Turpin Communication’s Culture – What We Stand For

November 29, 2016 in Author, Barbara Egel, Dale Ludwig, Greg Owen-Boger, Mary Clare Healy, News, Posts for Buyers, Sarah Stocker, Turpin’s Culture

Two recent events triggered the Turpin Team to discuss our culture, values, and generally what we, as an organization, stand for. It’s not that we don’t know who we are. We do. We live our values every day, but we never actually wrote them down … until now.


The Two Recent Events

  1. Greg Owen-Boger, VP Turpin CommunicationDale (Turpin’s Founder) and I attended an ATD regional conference in Chicago. Chris Yates, Chief Learning Officer at Caterpillar and coauthor of Rewire: A Radical Approach to Tackling Diversity and Difference, delivered the closing keynote. His message focuses on the notion that in order to achieve sustainable positive growth, leaders need to create a culture of openness, empathy and inclusion – which in turn enables corporate strategy and drives innovation. He also argues that living a culture of inclusion is simply the right thing to do. We agree.
  2. Dale and I were in a meeting with a new buyer. We’ve had a long-standing relationship with this organization for well over a decade, and this particular person had recently moved into a position to purchase our services. It was a lively get-to-know-you meeting. We’d been talking for about an hour when she asked the question. “What is Turpin’s culture?” As it happened, neither Dale nor I could answer this question very well. In that moment, we couldn’t find the words. All we could do was tell a few stories about how we encourage everyone to bring their most genuine, thoughtful, curious self to the work that we do. The client seemed satisfied, but we should have been able to address the question more directly.

These two events have made it clear to us that we should probably figure this out. It’s important to the company and our growth strategy, it’s important to us as individuals, and it’s also important to our clients.

Culture is More than Brand

In our workshops, we talk about how communication, both internal and external, can have an impact on both the individual’s brand as well as the organization’s. For example, if an organization wants to be perceived as highly professional and inclusive, its employees must communicate in a way that supports that brand promise. Dale and I discussed making our own list to describe how we want Turpin to be perceived, but that didn’t seem right. It seemed too top down and, frankly, that’s not who we are.

Turpin’s Culture as Described by Team Members

I shared our client’s culture question with Sarah Stocker, who is one of our Coaches and our Workshop Coordinator. She was able to answer immediately. That shouldn’t be surprising, I guess, since Sarah has been with us for eleven years.

That conversation with Sarah sparked an idea. Why not ask our team members to answer the question, “What is Turpin’s Culture?” So that’s what we did. After they submitted their thoughts, Dale wrote a piece in response. His take on our culture, which I completely embrace, is below. Sarah’s response is next, followed by submissions from other team members.

We hope you enjoy hearing from our amazing, and fiercely loyal team members.

 


Dale Ludwig, President of Turpin CommunicationDale Ludwig (President of Turpin Communication, Founded in 1992)

After hearing Chris Yates speak at the conference Greg mentioned, I read Rewire: A Radical Approach to Tackling Diversity and Difference. He and his coauthor, Pooja Sachdev, have written a great book. They build a strong case for diversity and inclusion without sugarcoating the personal responsibility each of us must take toward it. Here’s how they put it.

We need to purposely create a culture of equality, respect and inclusion, where our differences are not seen as a problem but as a competitive advantage: a quality that can be leveraged to enhance decision-making, problem-solving, creativity and innovation … It starts with a strong set of values.

As I read this book, I found myself tying what the authors said back to the work we do with our clients. We cannot deliver a successful workshop without creating a safe environment for each individual in it. In every class, we ask learners to be vulnerable. We ask them to try, possibly fail, and try again. We understand the commitment—sometimes the courage—that takes, and we do not take it lightly. To borrow from Yates and Sachdev, then:

We need to purposely create a learning environment of equality, respect and inclusion, where our differences are not seen as a problem but as a learning advantage … It starts with a strong set of values.

Based on what we heard from the Turpin team members, here is a list of our values.

culture-wordcloud-14finalQuality
We are committed to delivering the highest quality communication skills training and consulting in the industry. Our goal is to help people get business done as efficiently and effectively as possible. We do this by casting aside traditional thinking about business communication, building a new foundation, and focusing on results for each learner.

Safety
To reach our quality goal, our work must take place in a training environment that is safe and inclusive. While in the classroom, everyone must be free to be themselves, to ask questions, to fail and try again without judgment. Every learner has the right to be heard and understood. They deserve our respect and empathy.

Trust
When we create a safe, inclusive, respectful, and results oriented learning environment, we earn the trust of each learner and the right to ask them to change and grow. Without their trust, we cannot succeed.

Passion
Everything we do is fueled by the passion we feel for our work. We care about our clients’ success and the work they do. We are curious and deeply committed to placing what we do within the context of every learner’s work environment.

As you can see from other Turpin team members, below, the culture we create in the training room shapes how we work together every day.


Sarah Stocker, Coach and Workshop Coordinator at Turpin CommunicationSarah Stocker (Coach and Workshop Coordinator, team member since 2005)

When Greg told me about the struggle to define Turpin’s culture, my mind went immediately to our tagline: “Find your focus. Be yourself. Only better.” I was part of the brainstorming session that produced this tagline many years ago. I like it because it rings true for two reasons. First, it’s what we try to achieve with our workshop participants and, second, it’s who we are as a company. We help those around us grow and be the best version of themselves when communicating at work. We do the same for each other.

When I talk about Turpin with my friends or family, I always describe it as the healthiest environment I’ve ever worked in. What makes it so healthy?

  • We work collaboratively. Everyone’s opinion is heard and respected. We have our own roles and hierarchy, but leadership recognizes the value that comes from mining ideas from the group.
  • We love diversity. We recognize that we all have our own perspective and preferred way of doing things. Instead of being threatened by differing opinions, we embrace them. We know that incorporating different perspectives can only make us stronger, as individuals and as a company.
  • We are transparent. There are no secrets within the company. There is trust between colleagues and leadership, and we all want what’s best for the company.
  • We recognize our strengths and our weaknesses without ego or shame. When any of us makes a mistake, we own it. We freely admit it and focus on how to solve it going forward. And no one shames you for it.
  • We are passionate, authentic, and empathetic. We are always striving to do better and to find new ways of serving our clients. At the same time, we stay true to ourselves and to what we do best. We genuinely care about each other and the workshop participants we are trying to help. We insist on keeping our training rooms a safe place where everyone can embrace their strengths and work against their weaknesses without embarrassment. Both internally and in our workshops, we build each other up so we can be our best selves.

What’s really interesting to me is that without consciously making this our goal, our culture is fully entrenched in everything we do as a company. If you were to attend a staff meeting or one of our workshops, you would see all of the values above at work. And that makes me proud to be a part of Turpin Communication. 


Dana Peters (Director of Sales, team member since 2013)

I thrive here because the “Turpin way” is an excellent fit for how I work. At this point in my career, I choose to only invest my time and talent in an environment where:

  • My contribution is valued and my opinion matters.
  • The behavior of the smart people around me matches the words that are spoken.
  • Doing things right and delivering a high quality product for clients is important and at the heart of everything.
  • Taking the time to understand what the client needs and building relationships is valued.
  • Fair and ethical business practices are a given and non-negotiable.
  • Everyone on the team is charged with a job and a set of responsibilities and then allowed to do what they need to do to get the work done. Micromanaging isn’t present, trust is.
  • I am involved, free to ask questions and communicate thoughts without having to choose my words.
  • A little respectful debate is welcome.
  • My commitment to my family and other things that are important to me are valued, respected, and never questioned; rather, they are encouraged and celebrated.

All of this adds up to an atmosphere in which I can contribute fully and effectively.


Mary Clare Healy, Facilitator and Coach at Turpin CommunicationMary Clare Healy (Facilitator and Coach, team member since 1996)

It has been so fun to think about this! For me, Turpin’s culture rests on three pillars, which provide the foundation for Turpin’s approach to client engagement and internal decision-making.

  1. Passion. Turpin facilitators not only enjoy what they do, they enjoy doing it together. And it shows. This is reflected in each encounter and every step of the process. It’s clear that for the Turpin team it’s not just a job, or about checking a box; rather, it’s about unleashing the best in each individual.
  2. Respect. The facilitative approach allows Turpin to dig deep to get to know our clients and each of the individuals involved with a particular project. We demonstrate respect and have earnest curiosity, which allows us to learn about what each person does and how they do it so that we can help them improve.
  3. Commitment to results. Turpin understands that there’s a bottom-line reason for clients to seek our services. It is this understanding that results in a pragmatic approach with no fluff or filler. The training programs are all about successfully reaching the goals that have been set.

These three observable behaviors are modeled by leadership as well as everyone within the Turpin organization.


Barbara Egel, Coach at Turpin CommunicationBarbara Egel (Facilitator, Coach, and Account Manager, team member since 2014)

For me, Turpin’s central idea is “keep it simple.” Every course we teach has this as a cardinal rule.

This approach also extends beyond the training room. Conversations about internal issues often ripple out in several directions, but all of us know the ultimate goal is to arrive at one targeted, even elegant, solution. Externally, I think clients feel this as well. By keeping it simple, we are able to fit in with a variety of corporate cultures, adjust to constraints that may be less than ideal, and fold in whatever is going on in the moment: an acquisition, a firing, a product launch, or just a bad day. We are not a day or two’s distraction taking up the conference room; we are a part of the client’s team ready to do our part in helping them meet their goals.

We also keep it genuine. The people you see at the front of the training room or in the coaching room are who we are 24/7. There are no wacky personas, no fake enthusiasms. For me, this is a huge aspect of building trust, and trust is key to learning, especially with emotionally-fraught tasks such as a business presentation. Similarly, having known Dale and Greg for decades, I can attest that who they are as my Turpin bosses reflects their real values, beliefs, and hopes, and this is the reason I trust them completely. It’s also the reason that if I have an idea to make something better, I offer it, knowing they will listen, consider, and respond appropriately.

In sum, a company built on a foundation of simplicity, effectiveness, and authenticity is one that doesn’t have to worry about juggling its image or covering its, um, assets. It’s also a philosophy immune to the influence of the latest corporate trends because it is beyond trend. The essence of Turpin today will be the essence of Turpin twenty years from now, and it will still seem revolutionary then.


Milena Palandech (Facilitator and Coach, team member since 2011)

Before Turpin Communication was founded, Dale Ludwig was a colleague, a mentor, and a dear friend. I admired Dale greatly (still do) because he cared deeply about the learners that participated in his training programs. Dale was different than most of my former colleagues. Far too many trainers I knew were focused on entertaining their learners and performing for higher class scores. Dale’s sole concern was the learner and helping each of them reach their goals. He didn’t need to shine. He simply wanted the learner to shine.

That selfless determination and focus – doing what is necessary to help Turpin’s clients and their client’s employees shine – has become a foundational principle at Turpin Communication. Dale and Greg have created an organization that is truly committed to helping people “be themselves … only better.” They ensure that the classroom environment for Turpin programs is a safe place where learners will be encouraged and challenged. They consistently draw out the very best in people.


Blaine Rada (Facilitator and Coach, team member since 2015)

I find what Turpin values to be unique and refreshing. In the crowded marketplace of communication skills training, Turpin doesn’t just provide a template for how to be a better communicator, but rather a personalized approach with the goal of helping people find and leverage their unique strengths. Their approach is challenging yet encouraging, respecting the dignity of each individual while focused on producing results.


Kevin Vogelsang (Operations Manager, team member since October 2016)

I’ve only been a member of Turpin Communication for a brief time. However, the feelings inspired during this time and the interactions I’ve experienced have had quite an impact, and have very much fortified my own beliefs and convictions.

I was a math major, and I have substantial anxiety when it comes to speaking. This made the prospect of an interview with Greg and Dale (two individuals with decades of experience in all manner of communication) more than a little daunting. Meeting them was such a pleasant experience though. The atmosphere during the interview was so welcoming that I felt immediately comfortable despite my previous dread and anxiety. It became immediately clear: I would be lucky to work for this company. To find a job anywhere else with similar openness and warmth would be nearly impossible.

As part of my training, I observed a presentation workshop. It was an excellent experience. I was barely involved in the process, yet I was blown away by everything that occurred. I felt connected to the participants, and I was engrossed as they practiced their presentations, improving from one attempt to the next. Dale and Greg created an environment where everybody cared about each other and their success.

After just two months of actually working for Turpin, it has been made clear that my initial perception of the company was correct. The team is genuinely caring and empathetic of each other and the clients. I am thankful to work in this type of environment, which is essential for my own personal happiness and well-being.

by Greg Owen-Boger, VP at Turpin Communication and co-author of the book, “The Orderly Conversation”

It’s been 10 Great Years with Sarah Stocker!

November 16, 2015 in Dale Ludwig, News, Posts for Buyers

Sarah StockerThis week all of us at Turpin celebrate Sarah Stocker’s 10th year with the organization! As I write that I wonder how we ever got anything done without her.

Sarah wears more hats than anyone else at Turpin.

First, Sarah is an insightful, empathetic workshop coach. A person who gently guides workshop participants through the video review and coaching process.

Behind the scenes, and working remotely, Sarah does much more.

  • She coordinates all workshops, working with buyers, facility managers, learners, and the Turpin team.
  • She manages eCoach, a monster of a process that has gotten easier with our new platform, but still requires sharp-eyed attention to detail.
  • She runs our weekly staff meetings with patience and a well-ordered agenda.
  • She proofs every document that goes to anyone outside the organization, including this post.

I could go on, but you get the idea. Sarah is the person who knows where everything is, how everything works, what we did the last time, and what we planned to do this time, but have forgotten. She can send me the third reminder to take care of something or other and still not sound the least bit annoyed that I haven’t done it.

Thanks, Sarah, for spoiling us with your talents.

by Dale Ludwig, President & Founder of Turpin Communication and co-author of the book, “The Orderly Conversation”

What can I do about dry mouth?

October 15, 2012 in Author, Delivering Your Presentation, Delivery, Engaging Listeners, FAQs, Preparation, Presentation, Sarah Stocker

Dry mouth can be a symptom of dehydration, so drink some water before you present. You also may want to cut back on caffeine before a presentation. Caffeine is a diuretic and can leave your mouth feeling dry. Eating some hard candy just before your presentation can help as well. If your lips get dry, put some lip balm on.

Breathing through your nose instead of your mouth can also help, but only if you can do so without thinking about it. You don’t want it to become a distraction for you.

Be sure to take some water with you to sip during your presentation. When you need a drink, pause and take one. Don’t worry; this won’t make you appear less polished.

Dry mouth can be distracting for you when you present, so do what you need to do to stay hydrated.

By Sarah Stocker, Trainer and Workshop Coordinator at Turpin Communication

20-year Milestone for Turpin Communication

August 27, 2012 in Author, Dale Ludwig, Posts for Buyers

This week marks Turpin Communication’s 20th year in business. Although we’ve had 19 anniversaries leading up to this one, most of which have gone by unnoticed, this one feels different. This one feels like it needs to be acknowledged, even if it is only in this blog. So here it is.

First, I want to say a big thank you to two groups of people. To our clients, thanks for trusting us to deliver what you need. Whether you’re a buyer bringing us in to work with your team or a participant in one of our workshops, you’ve given us your time, invited us into your business life, and believed in us.

To the people who have been part of the Turpin team, thanks for your brains, talent and very hard work. These people are Greg Owen-Boger, Sarah Stocker, Mary Clare Healy, Karen Ross, Milena Palandech, Jeanne Cotter, Anne Linehan, Lora Alejandro, and Seth Kannof. Turpin has been very lucky to have all of you.

I started Turpin in 1992 with some very strong ideas about what presentation and facilitation skills training should be and a whole lot of questions about what makes a business successful. Since then, with the help of others, we’ve answered many of those questions. I can also say that there are a few things we got right from the beginning.

From a business perspective:

  • Stay focused on what you do better than anyone else. The temptation to branch out into other types of training, into areas we know less about and feel less confident delivering, has always been present. We’ve resisted and are better off because of it.
  • It’s okay to turn down work. Especially if success feels uncertain or the potential client feels like a bad fit.

In the training room:

  • The worst thing you can do in the training room is waste time. Respect the learner. Adapt to their individual needs. Keep the goal in mind. Be flexible. Never condescend.
  • Training is not meant to be fun, but that doesn’t mean you can’t have a good time in class. You will never hear a Turpin trainer say, “Okay everyone, let’s shift gears a little bit and have some fun!” The work is first and foremost. When learners realize that you’re not going to waste their time, you earn their respect. When that happens, they relax, open up, and the process becomes not just fruitful but enjoyable as well.

What’s coming in the next 20 years?

  • We will continue to help business presenters plan and deliver their Orderly Conversations.
  • As new technologies emerge, we will continue to find the best way to successfully blend face-to-face and remote learning.
  • This year we rolled out Find Your Focus Video. This service is built on what we learned developing our own online courses. While this is brand new for us, it doesn’t break the “stay focused” maxim I mentioned above. Our tag line says it best: “Find your focus. Be yourself. Only better. (and now on video).” Learn more about it here.

So Happy Anniversary, Turpin Communication, and thanks again to everyone who has made it happen.

by Dale Ludwig, President and Trainer at Turpin Communication

People think I’m mad all the time. As it turns out, I just have a “thinking face.” Anything I can do?

July 30, 2012 in Author, Delivering Your Presentation, Delivery, Engaging Listeners, FAQs, Handling Questions, Managing the Orderly Conversation, Presentation, Sarah Stocker

This is a problem I’m very familiar with; I too have a “thinking face.” When I am deep in thought my face naturally gets a very stern look on it. I didn’t realize it until my colleagues kept asking me, “What’s wrong?” or “What did I miss?” when we worked together during workshops. My “thinking face” made them feel judged, which is obviously not a good thing. Here are a few ways to fix the problem.

The first step is to analyze your “thinking face.” What do you do? (I tend to squint, furrow my brow, and purse my lips.) When do you do it? During meetings? While presenting? When listening to others present? (My “thinking face” comes out the most when I’m listening to someone else speak.)

Once you are aware of what you do and when you do it, you can work to soften it. When I’m facilitating or listening to someone else present, I periodically check in with myself. Is my face scrunched up or tense? If the answer is yes, here is what I do:

  • I relax the muscles in my face.
  • I smile. It doesn’t have to be a huge grin – just a slight smile will do.
  • I open my eyes wider and slightly raise my eyebrows (“smile” with my eyes).

This makes me appear pleasant and receptive instead of critical and mad. Does it feel natural? Not really. But I don’t want to make other people feel uncomfortable or that I am criticizing them, so it’s worth the extra effort. And it does get easier (and a little more natural) the more I do it.

My final piece of advice is to be open about having a “thinking face.” If someone catches me giving them a stern look, I casually apologize, use it as an opportunity to laugh, and explain that it’s just my “thinking face.” It lightens the mood and lets them know it is not a reflection on them. Next time they notice it, they won’t jump to a negative conclusion.

A “thinking face” can give people the wrong impression of you or even shut down a productive conversation. Being aware, softening or brightening your facial expressions, and explaining yourself will help counteract any negative feelings it may cause.

By Sarah Stocker, Trainer and Workshop Coordinator at Turpin Communication

I have a hard time making recommendations to the highest level people in my company. It seems presumptuous.

July 16, 2012 in Author, Delivering Your Presentation, Delivery, FAQs, Introduction, Organizing Your Content, Preparation, Presentation, Sarah Stocker

I understand what you mean. It can feel really awkward making recommendations to your executives. But keep a few things in mind.

First, you’ve been asked to give a presentation to these executives for a reason. You are saving them a significant amount of time by collecting and analyzing the necessary information, and then presenting the most critical pieces of it. You are helping them.

Second, your bosses probably want you to be specific. Not only does it demonstrate that you’re good at your job, it also makes the process of listening to your presentation much easier. Your recommendation helps establish the framework of your presentation, putting everything that follows in the body in context (see Dale’s post, Provide Structure through your Presentation’s Introduction). Without that framework, your presentation will be harder to follow. The last thing you want is for an executive audience to feel confused or lost at the end of your presentation.

Third, be sure to state your recommendation in an appropriate way. You don’t have to say that your audience must take a certain action. You could, for example, frame your recommendation as something that will help them make the decision they have to make.

So think of your recommendation as a necessary part of your presentation and an opportunity to show your expertise. Hopefully this will make it feel less awkward when you present to your executives.

By Sarah Stocker, Trainer and Workshop Coordinator at Turpin Communication

During a persuasive presentation, when should you make your recommendation?

June 11, 2012 in Author, Delivery, FAQs, Introduction, Organizing Your Content, Presentation, Sarah Stocker

It’s a good idea to state your recommendation (or solution) in the introduction of your presentation because it makes it easier for your audience to listen. Once you’ve told them what you want them to do (or believe) after your presentation, they can easily put everything that follows in that context. Everything you say supports your stated goal.

Of course there are times when it’s fine to build slowly to your recommendation. Just realize that when you do so, you’re asking your audience to be patient and follow your line of reasoning very carefully.

The recommendation is the third piece of Turpin’s 4-part introduction strategy. You can read more about creating your introduction in Dale’s post, Provide Structure through your Presentation’s Introduction.

by Sarah Stocker, Trainer and Workshop Coordinator at Turpin Communication

My boss likes to jump in and take over. It’s embarrassing. What can I do?

May 29, 2012 in Author, Delivering Your Presentation, Delivery, FAQs, Handling Questions, Preparation, Sarah Stocker

The answer to this question has everything to do with your relationship to your boss. You may not be able to do anything about this behavior.

If you feel that you can, talk about it with the boss before your next presentation. Maybe the boss doesn’t realize what s/he is doing. So maybe, in an attempt to keep your presentation focused and on track, you’ll agree to ask for input when you need it. Or the boss will politely ask if it’s all right with you when s/he feels the need to interrupt.

If your boss isn’t satisfied with these options, perhaps you can meet a few days before your presentation and give him/her an overview of what you’ll be discussing. This will let your boss see where you plan to take the conversation and give him/her the opportunity to provide direction in private. Knowing what you’re going to discuss may make it easier for him/her to let you lead the conversation.

All of these solutions would preserve your position as the person in charge of the presentation without eliminating the boss’ input.

By Sarah Stocker, Trainer and Workshop Coordinator at Turpin Communication

How can I keep my enthusiasm where it needs to be?

April 23, 2012 in Author, Delivering Your Presentation, Delivery, Engaging Listeners, FAQs, Preparation, Sarah Stocker

There is no one-size-fits-all solution; different people need to do different things to increase their enthusiasm. Here are some things to consider.

Are you disengaged?
Presenters who are disengaged can appear stiff and uncomfortable. When you are engaged your natural communication skills and enthusiasm will emerge. For more on engagement, read Dale’s post, Find your focus. Be yourself. Only better.

Is it a volume issue?
Speaking louder is often the easiest way to increase your enthusiasm. Boosting your volume requires you to put more energy into your voice and makes you sound more passionate about your topic. To start your presentation on the right path, simply focus on the person farthest away from you in the room and speak to them. Doing this will naturally bring your volume up to an appropriate level.

Do you appear more enthusiastic when you increase your movement a bit?
Purposeful movement can add energy to your presentation. For some people it gives them a positive way to release nervous energy (instead of fidgeting or pacing). For presenters who tend to be stiff, it can help them loosen up. Some examples of purposeful movement are moving toward the screen to point something out or moving toward a specific individual to connect with them.

The thing to remember, and this is something that’s true for everyone, is that presenting is hard work. If you’re not tired after a long presentation, you’re probably not working hard enough. A presenter asked me recently if she needed to fake it when she just wasn’t feeling very enthusiastic about her presentation. I said absolutely yes. You still have to look natural and be yourself, of course, but sometimes you have to pull your enthusiasm out of thin air.

by Sarah Stocker, Trainer and Workshop Coordinator at Turpin Communication

I Want To Use A Podium. Is That OK?

April 2, 2012 in Author, Delivering Your Presentation, Delivery, FAQs, Sarah Stocker

The short answer is yes. There’s nothing inherently wrong with a podium or lectern. In some situations they’re necessary. Here are a few things to keep in mind.

Move away from the podium when you need to. Purposeful movement (like going to the screen to point something out or moving closer to your audience to emphasize a key point) helps direct your audience’s focus. It can also bring some energy to your presentation (and help you burn up any nervous energy).

When you’re standing behind the podium, keep your stance balanced. Having a solid stance will help you appear confident and professional.

Don’t grip the sides of the podium because you’ll inhibit your gestures. When you restrict your gestures, you will feel and appear uncomfortable. Your goal should be to gesture as naturally as you do in everyday conversation.

If you have notes on your podium, don’t spend too much time looking down at them; it will disconnect you from your audience. Trust yourself to know your material and focus on making quality eye contact with your audience. If you lose your train of thought, refer to your notes and then reestablish eye contact and continue on.

If the only reason you want to use a podium is because it gives you something to hide behind, don’t use it. Instead focus on engagement. Not only will you feel more comfortable, you’ll also: Find your focus. Be yourself. Only better.

by Sarah Stocker, Trainer and Workshop Coordinator at Turpin Communication