David and Blair explore the big topic of personality assessment tools that can help firms “get the right people on the bus.”
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Blair and David dive into a discussion on ownership structures, looking at the results of a survey that David did recently about partnerships.
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Listeners on Twitter wanted to know what clients actually want from creative firms, so David makes a list based on his experience of what good clients want, while Blair's reaction is "who cares what clients want... all they wanted was a 'faster horse.'"
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David gets Blair to expound on his statement that “the value conversation is where value pricing theory goes to die,” and how crucial that conversation is within the sales framework he lays out in his new book, "Pricing Creativity: A Guide to Profit Beyond the Billable Hour."
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David and Blair take a stab at answering the complicated question of what success looks like for each of them personally, as well as what it means for their clients.
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Blair and David try to wind each other up by going through a list of phrases they hear from their clients way too often.
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David is bothered by the notion of helping people cheat, especially at positioning. So Blair discusses 10 ways firms could succeed even if they either aren't ready or don't believe in the idea of tight positioning. You’ll feel dirty.
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Expertise, selling, marketing, entrepreneurship, branding, positioning, and consultant. Blair and David do their best to come up with definitions for terms that they use regularly with clients.
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Blair revisits David's new book, The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth in front of a live audience in London, who get to ask their own questions.
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Blair talks about his new book, Pricing Creativity: A Guide to Profit Beyond the Billable Hour, and the process it took to write it. David gets him to share three of the main rules laid out in the book that firms should apply in order to see significant increases in profit.
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David and Blair each share some goals that they have for their clients and themselves for the upcoming year, which turns into somewhat of a therapy session.
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Blair and David discuss why, when, and how principals sell their firms, and Blair reveals he is skeptical about selling his own firm.
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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.
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Blair has some questions this week and David has answers. The topic is profit - what it is and the targets firms should be setting.
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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.
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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.
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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."
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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.
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