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Bill Lampton Ph.D.
Hi there, welcome to the biz communication Show. I’m your host Bill Lampton the biz communication guy, once again, hosting a highly qualified business communication professional, whose tips and strategies will boost our business because they give us winning words and ways. Today it is an absolute delight and privilege to welcome to the business communication show Joseph Michelli, a PhD Joseph is a certified customer experience professional, the author of 10 business books about companies like the Ritz Carlton Hotel Company, Mercedes Benz, Starbucks, Zappos and Airbnb. In addition to being a Wall Street Journal, and New York Times number one best selling author, Joseph helps leaders and frontline teams improve the experiences they provide to colleagues and customers. Joseph is also an internationally sought after keynote speaker on leadership and human experience design. So I know you will join me in welcoming Joseph Michelli. Hello, Joseph.
Joseph Michelli
Just feels like I’m hanging out with my friend. It’s good to see you, Bill. Good. It’s good to be here.
Bill Lampton Ph.D.
I’m glad that’s the feeling you have because that’s the feeling I have to the only thing that I have as a request. Joseph is, please quit writing all those books on my bookshelf is overflowing. Well, I’m
Joseph Michelli
glad you’re buying them. I mean, I think I have sold at least one copy of most of my books. Thanks to you, Bill.
Bill Lampton Ph.D.
Yes, I’ve been I’ve enjoyed and benefited so much from reading your books, reviewing them on Amazon, often with a video review. And certainly five stars isn’t enough for those books. You do a remarkable job and researching as, as I remember, maybe wasn’t your first book about the Seattle fish market. Is that right?
Joseph Michelli
Absolutely. Right. I did a book on parenting long ago before that, that didn’t really qualify. But in the business world, the first book was Pike Place fish market in a book called when fish fly.
Bill Lampton Ph.D.
I remember when my wife and I visited there several years ago, I thought about Joseph Michelly. Because they didn’t make you famous you made that place famous Joe. So let’s face it,
Joseph Michelli
I don’t know, I think there were there are many things that came together, the leadership created an experience that drew people to it. And that’s what we’re talking about largely is how do you create experiences that are craveable and that people want to talk about and people want to write about, and I had a good fortune of working with Johnny Okayama, the owner of that market early on. So I’m glad that the experience that he crafted was something that really was craveable. And still is today, by the way? Well, I
Bill Lampton Ph.D.
had the same experience your book described when I was there. It was fun. It was it was entertaining. It wasn’t just straight business. But you you you would want to go back there because and take the kids I mean, it’s fun watching them. Throw those fish around. Joseph, let’s go back to the early days of your career. And I happen to know something that wasn’t in the introduction. That is that you were a very popular drivetime radio show host, I believe for about a decade. And you know, I’ve I’ve enjoyed being in radio occasionally. It’s a wonderful medium still is. And Mike, my question to you is, in what way did that experience of being on the air OnLive for about a decade, and a prominent station in a great locale? What in what way did that prepare you for what you do now you speak internationally, you speak all over the United States. You’re a consultant for major companies. Let’s go back. What do you see in that beginning that prepared you for where you are now?
Joseph Michelli
Well, like most of us feel like you and I we’ve got an early start in radio. I actually started when I was 13 and a small station in Canyon City, Colorado and I did afternoon. Oh, I did mostly evenings after school and you know what, shut the power off on the transmitter. So it was really early on that I got to do that. I continued on in radio and worked in the Denver market for a while before while I was in college and then went on to graduate school did not work in Los Angeles where I went to graduate school. That’s just stupid. We’re gonna mark it. But I came back and I worked in Colorado Springs for a decade. The answer your question, in short is I think we all influence one another through speech or through written communication. The power of that is something that you can’t underestimate. If you want a skill set that you absolutely need to develop, you need to grow into, its to be a communicator. For example, I don’t consider myself a writer. I’ve written 10 business books, but I don’t consider myself a writer. I synthesize pieces of information and share them with audiences so they could learn and grow. Thoreau was a writer, right, he woke up in the morning and had to write he was compelled to write or his day wasn’t complete. But I think all of us are writers, all of us are verbal communicators. Hopefully, we’re really good listeners, because that’s the foundation of getting the inputs, we need to actually have a dialogue instead of simply a monologue. So yeah, to me, I think those experiences were all about learning how to convey a message to an audience, often in very short bites. Certainly, when I was a disc jockey, it was just enough before the song to do your thing. And then after the disc jockey days, when I was doing more talk radio, it was enough to engage a conversation where the guests were the records, if you will, I was trying to facilitate a dialogue and interaction and discussion and conflict and, and share ideas. And I think that was a powerful opportunity for learning.
Bill Lampton Ph.D.
I remember those disc jockey days quite well. And, to me, one of the great lessons I learned from it, Joseph, was how much you could get done in three and a half minutes. That’s right, you put the record on, you run to the teletype machine, you tear that off, you see what maybe you can share. On the next news, you enter the wastebasket. You may answer the phone and to me, in fact, the very first seminars that I ever taught professionally were on time management. Benjamin Franklin, as you know, said, do you value life? Well, if you value life, then don’t waste time because that’s the stuff that life is made up of. So what you just mentioned triggered that thought and may now something else you said, where you said you first started radio at 13. I don’t know if you know it, but you gotta jump on Paul Harvey. He didn’t start till he was 14. Well, I would love to
Joseph Michelli
have Paul Harvey’s career and or your voice, which is very much a Paul Harvey voice. So I’ll trade anything I have for those few things. Yeah. You know, it was a good start actually got to meet Paul Harvey. Ironically, I did a presentation at the National fathering symposium. And he was the keynote speaker there and I spoke as well. And, you know, these are legends of people who knew how to communicate who knew how to story tell. And they made a living, just sharing stories and the rest of the story they told us,
Bill Lampton Ph.D.
You stole my next line. Is something else that you pointed out that is so vital. I love what you said about listening. I’ll share an experience that I had early in my career. I live near Atlanta, Georgia, I was invited to direct a, a noon seminar there early in my career. And so the the host asked me a couple of weeks ahead of time, what is your topic going to be? We’d like to put that in the program. I said the topic is going to be speak your way to the top. She said, Oh, that sounds very No, I’m sorry. I said, listen your way to the top. And she said, Oh, listen your way to the top. That sounds very interesting. So when I got there, I looked at the printed program, and it had what I just said, Speak your way to the top. And I said to the hostess without embarrassing her this, this is an opportunity for me to drive home. An important point. And so I mentioned to her that could I say something to the group about this. And I mentioned to the group, how that mix up had occurred. But our topic today is listen your way to the top. And it helped them see that our assumption because we’re we have so many instructions about speaking. But we don’t have that many about listening. And I’m sure you’ve you’ve spent plenty of time with Stephen Covey’s chapter on that. Seek first to understand and then to be understood.
Joseph Michelli
Yeah, the interesting thing is all of us assume we’re really good listeners, because we’ve been listening our whole lives, right? I mean, we get auditory input, which is hearing and we translated into ideas and thoughts, which is the listening part. The problem is we are often thinking about what we’re about to say and so that gets in the way of the complete closure of the communication loop. So if somebody gives us an input, we heard it, we don’t reflect back to them what we heard, because it’s very slow and inefficient to do that. But it gets us in trouble. And I’ll give you my quick story on it. I once upon a time, there was the house next door was for sale, and I saw the for sale sign out there. And I was at a grocery store. And I saw a friend of mine. And he said, Joseph, I’m going to be your neighbor. And I’m so excited like mine. This is so great. So when the moving trucks pulled in, I brought this big gracious basket of welcoming gift. And the people who were at the door, were actually mystified that’s their neighbor was so nice to them, because it certainly wasn’t the guy, I thought was going to be opening the door. Later, I contacted him. He goes, Oh, no, no, no, my neighbor, I meant I was moving to your side of town. Right. And my, my obvious conclusion was neighbor is like super neighbor, like your real neighbor, neighbor. And I think I have a really good relationship with my neighbor, by the way, thanks to that mistake. But I think that’s what happens to us, we have a frame of reference that we bring to a situation, we impute meaning quickly, and we don’t check out like, What do you mean, where are you moving to? Right? Like, I didn’t ask this follow up question, just to be able to clarify what was happening. So suffice it to say we shortcut communication all the time, and normally in the listening part of it.
Bill Lampton Ph.D.
Another example of that would be, of course, when when we meet somebody, it gets back to what you said, we’re thinking about what we are going to say next. And when we’re introduced to somebody, I would imagine 75 to 80% of the people don’t remember the name. Why, because they’re thinking that brilliant statement that you’re going to make next. And it’s something that that I tried to help people with is make sure that you get that name. Because wasn’t it Dale Carnegie who said, Nothing is sweeter to us and the sound of our own name.
Joseph Michelli
Yeah. And I think people miss that, right? Like they, they’re so anxious about the introduction, or they’re so anxious about making a great impression that instead of impressing someone, they underwhelmed them. And I think a lot of this is that we want to take such a real interest in people that we become interesting. Not that we want to try to be interesting, the more that there’s this great line that says, you know, it’s not it’s not what you know, it’s who you know, well, I’m kind of convinced. That’s what you know about who you know, it’s the I mean, I can know a lot of people but not know much really about them, I can know them by name or title or whatever. But the more I know about what makes Bill tick, the more I understand him, the more able on me, I aim to network you with somebody else who might have similar interests that I know well. And really, I become a conduit for good and create value in the world. Just just meeting a bunch of people and not being able to dive deeper to an understanding of what makes them tick. That’s not really available as a social network.
Bill Lampton Ph.D.
One example that I that comes to my mind immediately on that Joseph is that my wife and children and I were friends for many years of someone and nearby Athens, Georgia, where I started my career teaching at the University of Georgia, and we were friends with his family for many, many years. We were guests in their home, we had dinner with them, our children were friends, I would imagine for at least 25 years, we knew them. And when the the father of the house died, and we read his obituary, we found out that he had been a member in World War Two of the flame, the famed Flying Tigers. And here we had, we had known this man all this time. But as you say, Did we really know him? And I think back to my father who served in World War One, I was a history major in college. And every now and then I think to myself, I never asked him, asked him about those experiences. And what a great opportunity I missed. You have a you have a wonderful communication point there, Joseph, and that is, don’t just get to know people on the surface. How do we do that by asking questions, and I’ve said often on the biz communication show that when I meet somebody for the first time, I don’t exactly have a talent that I’m keeping. But when the conversation ends, I’m wondering if I ask 20 questions about them, their profession, their hobbies, their birthplace, their travel, their hobbies, and so on. And they asked me none, that that’s not exactly scorekeeping, but it certainly makes an impression.
Joseph Michelli
We have that sense, right? Do people really take an authentic interest in us? Are we taking an authentic interest? We’re not tallying i just i Love the Ford metaphor. So it’s that family Occupation, Recreation and dreams. You know, just being able to say, tell me a little bit more about your family and tell me about what you do for a living. What do you do for fun? And what are you? What are you hoping for? What are some of your goals? What are your aspirations in your life? And I think that Ford metaphor is a powerful way for us just to frame those conversations.
Bill Lampton Ph.D.
I’m sure you’re familiar with the story of how Dale Carnegie’s career started. He was trying to
Joseph Michelli
give me too much credit. I have no idea. I just want to be honest.
Bill Lampton Ph.D.
Well, okay. Dale Carnegie decided he wanted to launch your career, teaching human relations, which as we know, he did exceptionally well. And at an early stage, there was a very prominent lady who was impressed by Dale Carnegie and she said to him, Mr. Carnegie, I am going to have a party on Friday night of very many people that I think it would be good for you to meet. So would you like to come and of course, he took advantage of that very kind opportunity. At the party, Dale Carnegie asked people as you were just indicating Joseph about their family, their job, their travels, their hobbies, their likes, their dislikes, their education, sports, that kind of thing. He never said a thing about himself. The next day, the lady called him and said, Oh, Mr. Carnegie, every Monday, my phone has been ringing off the hook today, people tell me that you’re the greatest conversationalist that they ever met. That’s a great pattern to follow.
Joseph Michelli
Yeah, I think that’s the key. People want to be around people who take an interest in them. And, and I think people who listen, because we are living a life that we want to share. I mean, human beings like to talk about themselves. It’s natural. And so if you can resist the urge to make it be about you, you you, serving others serves us it really is a wonderful gift. And I think you will always be successful by valuing the importance of other people.
Bill Lampton Ph.D.
Remarkably true. Joseph, we’ll be back in a minute. And when we are, I’m going to ask you to share some of your tips for executives who want to improve their speaking skills. You are a a renowned, highly widely acclaimed professional speaker. So in just a few seconds, we’ll come back and discuss that. Do you wish
Speaker 3
you felt competent about giving speeches? Do you want to deal with difficult people constructively? And what about becoming more persuasive and sales? Then keep listening now to Dr. Bill Lampton, he spent 20 years in management, so he knows the communication skills you need for success? I urge you to call the biz communication guide today for a no call, but very valuable. 30 minute discussion about your communication challenges. Call now. 678-316-4300? Again, that’s 678-316-4300.
Bill Lampton Ph.D.
Yes, Joseph, let’s talk now about your advice to an executive who comes to you they’ve seen you on the platform with the way that you enthrall audiences and have for many years. And they say, Joseph, I’m, I’m not going to become a professional speaker. But there are many times that I have to have skill speaking to groups, it might be my department meeting, it might be my board, it might be a civic club, it might be my professional organization, when they invite me to speak at a convention. Joseph, give me some tips, please, on how on how I can do that.
Joseph Michelli
And I’m not pandering with this answer. Let me just be really clear. I think they need to reach out to someone like Youville because what happens is I can give them classic tips, right, like tips, tips up the, you know, to the end of the earth. The problem is that tips are not going to make you a better speaker. I can read tips on how to shoot a layup right I can read it all over the internet doesn’t make it so that I can hit 50% from the free throw line. They really do need to hone the craft and work the skill I what I would tell them is that this is not something to neglect. It’s not something to take lightly. It is the secret sauce to your success in life. You need to be able to influence people from large stages you need to be able to influence people in the boardroom when they’re 10 or 15 people you need to be able to influence people one on one. So these skills are all different and how you approach each of these interactions. But they all come from an authentic clarity of what you want to say. They come from speaking with some or organization, but not to the point that you kill all of the emotion and naturalness of your message. And it comes with being just out there and taking risks and trying new things. So, but that doesn’t happen from tips. I mean, I can tell you don’t read your script, right? Like, please, whatever you do, just do not. I can’t stand one more of these presentations. And I follow CEOs all the time. And sometimes they’re amazing. And blow my mind. Other times, I’m like, Thank God, I’m following them. Because this is going to be a little easier to, you know, have some real connection with your audience, just kind of cutting out of that mold, right? So there are things you can tell them tip wise, but I would just say this is a skill set, develop it, play with it, explore it, enhance it. I mean, as a professional speaker, I still change it up, I still work on new stuff, every presentation I do. Let’s say it’s a fairly standard of ballot content. I’ve got my signature story at the beginning, I got a pretty signature story at the end, I’m still changing up at least 20 30% of the material every time. And then I asked audiences, what do you remember about what I said? Like what? What do you remember? And the things they remember i i anchor to, and I try to do more of that. And, and I just tried to understand what is landing? Because no matter how cool I think it sounds, what matters is Did it hit the mark for them? Did it wasn’t memorable to activate them to do or think or feel something different? So I would just strongly encourage them not to think that they can do it on a few tips.
Bill Lampton Ph.D.
I got a, I got to echo a couple of things that you said. One is, you talk about who wants to hear a speaker reading a script. What I tell my speech coaching clients is that if you get up there and you read a presentation, your audience is going going to think immediately if this guy or this lady has not absorbed the information enough to just tell it to me, then it must not be important enough for me to get. And then I like to what you say about spontaneity and authenticity and being a little different every time. There’s a phrase from theater that that I constantly refer to i I never did any acting but and beyond college and and a little bit of community theater. But I remember my college speech Prof. said to us that we always no matter how many rehearsals you’ve been through, no matter how many times you’ve presented this, you always want to give the impression of the first time. And you know, Joseph, when you give a presentation that you’ve given many times, I like what you say that, that you’d like to go back to it and you’d like to reshape it. So one of my my favorite I guess teaching aphorisms is I say, let’s be planned, but not canned.
Joseph Michelli
Yeah, I think well, there’s so much there have to unpack it a bit. Every time I do so I studied improv as well, improvisational comedy, just the concept of you have just a suggestion. And you have to act out through that suggestion you have to physical lies, you know, if somebody says, Oh, you’re in a bowling alley, well, you instantly need to get a bowling ball, and you have to give it a certain amount of weight. It can’t just be here’s my bowling ball, right? I mean, it’s got to have a certain quality. So you practicing physical lysing your message and communicating your nonverbals. All of that’s really powerful. But so often I’ll start a speech by having been in the room there for a while with the same audience, we have a shared experience, why not immediately call into something that’s just happened with the speakers who come from before? What if, in the course of my speech, I can do callbacks to things that other people have said. So there’s this synthesized message instead of here comes the keynote speaker and he just dropped in or our CEO dropped in, but it doesn’t automatically connect to anything else we’re doing in the in the presentation. And just a quick example, the other day, this CEO was ahead of me. He was very, very good, very spontaneous, powerful speaker. And he was drawing on a whiteboard. And he was saying, look, we’ve got some early adopters, and and they’ve done some great things. And just like all change, there’s a middle level, and we’ve got a lot of people in the middle. We have some people who are kind of resisting this change. I’d really like to see the people who are resisting the change kind of move at least to the middle, maybe in the people in the middle really fully adopted. And so he did that as brilliant on and on. At the very end of the speech. I went to that same whiteboard and I said, I hope now after having hear the passion of your CEO, and having heard the why of this important initiative, that no one and I’m on His whiteboard literally on his whiteboard, no one is in this category and that everyone has moved over here. Now, I say that to you not because I mean, once in a while I get lucky. And I think that was a pretty lucky and Nick. But it was so impactful, because instead of some guy who had a canned speech, who came out of nowhere, he was actually integrating the message to the CEOs message, and we were aligned. And people could see that they needed to make a change to be part of this trajectory. So I use it as an example. I mean, he’ll do something weird and different next time, it might not work. But I’m going to trust that if my intention is to move an audience forward. And if I stay present in the room, listening with my eyes, as well as my ears, and I put my message out there, that at times, I’m going to be spontaneous in ways that pull it together. And I think that’s what great speakers do. I don’t consider myself a great speaker. But I do think that’s how you move audience’s hearts as well as minds.
Bill Lampton Ph.D.
There are a lot of keepers every time that I talk with you, and one that I’m going to jot down and keep his listen with your eyes. That’s that that’s very created creative, imaginative and impactful. Because if you’re a presenter, and your only attention is to your notes, which I hope is all you have, if you have anything, if that’s where your attention is, you’re missing out a lot, because feedback tells you what’s happening, what they’re thinking, what they’re needing. And I would, I would think along those lines, Joseph that in your keynote speeches, you also have interaction with your audience, you interact with them, and you get them interacting with each other.
Joseph Michelli
Oh, absolutely. I think that the first off, it’s changed so much since I started speaking, in the old days, we were the only thing people came into a room, you were on stage, they were looking at you they had a star, they had a pad of paper. And that was all they had. Nowadays, they have this to compete against you, right. And what happens with this is this some really cool cat videos on here, if you haven’t seen them, and boy, they’re far more interesting than that lame speaker up there. So I’m gonna watch some more cool kitty cats doing their thing. Whatever it is that people are into, they can consume immediately while you are on stage. And the sense is, you’re just competition for their top of mind interest. Now they’re in the room. So theoretically, they should be somewhat engaged. But I can’t tell you how often this is the bane of the existence. But in some ways, it’s so great. I have to make it so that they have to look up and say, Well, wait, okay, you want me to raise my hand? Okay, wait, you want me to stand up? Okay. Well, if I’m not, I can’t be here, I’m looking at this. And if I’m not standing up, it’s kind of obvious to the rest of the room. I’m wanting to put some pressure on them to be part of the presentation instead of a spectator, where nobody asked them to stand up on this thing. And there’s no accountability to do that. Right. So it’s all about trying to say we’re in this together, we’re creating a moment in time. I want to challenge the interest you have in those other distractors. Because this is relevant to your life. And let’s let’s make you better throw it.
Bill Lampton Ph.D.
One more point on on that, that topic. Johnny Carson, some may not be remember Johnny Carson, but he was one of the early and one of the longtime kings of late night television talk show host. And one thing that Johnny Carson had that I only found out ahead as a rule that I only found out a couple of years ago. He had, of course, several guests each night on his show. He would not talk with the guests ahead of time, he would not he put them in what was called the greenroom, he would not talk with them ahead of time. And in addition to that, he would not talk with him during commercials. Why? He said because he wanted nothing canned. He wanted everything, as you say, very much impromptu almost. And this is this is a part of lively interaction. Joseph, we have time for a couple of minutes. And one more vital question. And that one is you deal with many executives. Those executives need to get honest, candid, constructive feedback. That’s not easy to do. Because employees often think well, if I say what I really have in mind, I won’t be here much longer I’ll be demoted are I’m gonna be in the doghouse as we were saying here in Georgia. So how do how does an executive really generate honest, candid feedback that will be useful and the performance of the organization,
Joseph Michelli
I think you have to show that you receive feedback. Well, I’ll give you an example. Just real quick. And that is that I will frequently tell people, I need your feedback. Once upon a time I was doing a presentation and I made a joke. This was in graduate, undergraduate, and I said, Hey, look, I was defending my honors thesis as an undergraduate and, and I said, Look, you can, you can do anything with statistics, right, you can make it. And I was defending this honors thesis. And my, my, my mentor at the time came to me afterwards and was just stern, and powerful and very clear that this was a boundary I’d crossed and it wasn’t acceptable. So I will tell that story to people. And I’ll say, Look, that’s what helped me become a better person, a better speaker, more thoughtful about where are the lines? Is there anything you saw today that I did that pushed the lines that I should be considering? And guess what, I’m not just giving them permission? I’ve just told them that that hard feedback made me better. And I’m so grateful for it, would you please be kind enough to do the same, if there’s anything you don’t have to manufacture if it’s not there, but if it is, think of how I might be telling stories about how your feedback may be better? I think that’s a skill. Now, the reality is most of us don’t want that feedback. In real life, we want it at an angle, you know, at a deep level, but in most of the way, it’s like, Ooh, I’m gonna have to do something with it. So it is an interesting dance that we have. But I think you really have to give people permission and show them that you welcome it, you embrace it, and you get better, and you hope that they’ll engage you that way.
Bill Lampton Ph.D.
The strongest leaders do that nothing they do.
Joseph Michelli
If you say I learned from my mistakes, here’s one of them I made can you take to tell me if there’s anything you’re seeing that I can make, make the world better?
Bill Lampton Ph.D.
If I learned from all my mistakes, I’m gonna be totally brilliant.
Joseph Michelli
Well, you’re pretty darn close that one and maybe got away from you. But other than that, you’re in pretty good shape.
Bill Lampton Ph.D.
Joseph, this has been exactly what I expected and what viewers and listeners who know you expected, highly informative, entertaining, educational, memorable and practical. And I thank you so much for that. I know that the viewers of the biz communication show and those who are listening to the podcast, will want to get in touch with you. So please give us your contact information.
Joseph Michelli
You can find me anywhere on the web. If you have my name. I’m mercilessly all over I’d rather use the time to talk about my my contact information by encouraging people to contact you, Bill, you’ve been an incredible supporter of mine over the years, I know the kinds of changes you make in people’s lives as communicators. I want every focus to come to you and for people to reach out to you to improve their communication skills and make the world a better place.
Bill Lampton Ph.D.
Thank you so much, Joseph. Thank you for being with us today. And since you’ve given your contact information, I will give mine encourage you to go to my YouTube channel. And when you get to YouTube, go to the search bar and type in my YouTube moniker which is Bill Lampton PhD. I noticed just yesterday that starting in 2004, posting instructional videos, I have now posted over 440 videos, maybe some of the earlier ones, I wouldn’t care for you to see but many of the later ones involve interviews with people like Joseph Michela and many other top business communication professionals that I would mention and while you’re on that YouTube channel, be sure to hit the subscribe button invites you to go to my website as the biz communication guy quite logically. My biz, my website is biz bi Z biz communication guy.com Then and by the way, while you’re there, you can if you haven’t done so already, you’ll see instructions for subscribing to this podcast, which I hope you will do. Naturally, I would welcome a phone call from you. After you’ve seen review of my services for leaders and corporations. Give me a call, no obligation called initially 678-316-4300. Let’s talk about your communication challenges and problems and how I can assist you with them. Joseph, again, many thanks to you, my friend for being a distinguished guest who helps us every time any closing comments that you would have to pull this all together?
Joseph Michelli
I just think simply thank You build, we’re all communicating all the time. Let’s spend more time listening well so that we can craft messages that connect with other human beings in their head and their heart.
Bill Lampton Ph.D.
Well said, as always, anything you say, as well said, I respect your work. I respect our affiliation as colleagues and certainly I welcome our friendship. To those of you listening to the biz communication show on the podcast. Thank you for being with us those on the video. Thank you for being with us. Be with us again for another edition of the business communication show where you learn winning words and ways and tips and strategies that will help you boost your business again. Thank you, and we’ll see you next time.
Transcribed by https://otter.ai
