2. 2
In higher ed…
summertime is strategytime
● Assess what worked / didn’t over the past year
● Think creatively / differently about our work
● Explore and experiment with new workflows,
ideas, and innovations
● Involve colleagues in your
assessment and strategic
planning process
3. 3
Thinking differently about digital
● Today’s event transcends specific digital
topics
● Explore practical applications of creative
approaches, and look to the future of digital
Tactical
Exploratory
4. 4
Practical, tactical session goals
● Create a framework to start small, think big,
and create organization change
● Generate and implement great ideas
● Enhance your digital storytelling in the areas
of social video, podcasting, email marketing
design, analytics, and 360° film / photography
5. 5
Coffee talk networking session
Engage with Harvard experts, collaborate with
your University colleagues, share updates and
ideas, and let the strategizing begin
6. 6
Future, exploratory session goals
● Understand the digital ecosystem and the
future of the internet and social media
● Gain insight on how younger generations
interact with the web and ideas for more
youth engagement
● Explore the skills, priorities, and technologies
that will be most important for digital
communications professionals in the future
7. 7
Our speakers are kind of a big deal.
Enjoy and engage with them in Q&A!
25. 1. Psychological safety: the belief that one will not be
punished or humiliated for speaking up with ideas
2. Cognitive diversity: a blend of different problem-
solving behaviors, like collaboration, identifying
problems, applying information, breaking rules, and
inventing new approaches
17
29. Research Study
26 project teams
7 companies
238 individuals
21
“Our goal was to discover the
states of inner work life and
the workday events that
correlated with the highest
levels of creative output.”
30. 22
“Of all the things that can boost
inner work life, the most
important is making progress in
meaningful work.”
33. St. Lawrence University
Meg Bernier Keniston
Associate Director of Marketing
Goal: Working with students, bring social
media into ‘real life’ experiences on campus.
25
35. “ Now, I do presentations discussing
how students can use their digital
presence in positive ways. Career
Services also now has programming
focused on digital identities.
27
37. Giving Day email campaigns
29
● Optimistic but not sappy
● Smart but not stodgy
● Fun but not childish
● Clever but not silly
● Informal but not sloppy
● Helpful but not overbearing
38. “ We’ve learned what resonates with
students and have set them up to be
more comfortable with giving to the
university.
30
39. University of Florida
Todd Sanders
Director of Digital Communications and Social
Media
Goal: Engage with their community on social media
for Festivus.
31
42. “ I’m happy to report that since the
Festivus post, @UFTAPS has joined
Twitter. It’s been four years of
begging the parking folks to join
social for this to happen.
34
43. University of Cambridge
Barney Brown
Head of Digital Communications
Goal: Working more closely with students to create
positive stories.
35
46. “ By trusting our students and
amplifying their (unedited) voices
through our central channels we’ve
now got a great relationship with our
vloggers.
38
47. We experiment at Harvard, too.
Some work out. Some don’t. But we’re always learning.
57. Experimentation takes time.
Ongoing pilots:
● Audience growth efforts
● Paid campaigns on social
● 24-hour and live content
● Agile workflows and Trello
● Redesigns (big and small)
All while managing:
● Harvard.edu content
● Harvard Gazette Wordpress
● @Harvard social posts
● Email support
● Daily/weekly analytics reports
● Meetings
● Academy trainings
● Campaigns
● And lots more... 49
58. Credit: Graziella Jackson, Echo&Co
50
Based on an assumed 1,782 working hours in a year (2,080 minus federal holidays, vacation, sick time, etc.)
Type of idea % of your budget % of your time
“Bread and butter”
(low risk, low scope daily efforts)
70% 50%
(891 hours per year,
20 hours per week f/t)
“Build and boost”
(replicating ideas that have proven their results;
often reach and conversion drives with a clear
beginning, middle, end)
20% 25%
(445.5 hours per year,
10 hours per week f/t)
“Breakthroughs”
(high risk, high scope, high value new ideas,
taken from pilot to replication)
10% 25%
(445.5 hours per year,
10 hours per week f/t)
67. Culture, Time, and Resources
59
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
68. Culture, Time, and Resources
60
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
69. Culture, Time, and Resources
61
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
70. Culture, Time, and Resources
62
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
71. Culture, Time, and Resources
63
“If there’s an idea that someone’s passionate
about, we put in a system to make it easy and
fast and cheap for them to run an experiment.
Strip it down to what leap-of-faith assumption
you want to prove, and how you can run an
experiment next week or next month, at
virtually no resources, to test that idea.”
-Scott Cook, co-founder of Intuit
78. Staying sharp: How to create
and implement great ideas
Harvard Digital Innovation Academy
June 6, 2018
79. 2
Graziella Jackson, Echo&Co
● Human-centered designer and creative
principal
● Has worked with social sector organizations
on digital innovation for 15 years
● Studied the intersection of technology
and civic life at Georgetown University
● Learned innovation from my mom,
who was a master at creating and
implementing new ideas
Email:
graziella@echo.co
LinkedIn:
www.linkedin.com/in/
graziellajackson
Twitter:
@graziasays
80. What we’ll explore
● What makes one idea better than another?
● How can you balance everyday and breakthrough ideas?
● How can you preserve an original idea through implementation?
● Why do the best ideas often remain undiscovered?
3
81. What makes one idea
better than another?
(idea valuation)
4
82. Let’s find out!
Is the idea / activity
useful?
if no
Stop! You could risk wasting valuable resources on something that
does not return results.
Is the idea / activity
uncommon or rare?
Stop! You could be spending valuable resources on something
someone else is already pursuing.
Is the idea / activity
costly to replicate?
Caution! Someone else could easily copy or replicate your idea (or even
do it better). Before proceeding, decide if it is worth the investment.
Is the idea / activity
designed for lasting value?
Caution! The activity may be valuable in the short term, but it may not
have long-term value. Before proceeding, decide if it is worth the
investment for only a short-term gain.
if yes
Congrats! You have an idea that is very likely worth the investment!
Test it out with a pilot program.
if yes
if yes
if yes
if no
if no
if no
5
83. A great idea...
● Addresses a specific challenge
● Adds value for the organization
● Adds value for the end-consumer
6
Read: Fifteen experts define innovation
https://www.ideatovalue.com/inno/nickskillicorn/2016/03/innov
ation-15-experts-share-innovation-definition/
Think: How do you define innovation?
What do you think separates an okay or good idea
from a great idea?
84. Great ideas come from ...
● The right people,
● In the right setting,
● With clear guidelines,
● And useful materials,
● Solving a specific challenge,
● Toward clear outcomes,
● Through a series
of well-designed activities.
7
Think workshop, not meeting.
85. Great ideas come from ...
8
● Change your physical setting.
● Use timers to add pressure.
● Use sound and music to encourage movement.
● Start by exploring something other than your idea
(opposites, what ifs, impossible scenarios,
combinations, total guesses, etc).
Read: Thinkertoys: A Handbook of creative thinking techniques
https://www.amazon.com/dp/B004CFAWU2/ref=dp-kindle-
redirect?_encoding=UTF8&btkr=1
* Warning! Product placement.
Disrupting usual ways of thinking and doing.
86. How can you balance everyday
ideas and breakthrough ideas?
(idea management)
9
87. Breakthroughs need structure and space
10
Based on an assumed 1,782 working hours in a year (2,080 minus federal holidays, vacation, sick time, etc.)
Type of idea % of your budget % of your time
“Bread and butter”
(low risk, low scope daily efforts)
70% 50%
(891 hours per year,
20 hours per week f/t)
“Build and boost”
(replicating ideas that have proven their results;
often reach and conversion drives with a clear
beginning, middle, end)
20% 25%
(445.5 hours per year,
10 hours per week f/t)
“Breakthroughs”
(high risk, high scope, high value new ideas,
taken from pilot to replication)
10% 25%
(445.5 hours per year,
10 hours per week f/t)
Listen: Freakonomics: Here’s why your projects are always late
http://freakonomics.com/podcast/project-management
88. Cost can be a great driver of change
11
Operating
hourly rate
x
Hours to
production ÷
Number of
impressions
(or conversions)
=
Cost per
impression
(or conversions)
Your operating
expenses divided
by the number of
workable hours in
the year — typically
1,782
The number of
hours spent on this
activity across all
team members
who supported it.
The number of
people who viewed
the content or
activity.
The number of
people who
converted off the
content or activity.
The estimated cost of
that activity per yield.
Enables you to ask:
How else could we be
spending this money!?
$120 / hour x 30 ÷ 10 = $360 per impression
91. Build a roadmap — step 3: validate
14
Is the idea / activity
useful?
if no
Stop! You could risk wasting valuable resources on something that
does not return results.
Is the idea / activity
uncommon or rare?
Stop! You could be spending valuable resources on something
someone else is already pursuing.
Is the idea / activity
costly to replicate?
Caution! Someone else could easily copy or replicate your idea (or even
do it better). Before proceeding, decide if it is worth the investment.
Is the idea / activity
designed for lasting value?
Caution! The activity may be valuable in the short term, but it may not
have long-term value. Before proceeding, decide if it is worth the
investment for only a short-term gain.
if yes
Congrats! You have an idea that is very likely worth the investment!
Test it out with a pilot program.
if yes
if yes
if yes
if no
if no
if no
92. Build a roadmap — step 4: plan
15* This will be the only spreadsheet shown in this presentation
93. Build a roadmap — step 5: implement
16
Read: The 18 best startup books I have read this year
https://medium.com/swlh/the-18-best-startup-business-books-
i-have-read-this-year-cbbab1b6c53e
Why the lean startup changes everything
https://hbr.org/2013/05/why-the-lean-start-up-changes-
everything
94. How can you preserve an original
idea through implementation?
(idea implementation)
17
96. Build a knowledge and practice base
19
● Replicate your pilot,
● Refine each attempt,
● After several successful test runs,
● Create processes to mature the pilot,
● And make it available at scale.
Visit MobLab
https://mobilisationlab.org/
Ten imperatives to sustain good innovation
https://www.huffingtonpost.com/robert-f-brands/10-
imperatives-to-sustain_b_5936398.html
Read:
99. Why do the best ideas often
remain undiscovered?
(idea generation)
22
100. We skip the inspiration phase
Read: Divergent thinking and the innovation funnel
https://www.ideou.com/blogs/inspiration/brendan-boyle-on-
divergent-thinking-and-the-innovation-funnel
23
101. We “brainstorm” too much
● It over-emphasizes the “genius method”
● It attempts to add and subtract at the
same time
● It favors certain learning styles over others
● It makes people dread meetings
● Over time, it can create a stagnant idea
culture
24
Read: Your team is brainstorming all wrong
https://hbr.org/2017/05/your-team-is-brainstorming-all-wrong
Learning styles: Why one-size fits all does not work
https://ilslearningcorner.com/blog/2016/02/18/2016-02-
learning-styles-one-size-fits-all-doesnt-work
102. We forget to ask the user
A 5-step process for conducting user research
https://www.smashingmagazine.com/2013/09/5-step-process-conducting-
user-research
25
Read:
103. We have meetings instead of fun
Replace meetings* with:
● Gamestorming
● Role playing and empathy mapping
● Creative improv
* It’s time to hone those teaching
and facilitation skills!
26
Gamestorming
http://gamestorming.com
Try: Five improv exercises every designer should know
https://www.ideo.com/blog/5-improv-exercises-every-
designer-should-know
104. We don’t “pitch” a better alternative
Read:
What makes a good pitch?
http://training.npr.org/audio/what-makes-a-good-pitch-npr-
editors-weigh-in
How to pitch an idea to your boss and get a yes
https://www.themuse.com/advice/how-to-pitch-a-big-idea-to-
your-boss-and-get-a-yes
Watch: Pixar series on pitching and feedback
https://www.khanacademy.org/partner-
content/pixar/storytelling/storyboard-your-film/v/pitching1
Your pitch needs to:
● Tell a compelling story
● Demonstrate your expertise
● Preview your research
● Be short
● Be surprising
27
105. Let’s practice!
28
I have an idea for ______________________. Based on initial research,
I think if we ___________________, then we will ____________________
for __________________. This is important because ___________________.
I’d like to try __________________, which will require ______________________.
As we test and replicate it, we will measure ___________________, to determine
if it is successful and should be repeated at scale.
[a solution]
[an action] [a result]
[a resource]
[a metric]
[an audience]
[an action]
[a need]
110. What is WAVE?
● Online video maker for quick video creation.
● Customize fonts and colors to match your
brand.
● Preloaded photos, videos, and music with
option to upload your own.
● Videos can be downloaded in any format—
square for social, 16:9 for YouTube, etc.
111. What are the benefits of WAVE?
● Visualize data in a more compelling way; not text heavy.
● Weave together data from different components to create a
story.
● Complement for social campaigns.
● Repurpose physical collateral.
● Time efficient.
a. 1-2 days
115. In Conclusion
● WAVE videos allow us to make data
visually interesting, increase access to our
content, and give a fun/creative voice to
our brand.
● This technology help us tell our stories in
a time-efficient manner and without the
need for a large video team.
126. Ben S Wallace
Senior Digital Designer,
Harvard T.H Chan School of Public Health
127. “ Design thinking is
the essential ability to
combine empathy,
creativity, and
rationality to meet
user needs.
(No one really knows who said this)
(Design thinking isn’t just for designers)
141. Place your screenshot here
Modern,
but more importantly,
easier to understand
The final product
142. How to take disparate
data sources & build
your own analytics
dashboard
144. 1) Put data (from anywhere)
into Google Sheets
Or choose a data source, like Google Analytics or YouTube!
Gather data from..
-Certain Events
-Outlook
-Excel Files
-Salesforce Marketing
Cloud
-literally anywhere!
148. Let’s recap!
Gather
Put data from any
data source(s) into
Google Sheets and
connect...
Connect
Or use a connected
data source, such as
Google Analytics or
YouTube
Design
Build (and
customize) your
Dashboard
Tutorial
https://www.distilled.net/reso
urces/google-data-studio-the-
beginners-tutorial/#Chapter17
https://bit.ly/2kOgT1D
Share it!
149. How to film &
photograph in 360° with
a limited budget
151. What’s what
VR
Artificial.
Computer-generated
environment using
sight and sound to
mimic a real one.
Expensive. Always.
AR
Real + artificial.
A live view of a real-
world environment,
supplemented by
computer-generated
content.
Expensive. Usually.
360
Real.
Video, or photo,
that is spherical.
Shot with
omnidirectional
cameras, or
multiple cameras.
Affordable.
152. “Back in my
day...”
Involved a lot of stitching, processing
rendering, head-scratching, and
exporting. Each of six cameras would
record independently, with images
wrapped spherically in post.
154. Journalistic
Capture a moment
and let the viewer
immerse themselves
in it.
Telling
Stories
Filmic
Add a narrative,
whether that involves
VO, text, music,
visual cues to guide
the viewer and tell
your story.
So you CAN do 360, but SHOULD you?
Use 360 to best tell a story, rather than
for the novelty of it.
155. Our work
Some examples of the type of assets we’ve
created using 360 footage
□ Immersive scenes (video + photo)
□ Narrative 360 films with VO
□ 360 infographics (image + fact boxes)
□ Tiny planet (video + photo, using
manipulated 360 footage)
□ 360 timelapse (photo + video)
157. Camera recs
GoPro Fusion
□ $700
□ Excellent quality on video and stills
□ Higher skill level required
□ More time
Ricoh Theta V
□ $400
□ Great still image quality
□ Reasonable video quality
□ Easy, quick, novice-level operation
158. Tips
□ Select spaces that are visual interesting
in every direction– left, right, up and
down.
□ Use a tripod (almost always).
□ Try planting audio cues to entice the
viewer to look around and explore.
□ Remember the experience is quite
different when viewing on a headset vs.
desktop vs. mobile.
□ Both Facebook and YouTube have 360
players. Vimeo too.
□ Be creative. Experiment! This is still
relatively new in the mainstream.
160. The Digital Ecosystem
Where we are, where we’re headed, and
what we could be doing better
Dipayan Ghosh
June 6, 2018
Digital Innovation Academy
Harvard University
176. Facebook’s new ad tech (2011-2013)
• Power Editor – June 2011
• Ads in the News Feed – January 2012
• Custom Audiences – September 2012
• Lookalike Audiences – March 2013
• Partner Categories – April 2013
187. ‘Weak’ AI
Weak AI has the capacity to understand a
narrow environment, typically with a degree of
memory and computational power many orders
of magnitude higher than average human
intelligence.
192. As digital professionals it’s about…
• Remaining vigilant about your organization’s digital image
• Being circumspect while absorbing new content
• Applying intuition and a calm, questioning eye
• Knowing where to issue a complaint
• Creating relevant and genuine content for your online audiences
193. Policy Agenda
• Data rights (privacy, security, autonomy…)
• Election ad transparency (political funding, searchable databases…)
• Public interest audits for AI (e.g., open APIs for alg. transparency)
• Enforcement against anticompetitive behaviors in the industry
• National security apparatus to combat nefarious actors
• Public education on digital content, news, and disinformation
• Public service journalism
195. Identity Politics
Fragmented Media Markets
Decline of Public Service Journalism
Corruption + Money in Politics
Disinformation
Widening Economic Inequality
Distrust of the Failing State
Tribal Partisan Division
Norm Breaking in Democratic Institutions
198. June 6, 2018
Sandra CortesiUNDERSTANDING
YOUNGER GENERATIONS:
A STUDY OF THE PEOPLE
USING THE WEB
Illustrations by Youth and Media Youth Advisor Elsa
Brown @ https://www.behance.net/ebrown726e4b6
Silly Robots by Chris Lloyd @ www.yllw.co.uk/sillyrobots/
200. [In most cases, youth ages 12-18;
based on focus group interviews
with over 300 young people.]
Illustrations by
Youth and Media
Youth Advisor
Elsa Brown
202. TODAY:
• Three youth practices
1. Online/offline
2. Platform diversification
3. Information/interaction lifecycle
• Three ideas for more youth engagement
1. Enter youth spaces
2. Shape your mindset / adapt a youth perspective
3. Enable participation
• Three themes that matter
1. Environmental issues
2. Identity
3. Crafts, skills, pathways, and fair labor
210. Social Media & Harvard (2014)
• Which of the following best describes your school or affiliation?
• How often do you use the following social media platforms for personal use? Please place a mark in the appropriate boxes.
• How often do you use the following social media platforms for academic or professional use? Please place a mark in the
appropriate boxes.
• Which of the following social media platforms do you use most often for personal, and which one for academic or
professional use? Please place a mark in the appropriate boxes.
• On the platform you use most for academic or professional use, how would you feel about:
• On the platform you use most for personal use, how would you feel about:
• What tools / platforms / website are you using for academic or professional purposes you think are exciting and would like to
encourage more people to use?
• For the social media platform I use most, my privacy settings:
• How much do you limit what your professors can see on your Facebook profile?
• I post updates/photos that I do not want a college administrator or future employer to see:
• How comfortable would you feel if...
• How would you rate the following social media scenarios?
• What role do you feel Harvard should play online?
• Which of the following would you want the University to use to share information/communicate with you? Check all that
apply.
• On which of the following would you feel comfortable interacting with faculty? Check all that apply.
• Which of the following Harvard social media accounts are you following/looking at on a regular basis?
211. # Question Like Don't Like Don't Care
Not sure how I'd
feel
Total Responses Mean
1
Harvard University having
an account
89 5 69 2 165 1.90
2
Harvard University
friending/following you
66 34 42 18 160 2.08
3
Faculty members having
accounts
96 10 54 5 165 1.81
4
Faculty members
following you generally.
73 36 32 18 159 1.97
5
Departments or centers
having accounts
100 5 56 3 164 1.77
6
Departments/center
following you
73 37 41 10 161 1.93
7
Administrators having an
account
62 25 69 8 164 2.14
8
Administrators following
you
45 68 38 11 162 2.09
9
Other students having
accounts
129 1 34 2 166 1.45
10
Other students
friending/following you
131 3 25 4 163 1.40
5. On the platform you use most for academic or professional use, how would you feel
about:
213. Implications:
• Where the conversation takes place is
constantly evolving.
• Move away from a solely online and
platform-specific approach toward a more
holistic approach.
• Be prepared to respond to feedback, incl.
negative feedback.
217. Implications:
• Engage young people in ways they can relate (more messy,
quick/short, in real time, unfiltered and with filters).
• Co-create with youth and their communities conversations
alongside your employees, youth influencers, and experts.
• Support the issues that are at the core of what matters most
to youth today.
• Trust is important. Youth want to know how institutions are
using their personal information and how the information will
be protected.
218. TODAY:
• Three youth practices
1. Online/offline
2. Platform diversification
3. Information/interaction lifecycle
• Three ideas for more youth engagement
1. Enter youth spaces
2. Shape your mindset / adapt a youth perspective
3. Enable participation
• Three themes that matter
1. Environmental issues
2. Identity
3. Crafts, skills, pathways, and fair labor
220. As (young) users shift priority from social
networks to messaging apps like
WhatsApp, Snapchat, Facebook
Messenger, etc., they have become
powerful news platforms.
230. Diversity and inclusion demographic
categories of interest include:
ethnicity, race, gender, gender and
sexual identity, religion, national
origin, location, age, and educational
(skill level) and/or socioeconomic
status.
234. CREDITS
• Illustrations by Elsa Brown
• Silly Robots by Chris Lloyd @ www.yllw.co.uk/sillyrobots/
• Icons: https://thenounproject.com/
• Pictures:
• Data and data analytics:
https://media.licdn.com/mpr/mpr/shrinknp_800_800/AAEAAQAAAAAAAAcSAAAAJDJlNDA0YTgyLTA4NTEt
NGFlYS05ZWU5LWZjM2RmZmQ2N2ZkMw.jpg
• Be optimistic: https://img00.deviantart.net/2f5f/i/2014/338/4/e/be_optimistic__by_lilbumblebear-d7bmlcp.png
• Social media worries: https://www.apa.org/news/press/releases/stress/2017/technology-social-media.PDF
• Internet minute: Source: http://thebln.com/wp-content/uploads/2017/03/2017-Internet-Minute.jpg
• Global Shapers Survey 2017:
http://shaperssurvey2017.org/static/data/WEF_GSC_Annual_Survey_2017.pdf
• End of the world: https://www.geek.com/wp-content/uploads/2016/07/end-of-the-world-625x350.jpg
256. • Generalist
• Small, flat teams
• Use of volunteers
• Content
production
• Testing-driven
culture
Building Online Communications
Organization Infrastructure Innovation
• Webtools
• Data
• Analytics
• Early & Often –
speed & volume
• Test, test, test
• Aggressive
segmentation
• Risk tolerance
257. Content Marketing
(Partners, associations, articles)
Organic Search
(Google, Yahoo, Bing)
Paid Search
(Google AdWords)
Social Networks
(Facebook, Blogs, Twitter)
Email
(regular, tested communications)
Direct Visitors
(Business cards, events, splash)
Traffic
Web
site
Landing
Page
Micro
sites
Prospect
Download
Submit
Webform
Engagement
action
Acquisition
Webinar/
Demo
Social
Media
Email /
Phone
Engagement
Click-Through
(Leakage Point #1)
Call to Action
(Leakage Point #2)
Initial Contact
(Leakage Point #3)
➢ Low organic ranking
➢ Ineffective paid ad copy
➢ Wrong keywords
➢ Sub optimal bid strategy
➢ Email content not compelling
➢ Offer not relevant to needs
➢ Confusing value proposition
➢ Ineffective call to action
➢ Response time too long
➢ Impersonal response
➢ Offer not tailored to
online behavior
Activation
Conversion
Scoring
Nurturing
Offline Promotion
(Mail, radio, print)
New Donor
Donor
Conversion
(Leakage Point #4)
➢ Lack of focus on priority
opportunities
➢ Failure to understand
and overcome objections
➢ “Just not ready”
Building a Big List