give us a quick lowdown about what your course is with regards to designing your life etc.
Frank:
It’s called design your life for unlimited success. And basically what you want to do is, look, how many people plan out their lives? Not that many. Now nobody plans to fail, but very few people fail to plan. No, I mean. Come on. So I created a course. This goes back for me many years ago. And it involves making a series of lists, putting them into a three ring notebook. You can also do it with software. Although I do recommend writing it down because the brain tends to remember what you write down and doesn’t remember what you type. And so if you write it down, you’ll process it differently in your mind and you’ll process it differently in your spirit. So this is about writing down what’s important to you, what your values are, what you like doing as a child, making a list of everything you want to do, be, have, and give. How to prioritize and process those and the difference between goals and objectives and tactics and strategies and a lot of stuff is explained in there. But what we’ve been talking about today, everybody who’s ever worked for me and their families have been invited to go through this program. It’s very important to me that we’re all moving forward in the best direction we possibly can to get the most out of life and be happy. So there’s a chapter in there about how to create a great resume. There’s a chapter in there about how to write a cover letter and be able to create a resume and a cover letter that will get you an interview. I can’t guarantee you get the job because sometimes the job goes to the boss’s daughter and this exercise is an exercise in fertility, which is kind of like doing the brief and you do a whole bunch of free proposals and you don’t get them and you only find out later that they were just running through the mill because they had to do this because there was a requirement and they were never going to hire you in the first place, which is reality.
I can hear a few people crying right now. Well, sorry. Wipe your tears away. Suck it up. Get off your chair and go out and meet people. Nothing sells like selling. Yep. And you just got to get out. You got to meet people. They have to like you. And if they like you, you have to earn their trust. If you earn their trust, they’ll believe in what you’re telling them. And then if you can deliver them good results. What I said before. They give you a dime, you give them a dollar back. Who’s not going to take that deal? I wish people would line up out my door and say that all day long. I’d be just like Halloween passing out money. So that’s it. Any other questions, Lee?
Lee:
Nope. That’s it, mate. You’re a legend. Again, frankcandy.com. Check the show notes for the link to his success team course as well. And we will no doubt be talking to you again in the next few weeks, mate. So thanks again for your time.
Frank:
My pleasure. Cheers. Adios, everybody.
Lee:
That wraps up episode 96. Remember, we continue this conversation in episode 97. So please turn over your cassette now.
