Blair and David discuss why, when, and how principals sell their firms, and Blair reveals he is skeptical about selling his own firm.

David picks Blair's brain about new business compensation, and what principals need to consider in finding their firm's place on the spectrum between full commission and salary with no incentives.

Blair has some questions this week and David has answers. The topic is profit - what it is and the targets firms should be setting.

David offers to help Blair remember all the times he's been wrong over the past couple decades. Then Blair says he'll be happy to reveal all of the places he's wrong now but doesn't even know it yet.

David reveals some of the science behind the extensive research he has done over the past couple decades to develop a key part of his Total Business Review. Blair asks him to explain the three roles principals cannot let go of, along with the three roles they should give up first if they want their firms to really thrive.

Blair revisits David's new book, interviewing him on the two chapters that cover the important topic of positioning: "Distinguishing Between Vertical and Horizontal Expertise," and "Principles for the Less Exchangeable Positioning of Expertise."

David and Blair discuss a list of words Blair came up with that you should avoid to keep you out of trouble and in control of the buy-sell relationship.

Blair needs a vacation. And David is blown away by how little time principals take off.

David asks Blair to describe his work and his passion for the creative entrepreneurial community, and they discuss how where he lives has such a huge impact on what he does.

The issue of how principals manage their employees continues to pop up for David year after year, and Blair is worried that he might have this problem in his own firm.

Blair restrains himself from going off on a rant about who his clients choose to learn from.

Blair interviews David about who he is and why people should pay attention to what he has to say - if they should at all...

Blair lays out a year-long experiment where he significantly increased his writing and online publishing commitment.

David Baker wrote a book! And Blair asks him about his authoring process, publishing, and the book's topic.

David and Blair list good and bad things that can happen when the principal steps away from their creative firm for a period of time, which is based on David's blog post on the matter.

Blair revisits the first piece of thought leadership he ever wrote, taking a look at why firms may or may not do for themselves what they do for their clients.

Blair questions David on an article he wrote about identifying the risks on either side of the road and navigating a path between both extremes.

Blair does his best to reform David's skepticism of sales, discussing what works well and what fails miserably in the sales process.