Participants:
Steve Wershing
Julie Littlechild
Kelly Decker
Steve Wershing:
Welcome to Becoming Referable, the podcast that shows you how to become the kind of advisor people can’t stop talking about. I’m Steve Wershing. On this episode, we interview Kelly Decker, executive communication coach, President of Decker Communications, and co-author of the book Communicate to Influence: How to Inspire Your Audience to Action.
As financial advisors, our job is actually to persuade people to do the right thing. We need to influence their behavior to help them create good outcomes for themselves. Yet during our education as financial advisors, we’re taught all of the disciplines and strategies of financial planning, but not much about how to communicate effectively with clients.
In this conversation, Kelly helps us understand how advisors often actually come across and it’s not how you hope. She shares with us a lot of good ideas on how to create a communication experience, how to influence, how to make the conversation about the client, how to connect with people in a way that boosts your likeability and engenders more trust, how to communicate authentically, and we discuss the relationship between effective communication and referrals. There is nothing more fundamental to being successful as a financial advisor than communication, and I think you’ll find a lot of useful advice in this interview, and so here is our conversation with Kelly Decker.
Steve Wershing:
So Kelly Decker, welcome to Becoming Referable. We’re thrilled to have you.
Kelly Decker:
Oh, thanks so much for having me. I really appreciate it. Looking forward to our time together.
Steve Wershing:
Now I’ve seen you speak and I’ve seen you work, but a lot of our listeners may not have, so can you tell us a little bit about your background and about your company?
Kelly Decker:
Sure. Our company is Decker Communications. We’re based in San Francisco with an office in New York, and we are all about helping people and empowering them to become more effective communicators, and what we mean by that is that we really want to provide tools and opportunities for people to become more effective, and by people, we’re really talking about business leaders and professionals, and we want to empower them to do it, so we don’t want you to have to rely on us. We want to give you the tools and some pointers on how to move that forward.
And my husband Ben Decker and I run the company, and we have been running it together for … since about 2005. Prior to that, it’s not that that’s … We’ve actually been in business for much longer. My father-in-law started the company back in 1979, and he was really one of the very very first people to think about business communications training, and specifically, using video feedback as the primary tool to get people to become more effective communicators, and he was actually a filmmaker before he started the company, and so he had this great experience creating documentaries, and one day turned the camera around on himself and went, “Ooh boy, I need help, and if I need help, then I know a lot of other people-”
Steve Wershing:
Oh boy.
Kelly Decker:
So he really started what we call the Decker Method in terms of, how do you think about not only the words you say but how you come across as you say them, and how that ultimately impacts people. He sold the company at one point in time, and we had the opportunity to buy it back and relaunch it, and so I work with my husband and my father-in-law, which makes for communication challenges.
Julie Littlechild:
Maybe we should talk about that.
Steve Wershing:
I think it’s a testament to your ability to communicate clearly.
Kelly Decker:
Yeah, that’s right, that’s right.
Julie Littlechild:
But it’s … Yeah, go ahead.
Steve Wershing:
No, I’m sorry. So your book with Ben is Communicate to Influence, so I wanted to ask you a little bit about what does it mean to communicate to influence?
Kelly Decker:
Communicating to influence, for us, is about thinking about creating an experience, and it’s about changing the way that someone thinks or acts about you or your firm or whatever topic is at hand. The problem, or I guess I should say the opportunity, is that we default to information instead of influence, and that totally affects and changes the experience that we’re able to create with people, and this could be one person, five people, 10 people. It could be 100 people in a more formal presentation, but the fact is, is that instead of moving the ball forward, maybe for advisors with a prospect or a center of influence, our message can totally end up falling on deaf ears if it’s strictly about information, and not about influence and the experience that you create.
Steve Wershing:
And so I see that happen with advisors, and not just in groups like you’re talking about, but even one on one, and not even necessarily with prospects or centers of influence but with clients, where the operative theory is, “Well, I’ll just give them more and more information. Then they will see it my way.” But that’s often not how it happens, is that right?
Kelly Decker:
That’s right, not at all, but that’s our default I think for all communicators is that we start where we are. We don’t start where they are, and so we end up creating a message that makes a whole lot of sense to us and benefits us, and one of the things that we focus on with our clients is, how do we shift this message, how do we shift this experience from one that’s self-centered like, “I’ve got this agenda and I’ve got to lock down all these things,” to audience-centered or listener-centered and how can I really make it about them so that they see why it matters to them, what they can do differently? That’s what communicating to influence is about, not communicating to inform.
Steve Wershing:
Okay.
Julie Littlechild:
Is that a subset of communication? I imagine there’s a number of people who consider themselves to be good communicators. They’re articulate, they get the message across, but perhaps they’re not influencing in that way or is communication influence in a way? Are they tied up together?
Kelly Decker:
They’re definitely tied up together, and we think about that in terms of the overall experience, so we think about that with not only, again, the words that you say and how you’re crafting an argument or how you’re crafting a message or you’re crafting a presentation, you’re crafting a welcome at a Rotary event or something like that, doesn’t matter what it is, but that’s one piece of it, and making that very very relevant to your audience or your listeners. But then the other side is that emotional connection we create with others through our delivery and how we come across, and people might think that they’re pretty darn good, and legitimately some are for sure, but there’s generally always something that we can be working on to make us that more effective, make us connect more, build rapport more effectively, be able to be trusted and believed, and I think that’s a huge challenge for advisors.
How they come across is critical. Referrals are great, but people still judge quickly, so they’re thinking … They judge in the blink of an eye, “Do I like this person or not, do I trust this person, was my friend or colleague or associate right in referring me to this person,” as they’re having this conversation.
Steve Wershing:
Yeah, and you’re still trying to influence them, even if it’s not a selling situation right? We’re trying to advise people and persuade them to do things. It might be to sign up as a client, or it might be just to get the client to do the right thing, and that’s influence too.
Kelly Decker:
That’s right, and it takes … What you bring up here Stephen is that that takes thinking about who it is that you’re speaking to, not going in with your own agenda, but what’s important to them, what are the challenges, not just driving in with, “Okay, we’ve got our quarterly meeting that we’re going to just roll through the performance and see how things are going,” but what should be changed, what should be different, how do we need to approach something, how do we need to think about something differently? And that’s not just switching an investment, but it could be behavior.
Steve Wershing:
Right, and so what are some of the principles that advisors could benefit most from learning so that they can communicate more effectively and with more influence?
Kelly Decker:
I think there’s two different things that we think about. Again, it’s the words that you say and how you come across as you say them. If you think about how you’re coming across, those behavioral skills, I think the number one thing to do is to get some feedback and boost your awareness, because chances are you haven’t seen yourself, you don’t know how you come across. Maybe you haven’t gotten feedback from someone recently, and so that helps tremendously just to understand how you’re coming across.
Are you coming across as under-confident or less certain simply because of a couple of the behaviors that you’re doing? Do you have things like non-words or filler words that creep in and might get someone to question your credibility? Those kinds of things make a really big difference, even something as simple as eye communication. Let’s say I’m an advisor, and I’m talking across the table to a couple, and my attention is totally focused on the man and that’s it, and I don’t realize that my habit is there, even though I don’t mean to be. That’s the thing about all of these things. They’re just habits, and that’s the good news, they can be changed, but what are your current habits and how are they hindering that communication experience that you’re creating?
That’s on the delivery side of things, and how you come across and how others are perceiving you, all have to do with these little behavioral things that you’re doing and habits that you’ve picked up along the way. On the other side is content, and creating this content that shifts from information to influence, which includes a couple of things that we’ve talked about already, is knowing your audience and finding the right- finding the why for them. What’s the why? What do you want them to change in how they think or act and why?
Julie Littlechild:
So is a part of the training that you do then effective questioning? If it’s an existing client, presumably you do have some information, but if it’s a new prospect, you may not have that information coming in.
Kelly Decker:
That’s right. As much as you can, you will always benefit from knowing more about your audience, your listener. You’ll always benefit, so find out what you can. Sometimes we don’t even do the simple Google search to find out more when it’s that easy and you can find out a few different links to bring in that can help boost that connection right out of the gate.
Julie Littlechild:
Yeah, absolutely, and you mentioned eye contact, filler words, under-confident, talking to the man. Just for the sake of completeness, are there other habits that you often see? And I appreciate that we may not even know we’re doing these things, but if you had the checklist.
Kelly Decker:
Yeah, sure. Everything has to do with first connecting with your listener. We do that largely through eye communication. Then it’s about energy and projecting energy forward. This keeps people tuned in to what you’re saying. This is where you have the opportunity to show your passion for the work that you do, the passion for working with clients and some of the great results that have come out of that, and that comes through your voice, that comes through gestures, that comes through movement, those kinds of things, and then finally we talk about how to add credibility to your message, and that’s really being aware of things like filler words, but using the power of the pause … and using that effectively so that you can-
Julie Littlechild:
You just did that very well. Congratulations.
Kelly Decker:
We try to model that as much as we … It’s not a “do as I say, not as I do” thing.
Steve Wershing:
Although in-
Kelly Decker:
So you can leverage the power of the pause.
Steve Wershing:
In an audio medium of course, we’re immediately trying to jump in to the middle of that, because it’s … It’s not quite fair when you’re not sitting in front of us, but how could an advisor learn more about … How could an advisor get some of that feedback to learn more about what kinds of things they could do to improve their communication?
Kelly Decker:
Sure. The very best thing that you can do undoubtedly is to see yourself on video, because that gives you the whole picture. You see how you come across, you hear how you come across, but I realize that we don’t often just have video cameras set up, nor do many people want to for that matter.
Julie Littlechild:
Yeah, let’s talk about that, thank you.
Kelly Decker:
But you could very easily on a call for example, on a conference call, just hit record on your Smartphone and listen to your voice. You can hear whether or not you’re smiling. You can hear if there’s any energy behind your voice. You can hear filler words that creep in along the way, so that’s a really powerful tool. Listen to it back and give yourself some feedback, and then if not, have someone give you feedback in your next … Maybe a colleague or someone, a partner in the office or something, could give you say, “Hey, I’m thinking I come across this way. I’m looking out for this filler word. Can you keep an eye on it and let me know at the end of this meeting?” People feedback is a great way to get some quick awareness of what’s happening.
Julie Littlechild:
So for financial advisors, is the big opportunity looking at their client review meetings or I assume there are other opportunities, but do you see that as one of the big places where this could really have an impact?
Kelly Decker:
Yeah, I think that’s certainly an obvious one, and maybe taking the step to reimagine what that could be, and whether it’s a new client meeting or a client review meeting, but really considering, “What kind of experience do I want to create here,” and “I want to create one of influence. I want to move them somewhere.” You start thinking about this destination that you want to take people to in advance as opposed to, “All right, what have I been doing every single quarter for the life of this relationship? We’re going to check through the boxes just as we normally do. We’ll do some updates on the numbers and we’re ready to roll.”
I challenge everybody to just step back and think, how could this be different? What’s an alternative way to do this? Could I send some of the basic information in advance over an email for example? Or could I give them a summary of this in some different way, and then spend the bulk of the time really digging in to the future or what’s next or what does need to shift or change or ways to think differently about some of the work that you’ve done together in the past?
Julie Littlechild:
This is such an important point. I don’t even want it to pass without really hearing what you just said about thinking about what the destination is, because I think you’re right. So often, the destination is, “I get through the next hour and I’ve done what I said I would do,” but when you start to think about influence and behavior changes, what do you want for the client, and to get intentional about that I think is a very fundamentally different way to think about your objectives for a meeting.
Kelly Decker:
That’s right.
Steve Wershing:
Well, and I’ll add to that. When a lot of advisors think about putting together a meeting, they think about, “Well, I’ll tell them this and then I’ll tell them that, and then I’ll fill them in on this,” but in your book, Kelly, you talk about a communication experience and so can you elaborate a little bit more on thinking about creating an experience as opposed to just what you want to tell people?
Kelly Decker:
Yeah, at the very basic level it goes back to those two things, the words that you say and how you come across as you say them, and it’s all about being intentional. As Julie mentioned, that’s the key. It’s about being intentional and thinking about it way in advance. Too often, it’s just we get into the habit. It’s a standard meeting, it’s a regular meeting, “I want to get through the next hour,” just like you said, but stepping back and go, “Gosh, how could I make this different,” and challenge yourself to do it.
Maybe it’s leading with a story, maybe it’s coming with a new structure for the meeting and how to be thinking about it. I think one of the things that I think advisors have a really incredible opportunity to just communicate more effectively is to have this mindset of assistance, and I was thinking about this as I was prepping for this. If you think about Google and Amazon, so Alexa tells me the weather when I get my morning coffee. Google tells me that I better-
Alexa:
Currently, the temperature is 58 degrees.
Julie Littlechild:
That was well timed.
Kelly Decker:
There she is.
Julie Littlechild:
That was awesome.
Steve Wershing:
She’s listening.
Kelly Decker:
There you go. That’s Alexa.
Julie Littlechild:
Yes, there she is.
Kelly Decker:
Oh, I can’t say her name anymore.
Julie Littlechild:
Oh, sorry.
Kelly Decker:
So then, if you think about Google, I’ve got to leave my house 20 minutes early just to get to my first meeting on time because of traffic, so this assistance mentality, I think it’s a huge opportunity for all of us to be obsessed with serving, and I love Danny Meyer and studying all the work that he has done. He’s the great New York restaurateur and founder of Gramercy Tavern and my personal favorite Shake Shack, and he coaches now. He coaches companies in hospitality, and he defines hospitality as being on their side, your guest’s side, your employee’s side, your client’s side and having their backs.
I think for advisors, if they could reimagine this quarterly check in or review meeting, lead with how you want them to think or act differently based on the fact that you’re on their side, you have their best interest in mind, and you’re really leading with this proactive intentionality around it.
Steve Wershing:
Okay. What we focus on in this podcast is about referrals, so in addition to doing the quarterly updates and those kinds of things, how can some of these principles be applied to attract more referrals?
Kelly Decker:
If we go back to just thinking about the words that we say and how we approach that, number one is making it about them, so you want to start where they are, not where you are, and give them a really good reason to come with you, so what’s the right lead of the story there? Is it you need to have a tax focused message for example? What different route do you need to take with that particular individual to stimulate the referrals, find the right lead of the story associated with it, and then make it really concrete with some action steps like, “Hey, this is the direction you go, here’s what you need to do, and then here’s what you get if you do it.” Provide a benefit to that for the referrer, in that case.
Steve Wershing:
Okay.
Julie Littlechild:
So the assumption being that if you can communicate in that way, then people are likely to tell others or share that information or in fact be able to share the information because they’ve heard it from you in a meaningful way.
Kelly Decker:
Yeah, that’s right, and adding all of those stories, I think one quick thing that people can start doing immediately is to find three stories and have them ready in your back pocket. That is what generates referrals, so these concrete examples where I can have a visual image in my mind of the work that you do, of the performance that you can help generate, of the relationships that you build, and then all of a sudden, boy I’m ready to refer from there because of the great stories that you’ve got.
Julie Littlechild:
And is storytelling part of the tenets that you teach with communications?
Kelly Decker:
It is. We call them … We have a whole framework for how we lay out a message and it’s a lot of what we talked about here, make it about them, find the lead of your story, get the right action steps and benefits in there, and that’s all wonderfully logical, but I love that saying that logic makes you think and emotion makes you act, so those things like stories are the things that build that emotional connection and get people to do something, because … There’s some great work by Harvard professor John Kotter, and he’s an expert on change, and he said the way that we normally try to get people to change is get them to think about it, analyze it, and then they’ll change, so we provide lots of data, provide lots of analysis, but a more powerful way to get people to change is to get them to see it, feel it, and then they change, and that’s what great stories and examples do.
We teach something called SHARPs. It’s an acronym. It stands for stories, humor, analogies, references and quotes, and pictures and visuals. If you can build one of those into any of your messages, then it’s huge in terms of memorability and ultimately the action that your listener is going to take.
Julie Littlechild:
And is the choice based on the circumstance or do you find it’s just what you feel more comfortable with? What leads you?
Kelly Decker:
Yeah, I think it’s based on the current message and who it is that you’re speaking to. The more personal that you can make it, the better. The more relatable certainly, but that goes back to starting where they are. Who is it that you’re speaking to? We just don’t give ourselves enough time to let that stuff sink in and do the very very basics. None of this is rocket science, so it’s just we’ve gotten into some bad habits along the way.
Steve Wershing:
We’re talking about getting people to do things. How about getting them to recognize certain things, like how could you differentiate yourself with some of these principles?
Kelly Decker:
I think that one thing to become aware of, not only we talked about how you come across, but when it comes to content, get rid of the jargon. Just eliminate the jargon. That itself is a massive differentiator, so when you start talking about integrated solutions of wealth management and fee only and having financial peace of mind, and talking about cash flow management and tax strategies, it just for the most part flies over people’s heads, so you want to, even somebody that you’re trying to generate referrals, you want to give them language that they can use to go speak to others about it, and that goes back to all the SHARPs. That goes back to stories and analogies and references and other client stories, things that you can bring in that will make that message that much more impactful, that’s a huge huge differentiator and something that people should stop doing immediately is eliminate the jargon.
Steve Wershing:
Right, and we’ll pick on one of my favorites is to tell people about how you’re different because you’re a fiduciary.
Kelly Decker:
Right, right, because that word-
Steve Wershing:
And it may be true and it’s an important concept and it totally gets lost on people.
Kelly Decker:
And that goes to the curse of knowledge. We’re all cursed by knowledge, and the curse of knowledge is something that behavioral economists and psychologists have been studying for years and years and years. It basically says it’s really hard not to know everything that you know, so when you communicate, you go from that base of knowledge, not from your listener’s base of knowledge, and so that’s why the jargon makes sense to us, and fiduciary, I’ve got a picture in my mind of what that means, and yet when that message tries to move to somebody else that doesn’t have that same base of knowledge, it doesn’t resonate.
Steve Wershing:
Right, and to get to your point about coming to where they are, once you’ve done this or any discipline for a long period of time, you forget that people outside the discipline don’t know what you know, and so it can be really hard to try and put yourself back in the place of the listener and, like you said, try to unlearn and … not necessarily unlearn, but forget that you know all of these different aspects, so you said that they should stop using jargon. Are there other kinds of things that someone like a financial advisor should stop doing to communicate more effectively?
Kelly Decker:
Similarly to the jargon piece of it, don’t lead with yourself. I’ve seen some advisor presentations where it’s like, “Let me tell you about me and my firm,” and that’s the first 15 minutes of a meeting, and that just doesn’t feel real listener-focused to me. That feels very speaker-focused in that particular case, and that’s what’s so hard. We start from this place of, “Hey, let me just get through the basics. It starts with my introduction. Let me tell you about me.” Well, that’s what the person’s hearing on the other side of the table. They’re hearing, “Oh, it’s all about you and it actually has nothing to do with me. Thanks.” There’s no connection there, they’re not thinking about the experience that they’re creating. I want, as a client for example, I want to trust and buy off. I want to build this rapport, but that doesn’t necessarily mean you telling me about the history of your firm, so I … Go ahead.
Julie Littlechild:
I was just going to say I wrote a blog recently and it was, I related it to a bad date, and imagine you went on a date and all they did was talk about themselves for the first 20 minutes of the conversation. You’d be out the door so fast.
Kelly Decker:
Definitely not a second date, that’s for sure.
Steve Wershing:
Right.
Julie Littlechild:
Are you finding … You’ve been focused on this in running the business and building the business for many years now. Are you seeing communication changing or are these just really fundamentals that we need to remind ourselves of?
Kelly Decker:
I think they’re complete fundamentals, and I don’t just say that from a very biased perspective, but they are fundamental to our interaction with other human beings, and that is just not going away. And while there will be a digital component no doubt and robo-advisors are certainly something to understand and learn about and think about and consider, but these are basic fundamentals that goes back to that connection, that goes back to relationship. There are things that will not take place of that and will not usurp them.
Julie Littlechild:
Are there things that will, that you see as different on a generational basis, so if these are the fundamentals, is there a reality to the idea that it’s different if we talk to kids, or things that we need to be doing over and above … not kids, but the kids of our clients?
Kelly Decker:
Yeah, I think that that goes back to just the general principle of meet your listener where they are, and that might me that in a family meeting for example, that I have to speak a little bit differently to the next generation. We’re talking this way here, I’ve got to incorporate some other pieces to meet the next generation for example. And understanding I think how to incorporate digital in the right way to communicate effectively with others, so from a referral standpoint and building referrals, there’s a whole lot that can be done by way of Twitter and social media and all of that to help generate additional referrals as well. And that has to do with, from a communication standpoint, that’s really about being who you are authentically and letting that come out in these other media as a way to have others understand and know about you.
Julie Littlechild:
Right, so there’s a principle that we didn’t address specifically but presumably that is critical whether you’re talking face to face and getting rid of the mask that so many people may put on to sound smarter or more experienced.
Kelly Decker:
Yeah, that’s right. We see that a lot. We see people turning on. It’s like, okay, when I have to communicate or I’ve got an important meeting or I have an important presentation, I turn on and I come out in this way that’s not authentic. That’s not what people like about me. I get really all of a sudden professional and serious, and it’s not connecting. And so we’re always challenging people to be super authentic like you should be. It’s just a matter of turning a dial up or down, so be who you are standing in the backyard talking to people at a barbecue. That’s what’s likable, that’s what’s connecting about you, and you can bring that into all these different situations. Just because you’re in a work situation all of a sudden doesn’t mean you have to take all of that personality away, and that’s what we see a lot of times.
Steve Wershing:
Interesting.
Julie Littlechild:
Right, absolutely.
Steve Wershing:
As advisors try to take a look at how they communicate and how they can incorporate some of these principles into what they’re doing, what would be some of the top things you would put on the top of that to do list for advisors?
Kelly Decker:
Well, so to summarize some of the things that we’ve been talking about, one would be reimagine your review meetings, reimagine what those standard basic meetings look like, and how can you plot that destination? How can you map out the experience and navigate to it so that you’re not just providing information but you’re doing that in an influential way, so you map that out, and then you think, “Okay, what’s the message? Am I starting where they are? What’s the lead of my story? I don’t have a data dump of information this time. I have one thing that I’m trying to change in how they think or act. And then it’s ultimately about how I come across as I’m presenting or how I’m coming across as I’m communicating. Am I connecting again in an authentic way with this person and building the rapport and the trust and the likability and the credibility that comes along with it.”
Steve Wershing:
And as something … I just want to highlight something that you said before, because you brought it up in this suggestion about re-imagining the review meeting. You had suggested before reaching out to people and finding out what they want to talk about, what kinds of things they would like to have on the agenda, what’s on their minds, and that’s so important. Julie and I, when we did our study last year about referability, one of those things that was associated with a higher level of referrals was just asking people what they would like to have on the agenda for the review meeting.
Kelly Decker:
Wow.
Steve Wershing:
So what are some other ways that they could do that? I know when I do advisory boards, we dissect the review meeting and we deconstruct it and find out people’s impressions of different parts of it and what kinds of things they want addressed that weren’t addressed and what they would like more time for, less time for. What other ways can you think of that they could reimagine that kind of interaction with clients?
Kelly Decker:
I think you make a great point of just checking in with them and how simple and easy that is, to get a little bit more information. We just get into the method that we always have gone about preparing for these meetings and we don’t do anything different, so really just taking that next step and what might be perceived as a little bit of a risk to change something and reaching out to them, so I think that’s incredible. That’s awesome. The other piece of it is I think just opening up the conversation and having during the meeting as well, and as much as you can get them talking instead of yourself is such, there is so much that you can do with that in terms of guiding them in the right direction and continuing to build that relationship.
Steve Wershing:
Even in a review meeting, is that … because I know what a lot of advisors feel like is they need to inform the clients about what’s gone on in the portfolio or what’s happened in different things, but it sounds like you’re saying getting them to talk more, even in update meetings.
Kelly Decker:
Why not take the opportunity to connect? That is, I think this whole notion of plotting that destination, thinking about the experience that you want to create, it’s a missed opportunity if you don’t do that. How often do you have to sit in front of this person? Maybe once a quarter if you actually get everything scheduled, but what is the opportunity there? Having a list of questions to open up dialogue, having additional examples or things that you can pull from, from your other experience with other clients for example, that’s making the most of it. That is making sure that you’re not missing an opportunity to connect and build the relationship, which then of course will build your referrals.
Steve Wershing:
Makes sense. Well, I think we just found the title of the episode is, “Why not take the opportunity to connect?”
Julie Littlechild:
Yeah, why not?
Steve Wershing:
That’s awesome. We’re just about at time, so Kelly I’d like to thank you very much for joining us. It’s been a great conversation. Advisors can benefit so much from the principles that you go out there and tell people about. Would you like to tell people how they can find you and how they can find your book or your services if they wanted to take advantage of them?
Kelly Decker:
Oh absolutely, thanks. Head over to Decker.com. That’s where you’ll find all the information about all the different kinds of training programs so that you too can see yourself on video and get coaching. There’s that as a resource and Communicate to Influence, our book is available on Amazon and whatever other online booksellers of your preference.
Steve Wershing:
Well Kelly, thank you so much for joining us today. It’s been great.
Julie Littlechild:
Yeah, thank you.
Kelly Decker:
Oh, thank you both. It’s been a pleasure.
Julie Littlechild:
Hi, it’s Julie again. It was great to have you with us on Becoming Referable. If you like what you’ve been hearing, please do us a favor and rate us on iTunes. It really does help. You can get all the links, show notes and other tidbits from these episodes at becomingreferable.com. You can also get our free report, Three Referral Myths That Limit Your Growth, and connect with our blogs and other resources. Thanks so much for joining us.