Robert Glazer

I don't want clients to not think that you don't know what you're talking about when you do.

Because I know you know what you're talking about, but I'm just afraid the client's going to be worried that you don't.

So I think this is the type of strategy you need to bridge that gap.

Totally different approach.

One is about the actions, how you can get better, approve, why it's helpful to that person.

That's wanting to help Jamie do better.

Similarly to the not strategic person.

The other one is just a personal attack.

Look, there was three or four times in the presentation where the client needed some strategy.

And I think that's what most people default to, unfortunately, is the first one.

This is what it looks like.

This is what they needed to hear.

And what they got was tactics.

You want to criticize the actions or the behavior, not the characteristic of the person in any way.

And why is it bad for them?

Everyone cares about why things are bad for them.

They don't care why it's bad for you.

So when we say something from a place of annoyance or like it's bothering us, that sounds like, why is it bad?

They care about what, like, again, Jamie, you're a really smart guy.

I don't want clients to not think that you don't know what you're talking about when you do.