Tag Archives: transformation

How can we tackle multiple language issues within our portal?

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Today’s question comes from a busy entrepreneur:

How can we tackle multiple language issues within our portal?

I am currently involved in the management of a B2B platform, eWorldTrade. The problem is that we cannot hire thousands of customer service representatives to deal with the huge number of clients registering everyday belonging to different countries.

The problem with most of the countries is that they prefer to speak a language other than English and we cannot hire that many people to tackle this issue. How do you handle such a problem?

Congratulations for fully embracing the global trade environment. As you know, the language and time zone obstacles are just a few of the challengers you are experiencing.  Staffing for every language is a daunting.

First – don’t assume that all customers need the same level of support.

Here are a few things to consider before hiring.

Know your customers

Find out exactly where your clients are, the language they speak, and their communication preference.  Even though you may have a large percentage of clients in a specific country – many of those clients may prefer to communicate via email or “not at all”.  They may prefer getting their information via whitepapers, videos, or other means.

You can log and track their preferences quickly through a registration form.  A simple questionnaire on their communication and language preference will manage this piece.  Also ask if they understand English (or whatever your primary language for your company will be).

Update your CRM (Customer Relationship Management system) with this information.

Update your List Management server to create groups or segment based on communication preferences.

Hire multilingual customer support staff

With the above information, determine which will be your top 3 primary languages and staff a few multilingual customer support staff members. These multilingual employees should be placed as 2nd-line help support staff.  The first-line help support staff will initially handle the customer calls, and will pass to the 2nd-line when they have hit an issue they cannot solve.

Placing the multilingual employees as the 2nd-line of help, allows you to handle many more language issues (versus placing the multilingual employee on the actual help line).  These 2nd-line support employees will also be responsible for translating alternative support documents (more about this in the next section).

Supplement with alternative support information

Create and translate a series of alternative customer support materials:

  • Create an FAQ document that you continually add
  • Include tutorials and other informational/educational documents
  • Add closed captions/annotation to videos in the various languages
  • Translate your regularly scheduled emails or newsletters

Tying it together

This method allows you to provide various customer solutions in multiple languages with limited resources.  Since you have already employed multilingual 2nd-line support staff, you already have in-house translators.

Because your CRM will include your client’s language preference, you can forward the appropriate documents in the appropriate language to your clients.  You will also understand which languages you need.

Because your List Management system is already segmented into client communication preferences, you can easily mail your newsletters/emails in different languages to the appropriate sub-lists, groups or segments.

Hope this helps a little.

 

How to objectively measure soft skills in employee feedback?

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Last article we were discussing “How to give feedback employees will here?”  In that article, we used very objective examples.  It was easy to measure performance against technical tasks, but how does one determine SMART goals for soft or people skills?

Let’s review the same tips, but this time – with soft skills examples.

Setting the stage

Giving an effective feedback starts with understanding your employees’ goals and career objectives.  Once you understand the “why” the employee comes to work – the better you can connect the feedback to their goals.

For example, if they want to eventually lead the team or become a manager, then focus on the skill sets that will help them achieve those goals.

For example:  Managers require:

  • Problem Solving and Decision Making.
  • Planning
  • Delegation
  • Internal Communications.
  • Meeting Management.
  • Managing Yourself

These business goals need to be S.M.A.R.T. (Specific, Measurable, Achievable/Attainable, Relevant and Time bound).  With SMART goals, it’s very easy for both the employee and manager to agree whether the goals were met or exceeded.

Some examples of SMART PBC might be:

  • Successfully complete management courses XYZ within 6 months
  • Successfully complete time and project management course ABC within 3 months
  • Successfully participate and deliver executive summary reports in 3 executive staff meetings by Dec 15th
  • Speak at (at least) 2 technical conferences regarding how you solved a critical situation regarding this industry
  • Select and mentor at least 1 person to take over some of your coding, debugging and documentation tasks. Successfully hand-of at least one maintenance project to your protégé.
  • Create and implement an internal communication plan for your department within 3 months
  • Successfully project manage/schedule/budget 1 project start from finish (with supervision) during this performance period

 

As you can see, greeing upon this soft-skills SMART goals actually commits the manager to help her employee succeed.

Barriers to hearing

The most prevalent barrier to hearing and understanding feedback is our mindset.  The moment your supervisor releases a perceived negative comment, we automatically go into defensive mode.  Our brain immediately will find situations that negative what was just been said or provide detailed reasons/excuses for the events.

Best advice is to continually focus on the SMART goals or commitments set at the start of the year.  Use the agreed upon PBCs as your starting point.  Since your PBCs will have specific metrics and goals in place for each performance commitment, it will be easy to determine if the criteria has been met.

For example, If one of the PBC goals was to speak at (at least) 2 technical conferences regarding how you solved a critical situation regarding this industry – it is very easy to tell if they accomplished this goals.

Then simply ask the employee if he/she feels if they have met that particular goal.

Repeat this until all the PBC goals are reviewed.

Making sure employees get it

Once you and the employee have agreed upon the status of the PBC goal, ask their opinion on where to go from here.

For instance, if the employee agrees that he/she did not meet this soft skill goal – you can now start a discussion on where to go from here.

The discussion is focused on working on a solution together. Brainstorm on some titles and abstracts they can present.  Show him/her how to search for technical conferences in your industry and advise him/her to start submitting abstracts.  Once the abstract is accepted, encourage him/her to practice on co-workers and local professional organizations.  Encourage him/her to conduct a webinar or video their talk.  The more they practice, the better their soft skills.

As you can see – these discussions then become the foundation of their next PBC SMART goals.

Keep them involved

At the end of the day, keeping your employees involved and engaged in their own career development is key.

 

When is the best time to add projects to our tracker

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A busy professional has this question regarding time management:

When is the best time to add projects to our tracker, when a client pays or when we receive a RFP (Request for Proposal)?

We are finalizing our project management and service provision policies and although we track work from the moment we have to submit a proposal, we want to make sure we aren’t wasting valuable time tracking projects that don’t follow through. But we still want to be prepared with assignments and tasks when the bottom line is signed.

Clarify your goals for project management

The simple answer is to follow your GOAL.

Is your goal really to not waste valuable time tracking projects that don’t follow through?  Or is your goal to make sure nothing falls through the cracks, that everything runs smoothly and efficiently;  and make sure your quality connectivity is maintained?

If your goal is to make sure nothing falls through the cracks, everything runs smoothly and quality connectivity is maintained – then you really do need someone to track every step from conception through delivery and deployment (and even afterward regarding maintenance and up-sale opportunities).

Every project created equal

Does everyone have to be involved in every step? No.

Does every project have to be handled the same way? No.
Should someone be steering the ship throughout every journey? Yes.
Should someone be collecting metrics throughout every project? Yes.
Do you have to use the same tracker or project plan for every phase? No.
Not every project is created equal.  You don’t have to treat every project the same.  Having said that, you should have every project tracked from start to end.

The benefit for tracking everything is that you will be learning how long things actually take, how much things actually cost, etc. Even if the project doesn’t go to the end – you have collected valuable information to reuse and improve your cost and time estimates for future projects. You will have collected valuable data for process improvement.

Problem with tacking after payment

You also have the possibility of the contract being signed, without up-front payment. They may pay on a payment plan OR upon delivery. In those cases, it doesn’t help you to start tracking only when the client pays.

Tracking before the RFP

You should actually be tracking your time and effort regarding lead-to-sales effort as well (i.e. how long it takes from receiving the lead to actually being able to submit a proposal). Tracking the steps, time and effort in this sales process also provides invaluable data regarding process improvement, need for additional sales tools or training. The overall goal is to reduce that lead-to-RFP time; as well as improve the Lead-to-Sale conversion numbers.
Does this type of sales project management tracking need to be the same as the development project management tracking tool? No. Sales could use their CRM (Customer Relationship Management) tool to track and analyze their effectiveness.

Bottom line – you aren’t wasting valuable time tracking projects, although you can waste your time collecting/tracking the wrong data. You can always, always, always use proper tracking information to good use. You just need decide the right metrics to collect and make the data useful to you.

How can I manage multiple web projects with a deadline without outsourcing?

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A busy professional has this question regarding project management:

How can I manage multiple web projects with a deadline without outsourcing? 

I don’t have money to invest in outsourcing. Beside outsourcing, what is the most effective way of complete 20 website design projects that are fully monetized and traffic generation optimized on or before December 2017? I fell into the folly of pursuing many site projects at the same time and I don’t want to give up. I strongly believe nothing is impossible to him who believes. I’m in dire need of an expert’s advice please. 

Without understanding the full scope of each project, there are a few things to consider and try.

Be realistic and transparent

In order to keep your clients – you need to be realistic and transparent about your talents and delivery schedule.  Tell your clients your current situation and give them a chance to either work with you or find another website developer.  This is the only way to keep your clients welfare and business in good standing.

At best – it would be selfish and unprofessional to jeopardize your clients’ business and income – because your mismanaged your business. At worst, knowingly taking money for projects that you cannot deliver is fraud.

Please, share your plans with your clients and give them the opportunity to decide what they want to do.

Have a list of other website developers that you can refer them to – as an option.  Work with affiliated referral partners to create a referral program – for cases such as this (more information on this below).

Minimize the requirements

Work with each client to minimize the requirements and delivery timeline.  By this I mean, identify exactly what needs to be delivered and when.  This may allow you to interlace your deliverables in phases to each of your clients.  Although this may extend the delivery to the entire projects past December 2017 – it may allow a working version of all the sites by December 2017.  This may allow all your clients to accomplish their goals, even though the full contract hasn’t been delivered in the original time schedule.

 

In either way – please be transparent to your clients regarding your schedule dilemma.

Re-usable routines

Investigate using routings or pre-tested functions/packages that do the required tasks (versus coding manually yourself).  This is different from outsourcing because you are doing a one-time purchase of the features or functions that you are interested in.  Your task would be to successfully integrate them into your various websites.  You can often purchase functionality at low costs or even free on open source sites.

The negative is the maintenance of such routines.  It might take you longer to fix any issues found in that code. 

Deliver in phases

Although your contract may promise a December 2017 delivery date, some of your clients may agree to extend the deadline.  Offer discounts or additional free months of maintenance to their contract in order to extend the deadline.  Create a new contract that outlines exactly what will be delivered in each phases, what the clients will be able to do with their website and when it will be finalized.  These changes in the statement of work needs to be documented and signed to afford problems in the future.

Release some projects to other website developers

Actually give away some of the projects to other website developers that you hold in high regards.  This allows you to keep your promises to your clients and refer business to other website developers. This also opens the door for those same website developers to hand-off business to your when they are over-loaded.  Discuss some type of referral fee when you and your referral partners exchange business as a way to motivate referrals.

As you mentioned earlier – this is your folly to schedule so many website projects in the same project schedule.  Don’t let your clients suffer for your mismanagement.  Your foremost goals is to keep your client’s welfare in mind at all time – even if that means you not making the profit.

Sometimes you can best serve your clients by referring them to someone else.

 If you need additional help on this, just let me know.

What is the best way to advertise a forum on a niche topic?

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A busy professional has this question regarding branding and marketing:

What is the best way to advertise a forum on a niche topic?

I have a forum on a niche topic. I am advertising the forum via ads (Although some of the keywords have low quality scores, they are all very specific to this niche).

Now, do I directly link the ad to the forum home page, or add some high quality article/posts around the ads? Does this matter?

Thanks in advance for any help. I didn’t find the right answer from searching the internet.

 

Whether you are marketing your forum, book, website, product or service, you can use similar marketing strategies.  But a successful marketing strategy has lots of moving parts and tools.  I recommend doing a combination of things:

  • make sure your “ads” are on brand with a consistent message
  • create engaging and compelling content (blogs, articles, posts, videos, vlogs, etc)
  • opt-in offers (valuable information through eBooks, white papers, webinars) to collect contact information of the people that you are attracting with your offers
  • create a Facebook around your forum – to start engaging and creating your followers
  • give speaking engagements about your topic with door-prizes to collect the contact information of the people that you are attracting with your topic
  • keep your CRM (customer relationship management) up to date personally contact them with emails or newsletters
  • with everything that you post or release – include links back to your forum

Find similar forums that share your target market

It will take time to create a following from scratch.  Therefore, investigate or go where your target marketing is already.  For instance, if your target market is parents, you might want to visit or guest speak at forums for single parents, divorced dads, and other topics that interest your same target group.

 

  • investigate what your competitors are doing.
  • reach out to complimentary forums and engage with those groups that share your target market/followers
  • invite guest speakers to your forums that have already have their own followers. This will introduce you to their followers.

As you can see – there’s no 1 thing that you do. There’s a never-ending list of things you can do to market and expose your forum.

To help narrow your focus, clearly describe your target audience or personas.  By deciding the age group, interests, income, hobbies, and lifestyle – you can better focus your marketing strategies to get the bigger bang for your time and budget.

 

Do you need a logo and brand before selling?

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A busy professional has this question regarding branding and marketing:

Do I have to have a logo and brand before I start selling my product?

I have a limited budget and am eager to start selling my products to get some revenue. Should I allocate my budget towards advertising/sales right away or do I need a logo first? I’ve read that a logo and brand is really important, but I’m not sure if it’s important enough to put it before sales.

No, you do not need a brand/logo designed prior to selling products.  In fact, there are many cases of businesses starting up without logos. It takes time to actually figure out what your brand and message will ultimately be.  While you are figuring out your brand, start selling your product; continue to research which message works best; and figure out  what your brand will actually stand for.

The simple truth is that branding in the start-up stage can be counter-productive. It’s at this stage that you’re learning the ropes, making mistakes and as much as you might strive to do the opposite, making customers unhappy. In cases like this, it’s best that your brand is not strong so that you can ride through it and develop your processes, before developing your brand and locking your logo into people’s psyche.

Once you’ve got a good handle on your business, find someone whose experience and sensibility match your vision to help you.  Hiring an expert in branding will save you much rework and issues in the future.

A strong identity is an important factor in establishing brand recognition and lending credibility. A well-designed identity also helps in attracting the prospective audience you wish to engage.  Investing in brand experts is a good step.  But until you figure out who you are, what you do, who you do it for and why, you are simply wasting your resources.
Hopefully this helps

How do I define my role in my daughter’s business that I will be funding?

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This question came from a loving parent and business owner.

How do I define my role in my daughter’s business that I will be funding?

 My daughter wants to start her own business in a field in which she is not only certified, with 5 yrs. experience, a solid client list, but has some excellent ideas in which to grow the clientele. She has no credit, so my husband and I would be taking out the loan on her behalf. How do we ensure that we get our ROI? She has already asked me to help her with bill paying and such. I have read the posts about silent partners, but I’m unsure that is what I’ll be.

Don’t go in blind

Starting a new business is not an easy endeavor and many businesses fail within the first 3-5 years. If they do succeed, it may not be until the 5th year until they see any profits.

Add to this the complication of loaning a child or family member and you are in very, very risky territory.

A new business is a gamble

It is very difficult to “loan” a children money, because even though they may initially recognize it as a “loan”, they often it do not pay it back.  Other expenses take precedence and they are predisposed to accepting your help.  This is doubly risky if you introduce the idea of “investing” or becoming a silent partner.  You are now “investing” in a new business that may not succeed or may take several years to see any profits.  Therefore if you have to take out a loan that you need to be paying back in a timely fashion, I do not recommend “investing” as a silent partner.   Investments are not guaranteed to be paid back.  A new business is a gamble.  And if you do not have the money to lose, do not do it.

Recommendation:

Instead – treat this as a strict business loan with payback expectations (along with any interest you agree as your ROI – as well as timelines for payback).

Have a signed contract with well-defined payment schedule AND consequences for defaulting on the loan. Avoid a payment schedule that states “payment due when business starts to make money” (or anything similar). Don’t tie the payment schedule to her business success…. BUT consider her Business Plans and income forecasts when defining a tangible schedule with actual dates. (Even silent partners do their homework to verify that the Business Plan is solid and there is actually a reasonable expectation of ROI)
For instance – Require her to show you her Business Plan with income forecasts, budgets, expenses, and forecast revenues. Help her with coming up a realistic Business plan. DO NOT TAKE OUT THE LOAN IN YOUR NAME until you see and approve of her detail business plan. Demand that the loan payment become a regular expense in their business plan (just like any other business expense).

Then create a calendar of payments based on her actual revenue forecasts. Review her company expense schedule to verify that the load payment is included as a regular fee of doing business.

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Also include consequences for not meeting those payment schedules (late fees, payment in other forms, payment extension with increased interest rates, etc).

For instance, if her business folds or she abandons the business – she still needs to meet the payment schedule BECAUSE you still need to pay back the loan (regardless). Iron out all the scenarios and exit strategies if things do not go as plan. Do you expect late-payment fees, etc. How many months of non-payment determines an abandonment – and what would the next step in that scenario. Do you want to hold any collateral for payment, etc.

Do your homework

You will want to iron all these scenarios out and make the expectations clear up front. Do your homework to make sure this even makes sense. Or hire a business coach to help you with these decisions and help her with a realistic business plan. Understand the start-up costs, the recurring costs, the target revenue goals, what steps will be taken if the revenue goals are off-target, the resources and equipment needs, and everything else a realistic business plan covers.

If you don’t want to approach this as a business loan – then just agree to “gift” her money (with ZERO expectations of ROI or repayment). And only give her money you can afford to lose (not get paid back).

I know your situation is different.  If you would like additional information on this topic, please contact LauraRose@RoseCoaching.info

I am a business coach and this is what I do professionally.  It’s easy to sign up for a complementary one-on-one coaching call, just use this link https://www.timetrade.com/book/WFSFQ

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

 

Best way to break bad news to employees

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Hello, this is Laura Lee Rose – author of the business and time management books TimePeace: Making peace with time – the The Book of Answers:  105 Career Critical Situations – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.

 

Today’s discussion is regarding how to break bad news to employees.

 

A busy professional asks:

How do I break bad news to employees?  It might be staffing changes, a lost contract or even the death of someone close to the business.  When should I:

  • Break the news?
  • To whom (or everyone at once)?
  • Appropriate ways to communicate?
  • Tips for doing it right?

 

 

Giving bad news is never comfortable, but necessary.  The way you do it can influence the way people accept the news.

Some tips:

  • For those that are directly affected with the news, you talk to them directly (one-on-one).  Those that are not directly affected, it can be a group discussion.
  • Depending upon the type of news, be prepared with answers and follow-up counseling (grief counseling, further training, next steps life coaching, etc.)
  • Focus on them versus yourself.
    1. Avoid the temptation to fill in awkward pauses with “This is the most difficult thing I have had to report.”  or “I’m really broken up about telling you this”.  “This is a shock to me as well.”
    2. You might think you are helping by showing them how badly you feel — but — in actuality – they don’t really care how it’s affecting you (especially if you are not really affected by the layoff, structure change, etc).
    3. Silence is okay.  It gives them the space needed to absorb the information.  Continued talking doesn’t help them.  Wait patiently for them to end the silence, after the initial reveal.
  • Realize that they might want to immediately leave your presence after the news. But don’t assume that your job is done when they leave the room.
  • Schedule a follow-up meeting.  Recognize that people might need time to absorb the information.  Acknowledge that they will have more questions later and need to time to process what has been said.  Actually schedule a follow-up meeting before they leave.  That next meeting will have answers to the questions they asked today, as well as an opportunity for any more questions.
  • Know your audience.  If it’s a particular tough topic and you suspect your employee will be emotional or even volatile – have security (or muscles) ready (but out of sight).  You don’t want to show that you expect trouble (because then you will get it).  But you want to be prepared for it – just in case.

 
See what you think about those ideas.
I know your situation is different.  If you would like additional information on this topic, please contact LauraRose@RoseCoaching.info

I am a business coach and this is what I do professionally.  It’s easy to sign up for a complementary one-on-one coaching call, just use this link https://www.timetrade.com/book/WFSFQ

 

With enough notice, it would be my honor to guest-speak at no cost to your group organization.

Working with teams across the world?

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Today’s question came from a busy professional and business owner.

communicationHow do I work with team members located in different parts of the world?

I want to work effectively with team members located in different parts of the world. How do I ensure that location, time difference, culture and beliefs and personality will not affect my work with the team?

 

 

Whether you team members are across town or across the world, creating a Communication Plan fits the build.

Communication Plan

 

Your communication plan includes (but not limited to):

 

1) A directory of your significant members, preferred method of communication, telephone numbers, email addresses, Skype id, Time Zones, etc

2) How you plan to convey regular Status information (daily meetings, weekly meetings, emails, phone calls, etc)

3) How you plan to convey Critical or High Priority information (phone call? text?)

4) Your Service Agreement or Response time expectations (respond by EOD, within 1 business day, within 2 hours).

5) What is expected when someone misses a meeting.  Are you going to have the meetings recorded?

6) Where you are locating your shared meeting minutes, presentations, audios, or other materials.  Will you be recording your meetings and placing them on a shared location for people to refer to, etc.

7) Incorporate weekly or twice-a-month one-on-one meetings with each team member.  Regularly scheduled one-on-one meetings (via phone or in person) eliminate much confusion that email may cause.

8) Supply templates and checklists to assure the work gets completed the way you way, each time.  Consistency eliminates confusion and errors.  If people are getting your status in the same way each week (and vice-versa), they know what to expect and how to respond.

 

Vacation Considerations

 

You communication plans should also consider vacation schedules.  Regardless of your holiday hours, make sure you consider the following:

  • Make sure everyone has all their vacations identified early (by mid-year).
  • Make sure all your project schedules block out for their vacation time.
  • Make sure that all your procedures, outstanding items, and possible issues that may arise during the holiday season is clearly documented and shared with those responsible for handling these issues during the break. This includes creating, publicizing and updating your communication plans.  If you don’t have a communication plan, please setup an introductory consult to discuss that important tool.
  • Make sure the staff has been trained on the outstanding issue.
  • Make sure your clients have been informed about the holiday schedule far in advance.
  • Make sure your clients provide you with all their requirements far in advance so that you can accomplish their goals before the holidays.

 

 

For additional information on this topic, please contact LauraRose@RoseCoaching.info

I am a business coach and this is what I do professionally.  It’s easy to sign up for a complementary one-on-one coaching call, just use this link https://www.timetrade.com/book/WFSFQ

 

Numbers Move People Toward a Decision

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Today’s take-away is that Numbers Move People.

If you need a way to move coworkers, clients, managers, family members or even yourself toward action, consider adding a number to your conversation.

Numbers help people move toward a decision and action.  Whether it’s a calendar date, a meeting time, a price for service or product, salary, or even that pesky number on the bathroom scale; numbers move people into action.

Consider the number ZERO – as in A Complimentary or Free eBook, White Paper, or other offer.  That Zero Cost item attracts many people to share their contact information with you.

Numbers are our friends:

Ways to influence others with number come in many forms.

  • You can assign time limits to performance issues, product deliverables, customer review/approval processes.
  • You can make a recurring calendar date with your manager for weekly one-on-ones.
  • You can devise quality metrics to verify your performance, your service, and your products.
  • You can improve company and product exposure by increasing your social media metrics and website click-through.
  • You can time yourself on certain tasks, to enable you to better estimate and schedule certain activities.
  • You can continually increase your work-out repetitions to improve your stamina.
  • You can chart your weight and measurements to show progress toward your health and fitness goals.
  • You can count your calories and glasses of water.
  • and more.

How to make the numbers to work for you

 

Whether you are in the corporate environment or starting your own business, you need to understand your numbers.

Business owners

If you are in business for yourself, you need to understand:

  • Your revenue goals (how much you want to make this year)
  • Your leads to sales ratio (how many people you need to meet/talk with – to make 1 sale)
  • How many sales you need to make your revenue goals
  • How many leads you need to create to make those sales…
  • And the list goes on

Staff or employee

If you are in the corporate world, you need to understand:

  • Performance Evaluation ratings
  • The performance rating you want to achieve
  • The items and quality metrics required to achieve that performance rating
  • What is required to achieve bonuses and additional compensation…
  • The dates and delivery schedules for your work assets
  • The raise/salary you want to achieve
  • The number of hours you want to devote to work, family, community and self

 

Making numbers work for clients

If you are working with clients, and they are on the fence on something; find a way to add a number to the conversation.

 

Some examples could be:

 

  • Additional discounts or promotional offers tend to help move clients down the buyers journey.
  • Putting a deadline on an offer adds a sense of urgency to the decision.
  • Requesting clients to review/approve by a certain date moves the project along and enables you to make your delivery dates.
  • Assuring that you will follow-up in 2 days in order to answer any additional questions – keeps your product and service on their radars.
  • Having a SLA of always responding to any support issue within 2 business days – sets the proper customer service expectations.

 

These are just a few ways numbers can influence us and keep us moving forward.

 

For additional information on how to use numbers to your advantage, please contact LauraRose@RoseCoaching.info

I am a business coach and this is what I do professionally.  It’s easy to sign up for a complementary one-on-one coaching call, just use this link https://www.timetrade.com/book/WFSFQ