In Praise of Signs

If you’re of a certain age, you may remember the 1970 hit “Signs”. The chorus, in classic 70s style, is both angry and sarcastic in its protest against the overuse of signs (which hamper freedom and discriminate against “long haired freaky people”).

Sign, sign, everywhere a sign,
Blockin’ out the scenery, breakin’ my mind!
Do this, don’t do that, can’t you read the sign?

So that was 43 years ago, and I’m here today to tell you that I think signs are awesome, helpful, and when used properly, save a lot of aggravation. Namely, mine.

It’s Not About Marketing, It’s About Service

I enjoy travel, and while I manage to leave the business back home in Nicole’s capable hands, I still can’t shake my tendancy to analyze (over analyze?) business processes everywhere I go. One of the things I am constantly struck by is the poor use of signage and its impact on the customer experience.

*On a recent cruise, I arrived at the port area in Venice with a group of similarly travel-weary people. Greeting us was an enormous terminal with maybe two signs, neither of which were helpful in pointing a person to the right area. In fact, the signs were not in use at all, which was a shame since they were just standing there taking up space. Dozens of people dragged heavy luggage to the wrong area, only to be redirected by a harried staff member. PUT UP A SIGN YOU IDIOT, I wanted to yell, but didn’t.

*Many of the cafés in Italy require you to pay for your purchase before ordering at a different counter. I’ve only seen one café that actually had a sign to let customers know this. You can imagine the chaos that ensues every single lunch hour in absence of a sign. At least for the tourists.

*Airports are notorious for being confusing, especially if what little signage there is is not in your native language. How nice would it be to walk in the door and have the logo of your airline and an arrow pointing in the direction of the check-in area, rather than wandering back and forth looking for the Air Transat logo that is all the way at the end of the terminal? (Not that I did that.)

Five Ways Signs Can Improve Processes for Your Customers

While I focused on the travel industry in this blog, the same rules apply for any business with face-to-face customer interactions. Signs are good! They don’t need to be fancy, they just need to be helpful. In a pinch, even a post-it note will do. Remember, a good sign should:

*Be short and yet abundantly clear.
*Be visible and easy to spot.
*Be helpful.

Here are five reasons for using signage in your place of business:

1. To provide direction. Point the way for your customer. Have signage at all corners, intersections, and stairs so they never have to wonder which way to go.
2. To set expectations. Let your customers know what they need to have in hand when they meet with you (specific paperwork or documents?) and how long the process will take.
3. To give instructions. Tell the customers where they need to go, and in what order they need to do things.
4. To share information. Provide interesting information to increase the customers’ understanding of your business processes. Tell them why things happen the way they do.
5. To say thank you. No harm in posting a thank you note for your customers at the end of a process. Thank them for their patience, their business, their sense of humour, and their time!

PS – don’t forget that your employees are your (internal) customers too, so signage works in the office in the same way!

Have examples of signs that work? Share it with us! Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week!
Ruth

So often we gripe to you about how organizations need to document and build processes in order to be successful, but what about when an organization has too many processes or is too rigid about them. So today’s blog is about “Overprocessing” (that’s not too much hair dye in this case).

My best friend (henceforth known as bestie) and I often go to a nail salon in our neighbourhood. It’s a bit of a catch-22. We love it because you can always get in, you never have to wait, you are in in and out in 30 minutes or so, and it is extremely reasonably priced. On the other hand, their processes are so rigid that they often alienate us as customers. We’ve affectionately named them “Military Nails”.

Now as a consultant, I’m pretty sure I have their business model down. No frills, low cost, fast nail services. They get you in, you pick your colour, you get your pedicure, and then you get your manicure – FAST. They don’t do designs, they don’t do paraffin wax treatments on your feet – they have their processes nailed, and it is successful. If you want a fancy spa-like treatment, you just go somewhere else. If you want something reliable, fast, and cheap, you go to “Military Nails”.

But occasionally, I wait for bestie to arrive in the hopes that perhaps we can sit near each other and chit chat during our pedicures, or catch up on the latest news. This seems to throw the Military nails people, they get confused, wonder why I won’t sit down yet, or they force me to sit in their waiting room (instead of standing as I often would). Other times, we see a new nail design in a magazine and see if they can do it (the technicians are incredibly talented) – but this usually results in a great deal of approvals from their manager, reiterations about costs, and it becomes a bit of an unpleasant experience.

So how can you ensure that your organization has processes that work and deliver services to your customers the right way?

2 signs your organization is over processed:

1) Your processes focus on processes, not on your customers.
Focus on your strategic vision, if it is to be “no-frills” then keep it that way, but think about how the outcomes can affect your customers.

2) Your processes require burdensome approvals.
Make sure that your employees have autonomy to make decsions that appeal to your clients, while still meeting that strategic objective.

Have examples of over processed organizations? Share it with us! Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week!
Nicole

Are You a Great Coach in the Office?

Have you heard about the concept of being a coach at work and wondered a) what does it mean, and/or b) why the fuss?

Well, let’s start with the coach of a sports team. What does she do? Well, she focuses on an individual to build on their strengths, help them overcome challenges, and perform as part of an amazing team that wins games.

Now. The coach at work. Well… it’s pretty much the same. He focuses on an individual to build on their strengths, hep them overcome challenges, and perform as part of an amazing team that delivers results for the company.

More and more businesses are realizing that management is more than task-based directive behaviour. Effective coaching leads to more engaged employees, and research shows that engaged employees lead to happier customers which of course leads to improved business performance.

So that’s “why the fuss”.

Here are ten questions that will help you improve your coaching style:

1. Do I know what it’s like to work for me? This is a tough question – do you know? Have you asked your team? Would they be honest with you? A formal 360 survey is one way to find out. If you have a good relationship with them, you can do an informal, anonymous survey as well.
2. Am I aware of the impact my moods have on my team? You may have a bad day and try to shelter your team from it, but storming through the work area on your way to your office is going to give off a vibe. If this happens frequently, it will impact your approachability.
3. Do I refer to my employees as my “staff” or my “team”? Think about this. Doesn’t it sound nicer (and more coach-like) to refer to your “team”?
4. Do I schedule regular coaching sessions? When is the last time you had a coaching session with one of your team members? Was it during a performance discussion? Which brings us to…
5. Am I aware of the difference between coaching and performance reviews? All performance review discussions should contain an element of coaching. But all coaching is NOT performance-based. This is a very important thing to remember.
6. Do I take advantage of “coachable moments”? This is a great phrase to work into your business vernacular. It helps the employee’s awareness that they are actually being coached, and they actually listen a little bit harder. It also helps your awareness of casual opportunities for immediate coaching.
7. Am I kind and curious? I worked with an amazing coach who taught me that kindess and curiosity leave no room for anger and resentment. Click to Tweet It’s so important to consider this before jumping to conclusions about an individual’s performance or behaviour.
8. Do I know things about my team that aren’t work related? Do you have casual coaching in the form of discovery conversations? Do you know their spouse’s name, how many kids they have, and what they love to do on the weekends? This kind of information is important in establishing trust.
9. Do I avoid difficult conversations? Oh we all hate these. You have to talk to someone about an outburst, a body odour issue, or a performance problem. Avoiding confrontation is so natural, and yet so damaging to an effective coaching relationship. Properly handled, these conversations can build your relationship.
10. Do I provide praise and feedback in equal measure? I don’t want to advise you to provide the “kick with the kiss”, ie. to provide a compliment at the same time you provide difficult feedback. No, it’s best to be blunt and get the feedback out there. But also be aware of opportunities to praise!

How did you do?

Do you know a great coach at work? Share it with us! Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week!
Ruth

In any company, large or small, a culture emerges that can sometimes hamper the implementation of a strategy, launch of a new product, or even regular day to day operations. A good organizational culture promotes open sharing of information, people willing to pitch in to help one another, communication that is open and honest, systems and processes that are clearly defined and effective, continuous improvement that is an organizational priority, the atmosphere promotes fun, celebrates success, and people can influence decisions, and leadership styles are consultative, encouraging, and respected.

Here`s a list of 10 ways to influence a positive culture, increase, productivity and your company`s bottom line:

1. Meetings. Meet because you actually need to. Set an agenda so people are prepared. Be on time, and avoid cancelling meetings often (if you have to cancel, reschedule right away). Run a timely meeting wil clear objectives and take minutes with clear action items and timelines. If people go off-topic, put it in the parking lot to adress next time. Replace your BUT statements with AND. For more on this click here.

2. Communication. Have an environment where people feel comfortable to come and speak to you, or kindly ask them to make an appointment with you. Be honest and share information openly using open body language and language. Use active listening to ensure you understand the concerns people have and use Ruth’s favourite saying “Kindness and curiosity leave no room for anger and resentment”. Keep the rumor mill at bay with open forums and team meetings.

3. Emails. Respond always (when a response is required) and respond in a timely fashion. Keep your emails simple and clear (don’t ramble). Use “Info” or “Action” in the subject line so people can sort and prioritize, pair this with GOOD use of the “To:” and “CC:” lines.

4. Processes. Review your processes often and make sure that you can eliminiate bottlenecks, duplication, and wasted time, effort or resources. Make sure that roles and responsibilities are clearly defined so that everyone knows what they are accountable for. Make continual improvement an organizational priority.

5. People. Treat your people well. This means great positive reinforcement and difficult or (important) conversations happen all the time. Formally and informally. The best feedback (constructive or positive) is given immediately after the event. It also means engaging your teams and getting their input and feedback so they feel involved in the overal strategy and direction of the organization.

6. Decisions. Make decisions please. Have a decision making process – set a target, use tools to help guide decisions, get an outsider to facilitate, identify risks and manage accordingly. Nothing frustrates employees and creates a negative work environment when their fearless leaders cannot come to a decision about something.

7. Training. In order for people to feel confident and assured in doing their jobs, make sure they have the training that they need to perform their job duties well. Its great to have a new software system, but everyone needs to know how to use it well and optimize its’ functions.

8. Project Management. Don’t let projects just die. Sometimes a project does have to die, but make sure that it is communicated why it isn’t being completed, and what lessons can be applied for future projects. A good project management strategy means that projects get completed on time, in budget, and successfully meet objectives/

9. Strategic Planning. In order for everyone to be working towards the same vision, the organization has to have a clear vision of where it is going and that each individual player is making steps towards achieving that mission. Make sure your strategic plan engages the team, is communicated clearly and often, and updated regularly to reflect business cycle changes.

10. Fun. Laugh a little. Celebrate your success. Don’t take everything so seriously. You can achieve business objectives AND have fun while you are doing it.

It takes time, but it can be done.

Do you have a business culture story? Share it with us! Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week!
Nicole

Operational Definitions: Not a Perfunctory Exercise

We have a colleague whose favourite words these days is “perfunctory”, and he uses it frequently enough that I looked up the definition just to be sure I knew what it meant.

per-func-to-ry adjective \pər-ˈfəŋ(k)-t(ə-)rē\

1. characterized by routine or superficiality
2. lacking in interest or enthusiasm

That little exercise reminded me of how important it is to have common definitions at work. Never mind the embarassment of using a word incorrectly, which we’ve all done on occasion. (Well I have, anyway…) It’s about speaking the same language in the office, and avoiding any potential for misinterpretation and mistake.

My Definition is This (Bonus earworm for those who know that tune, for those who don’t, click here )

One of the things we are working on right now is a review of a PMO (Project Management Office) function in a large public sector organization. As part of any review, we conduct a number of interviews with various employees at all levels of the organization. And, as always, we find that people are working with differing levels of understanding of key operational terms, and that this is creating some confusion with respect to roles, responsibilities, and key outcomes.

Here’s a good example: what does performance management mean to you? Is it related to the work output and behaviours of an individual employee, and the ability of a manager to influence it positively?

No? Oh, well perhaps you feel it’s the use of key performance indicators to ensure that an organization meets its goals and targets in a timely manner.

Wait, what? You think it’s both?

If you look it up, even Wikipedia gives several definitions:

Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product of service, as well as many other areas.

PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.

Performance management as referenced on this page in a broad term coined by Dr. Aubrey Daniels in the late 1970s to describe a technology (i.e. science imbedded in applications methods) for managing both behavior and results, two critical elements of what is known as performance.

If you’re working on a culture shift in your organization, then a great exercise involves getting groups of people together in a room and having work in small groups to define key terms. For instance, for a PMO conversation, you might have people define: Project, Charter, Project Manager, Process Owner, Project Sponsor, Communication Plan, Risk Mitigation Plan, etc. Here’s the trick: there’s usually no right answer. Just pick the one that works for most people, and stick with it! If everyone is speaking the same language, you’ll save so much confusion and time.

And there’s nothing perfunctory about that.

Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week,
Ruth.

Last night I was working away on a client’s file when I decided to take a TV break.

I started watching the basketball play offs; Miami Heat vs. San Antonio Spurs. It was a fast-paced game; lots of pressure to be accurate and efficient in front of 20,000 live fans and millions more watching worldwide. For those of you who didn’t watch, I won’t spoil it by saying who won.

Watching the game emphasized the fact that organizations, whether they be sports oriented or more corporate oriented, depend heavily on the success of clear roles and responsibilities.

Why do Defined Roles and Responsibilities Lead to Success?

1. Pin Points You in the Big Picture. If you have no clue what your role or responsibilities are, you’ll have no idea how you fit in the ‘game’, and thus it will fall apart when you try to play it.

2. Establishes Accountability. Each player is accountable for a certain outcome that leads to the collective success of the team. Just like an organization. For example, the point guard begins and sets up the play, the power forward drives and executes the play, and the centre supports the success of play by taking a second opportunity at the basket if it rebounds on the first try.

3. Helps to Avoid ‘Ball Dropping’. If you know what you are expected to be (role) and to do (responsibilities), the work, or in this case the ball, will flow continuously, from player to player to the basket. (2-points! Yay!) If you don’t, you may not have anyone to pass the ball to and end up having to hold it for too long, or even worse, double dribble. Ugh!

That said, Go King James! (Yes, a long shot I know ☺ )

If you have any improvement or success stories about roles and responsibilities that you’d like to share it with us, give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

Until Next time!

Carol

That’s right, it doesn’t. At least not when you’re talking about process improvement projects.

Too many people are scared away from process improvement because they think their idea isn’t big enough or important enough, or that it doesn’t save enough money.

Today I’m here to tell you that there is more to this wonderful world of process improvement than saving money from every project. Click to Tweet

Blasphemy you say? Read on.

Isn’t the objective to save money?

Well I’m not going to lie – it’s always nice if a process improvement effort results in savings to the organization. The question you have to ask yourself is, “are there any other benefits that might be just as (or nearly as) important as cost reduction?

The answer will, of course, depend on your situation.

If you’re a small business owner looking at financial statements with red all over them, then no. There isn’t anything more important than finding some wasted cash and funneling it back in the company.

If you are a large organization spending tens of thousands of dollars on formal process improvement training, and you want to see a positive return on your investment with a longer term positive impact on shareholder value, then no. There isn’t anything more important than saving money. At least not at the start.

Two Outcomes Often Forgotten in the Quest for Improved Processes

If you don’t fit into the either of the descriptions above, then chances are you’d love to save money, and there are also other opportunities that are just as impactful and important to you right now.

1. Customer Satisfaction. Many process improvement activities focus on cycle time, or the time it takes to complete a process. How long does it take you to respond to your customers? To answer their eMails? Provide a proposal on a job they’ve requested? Send an invoice? Provide a refund? Deliver a product or service? Improving those processes may not save the company money in the short term – I can guarantee you that improving processes that make your customers happier will save you money in the longer term.
2. Employee Engagement. Are there processes in your organization that are exhausting and aggravating to your employees? Maybe the level of approvals that are required on a (relatively) simple document? How about the processes for tracking time, requesting vacations, taking sick leave, or completing a performance appraisal? The Gallup organization has proved a substantial link between employee engagement and organizational outcomes. (See more here) It follows then, that impacting employee engagement will also impact your profitability in the longer term.

See what I did there? Any process improvement idea, regardless of initial focus, will eventually lead to a positive impact on your bottom line. Effective process improvement is funny like that. Click to Tweet

Do you have a business story? Share it with us! Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week!
Ruth

Who is the protagonist and what is a denouement?

You are thinking UGH. Whiteboard is like a corrupted MP4 file. (I thought record player would be out of date) – all they ever talk about is telling a story through data. I get it already – you talked about it less than a month ago here.

Well, there’s always more to learn! Recently we were teaching a data course for one of our clients, and one of the participants brilliantly asked us:

“You keep saying tell the story – but what’s in the story? What makes a good story and a bad one? What components do we need?”. Hmm. Good point. Luckily I think fast on my feet. I gave Ruth an “I’ve got this” look and ran over to a whiteboard and started mapping something out.

We often say that when presenting a change or new idea, our peers, senior leaders, or employees aren’t at the same “place” that we are. What we mean is we have done all the thinking, analyzing, and planning before we present to others. But those others are completely in the dark! They haven’t had time to process yet! Do you have continuous improvement project, operational excellence initiative, organizational design change, or a project that’s changed scope or timing suddenly, and have to tell the story?

Read on for the key components to telling a good business story (using data of course).

It’s all about the drama.

5 steps to telling a good business story

1. Setting
What is the context for your story? Where did the idea come from? What has happened in the past? What has happened so far?

2. Characters
Who are all the players? What are all the data pieces? Can each “data character” tell a story through their own lens?

3. An event
What triggered things to change? What was the turning point that identified the need for change in a process, project, or organizational culture?

4. The Climax
What will happen if we don’t change? What is your burning platform?

5. The Ending
What will things looks like in the future? What is your future vision – an ideal state of how the project ends, the process improves, or the organizational design improves the efficacy of your workplace?

Simple as that. Do you have a business story? Share it with us! Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week!
Nicole

How to get organized and stay organized in five simple steps. No manual required

Organization. What a daunting word, especially when it comes to your office. I find myself flipping through design magazines, and even pick up the Ikea catalogue for some kind of guidance. The multi drawer desks and hand made containers you can make in two minutes all look lovely, and would, to most people’s chagrin, be fun to put together, but it still doesn’t take away the mess I’m looking at. Ugh.

A few sips of java, and eureka! It comes to me. The 5-S ! Thank you my brilliant Japanese masterminds.

What is the 5-S you ask? It’s a theory, made up of five Japanese words that start with a ‘S’ used to manage workplace organization. In fact, this theory is so simple and effective it can extend past the workplace, and be used in many aspects of your life. So Martha Stewart, move over!

The 5-S

Sort (Seiri)– This is where we collect all the papers and random items sitting around your house, that have desperately wanted your attention. Put them all in one place, and start to sort the necessary (e.g. invoices, income statements, and you know, that notice to renew your now expired driver’s licence that you should have paid attention to, etc.) from the unnecessary (e.g. cool but useless goodies picked up at your last conference, piles of articles and magazines you’ve been meaning to read for the last year but haven’t, etc.). Whatever you don’t need, donate it, recycle it or dispose of it. Remember, one man’s trash is another man’s treasure.

Straighten (Seiton)– Now that you have sorted everything you need, create a designated and accessible place for it. This does not mean you should start creating a new pile of papers on your desk, or a new pile of magazines at the foot of your couch or start dropping all you miscellaneous items in a little container in the front foyer table. Yes, I know, we’re all culprits. Mea Culpa. What this means is, paper is appropriately filed in folders or drawers, desk is clear of any items, supplies are stored in an organizer; you get my drift. The only rule of thumb you need to keep in mind is, nothing goes on the floor.

Shine (Seiso)– This step may be easiest, requiring little to no decision-making. Just clean! Sweep, vacuum, dust, mop, you know, give it the works. Make this part of your regular work routine. Every time you finish work for the day give it a little clean and put everything back in its designated place. A clean workplace creates a clear mind.

Standardize (Seiketsu)– Standardizing is not a big deal if it’s just you who uses the office or work area, but it’s key when there are more people using it or sharing it with you – e.g., your spouse, kids, business partners, colleagues. Set a standard for the area. For example, if you share a computer, come to an understanding as to how you should leave the settings, that way, whenever anyone uses it, it’s ready to go. This makes me think of when I was a kid, and we had to rotate classrooms through out the day, you could bet your bottom dollar that at least one classroom you’d enter would require rearranging because of the class before; you know, chairs all over the place, tables and desk pushed back against the walls. We would generally lose 5- 10 minutes of our class trying to put things back together.

Sustain (Shuitsuke)– This last step is very important, and may take a little effort if it’s more than one person involved. What this says is that anyone who uses this space is responsible for, well, the 5-S! Make sure everyone understands what is required, and if anything slips, communicate again. Since I’m a big fan of lists, maybe you can make a checklist everyone can follow as they leave the work area.

Alright, now that I’ve refreshed myself on the 5-S approach, it’s time to get started!

If you have a great alternative to the 5-S method or you think it would be that much better with an extra step, give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

Good luck if you’re on your own mission, and have a fabulous sunny weekend.

Until next time!

Carol

You’ve probably heard the old saying by Lao Tzu, “Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime.”

It’s a great saying, and applicable to so many different situations.

If you’re a parent, you experience it every day when you teach your kids to do things for themselves. It requires a lot of patience, and in the end it’s worth it. Imagine if you didn’t have the time to teach your child to tie their shoes, and you had to do it yourself for the rest of your life!

What About Giving People Fish at Work?

Ok, so you know I don’t mean actual fish. Rather, I mean metaphorical fish. Do you give people in your office the fish? Or do you teach them?

One of the great skills in leadership is the patience to delegate and teach. So often, especially when new to the manager role, it is much easier to get in there and do it yourself. Click to Tweet

I know what you’re thinking. “I have deadlines and it is more efficient for me to just do this stuff.” I get it, believe me. Not only does it feel like you’re being more efficient, but you also may be the type who gets a rush from doing things yourself and putting out fires.

How does that serve you in the long run? Not well – think about it strategically, and suddenly the firefighting you’ve been doing becomes a terribly inefficient way to run your business.

What if You’re Not a Great Teacher?

When I was a kid I remember tutoring someone in math. I can see it so clearly: I was sitting at the kitchen table and my Mum was pretending not to listen as I explained how to calculate the area of a triangle.

Me (using pencil and paper as I speak): It’s 1/2 b x h.
Student: What do you mean?
Me (underlining the formula): one-half, base times height
Student: I don’t get it.
Me (underlining and speaking slowing): one. half. base. times. height.
Student (wide-eyed): but why?
Me (a bit louder): What don’t you get? 1/2 b x h. That’s the area!
Mum: Ruth, can I talk to you for a second?

I’ve learned a lot since then and I actually enjoy teaching. Am I perfect at it? No. But our clients like our teaching style, so I thought I’d share a few tips with you.

1. You know more than they do. It’s really helpful to remember this. Not only so you feel confident about what you’re doing, but also so you remember to be humble while sharing your knowledge.
2. Avoid jargon. Ugh. This is a hard one. It’s really easy to slip in all the company acronyms and buzz words. Try not to.
3. Draw a Picture As Nicole said last week, the brain processes pictures much more quickly than words. Can you draw a picture (or a process map) to help explain what you’re doing?
4. Set Expectations. Make sure that the person you’re teaching understands their role in the process and what you expect of them.
5. Follow Up. After your teaching session, check in within 24 hours. This is the best time to ask for questions that make have occurred to them overnight, to reinforce the main points, and just to reassure them that learning takes time.

At Whiteboard Consulting we love to teach, and we have several courses in Process Improvement, Management Coaching, Project Management and Data Analysis. All of these can be customized for you and your business! In fact, we will be offering some courses to the public this summer. Click here for more info.

Do you give people fish or show them how to fish? Give us a shout via Twitter @whiteboardcons using #betterfastercheaper or email us at info@whiteboardconsulting.ca/staging.

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Until next week!
Ruth