Consistent communication is essential

Tomorrow’s post is in part about consistent communication, so this catch by Kelly Kautz about 2 tweets from Delta this weekend seems like a good intro.

DeltaMardiGras

When your message is not consistent, you can expect the unhappy reactions found in the comments to that tweet.

Communicating while considering the conversation going on in the minds of your clientele is essential, but you’d better be sure all of them are part of the conversation.

 

 

How to break a business coma

We talk about a wide array of business topics/suggestions here at Business is Personal.

Occasionally, I get emails asking how to get all of these things done in a state of overwhelm.

It’s an easy problem to have.

You have plenty of ideas and read the things I and others suggest, much less see all those bright shiny objects that appear on your radar.

Each one has the potential to improve or distract, depending on how you leverage them.

If you focus on one, implement or discard it, then move on to the next one, you’ll build an effective system to run your business. Otherwise, the flood of posts, emails, webinars, products and services can distract you into one form of a business coma: Analysis Paralysis.

Other forms

When a business is in a coma, it functions much like a coma patient.

In some mysterious way, internal functions continue to work as if they’re on life support. The business is alive, but it can appear to be doing little more than consuming energy and creating waste. It’s almost impossible to see what’s going on inside much less determine if the business is aware of its surroundings.

Sometimes the coma is an overwhelming amount of inefficient work that prevents building the products/services your business’ future demands.

A dysfunctional business can exist this way for years. The “coma” eventually becomes comfortable, seems normal and that makes it even more difficult to break out of. Excuses for postponing improvement are often layered on like old paint.

Systems can perpetuate coma, but…

Airlines are an easy target here. It’s easy to forget that they deliver millions of people/cargo shipments to their destinations, at a reasonably high on-time percentage and do so safely, all without losing too many bags. They manage this because they have systems in place to help them deliver consistently.

These systems range from sophisticated electronics to a clipboard, checklist and a pen. By design, these systems support a staff that might range from catatonic to remarkable. Most of the seemingly-catatonic are scheduled into that state via long/split shifts and customer-relationship-numbing measures that make sense only when you’re disconnected from the customer by a stack of oft-worshiped spreadsheets.

I strongly encourage the use of systems, but I don’t worship them. They free you from the “mundane but important” so you can focus on personal and important things that can’t be automated – like finding a wayward bag.

Where’s mom’s bag?

Travel experiences feel remarkable when someone takes a moment to do what they would want done for their mother. Maybe not remarkable in Seth Godin terms, but remarkable compared to a typical travel experience.

These “little remarkables” are frequently prevented by situations these businesses create. Eventually, the inability to perform these tasks becomes an insulating layer of undesirable phone-tree-like blubber that few customers can pierce.

On the Friday before Christmas, my mom traveled here on two airlines. Her itineraries were not connected, so her bag stopped in Salt Lake while she flew on to our place. Neither she or the check-in attendants noticed the disconnect and neither did airline systems. The disconnect became obvious at baggage claim.

During our three day baggage chase, which involved tweeting with Delta & American, phone calls to American and SkyWest and four visits to the airport, a young SkyWest baggage guy at our local airport went out on a limb and gave me the baggage office number in Salt Lake. A few hours after my call to SLC, that young man called to say the bag was on its way.

Pavel did what he didn’t have to do, perhaps what policy didn’t allow, but what he would’ve wanted done for his mom. With help from a SkyWest baggage guy in SLC, they performed a small but important task during peak loads that created their little bit of Christmas Eve remarkable.

Breaking the coma

That fourth decimal place on corporate’s P&L spreadsheet…means nothing without customers. The airline’s iPhone app is useless without the staff behind it. The people and the systems have to work together to be useful.

Break the coma this year. One step at a time, focus on building systems that automate the mundane and important so you and your staff can do the important things that ARE personal.

Doing work they’d be proud of

William M. Paxton 1920s
Creative Commons License photo credit: deflam

As I was up early to write (as I start most every morning), the reading that primes my writing time started with a piece by @Umairh Haque, who writes for the Harvard Business Journal.

It referred to a question Steve Jobs asked John Sculley (at the time, President of Pepsico) when trying to recruit him to join Apple as CEO.

The question: “Do you want to make sugar water for the rest of your life, or do you want to help change the world?”

Before you think this is a blue sky kumbaya sort of thing, it’s clear as day that Jobs intended to make money and that he wasn’t worried that Sculley just wanted to sell the world a Pepsi. One of the things Steve was asking Sculley was if he was doing work whose expected outcome was worth his time and his skill set.

He thought someone with Sculley’s skills had more in him than sugar water. Years later, we all know Sculley’s attempt to Pepsi-fy Apple failed. Perhaps the best thing Sculley did was fire Jobs – because of what it enabled him to do NeXT (and Pixar).

It hit me while reading this article that most people who aren’t customers or prospects don’t truly know what I do – not even the ones closest to me. When that really hit home was when I thought “Would my granddaughters be proud to talk about the work I’ve thrown myself at?”

Maslow’s pyramid

Chip Conley talks about this in his book that tells how he applies Maslow’s teachings in his management of boutique hotel company Joie De Vivre and how those practices saved his company after 9/11.

He tells a story about a woman who has cleaned toilets and made beds for guests for over 20 years. I suspect people walk past her and think “Poor woman, she’s stuck in this dead end job cleaning hotel toilets forever.” Many probably feel sorry for her.

When Conley spoke with her, he found that she loves her job and feels very differently about it than you might suspect. 20 years later, she misses her home country and her family, yet America has given her opportunities despite spending her work time picking up travelers’ hotel rooms and cleaning their toilets. To her, cleaning a hotel room means making someone comfortable when they are away from their home and missing their family. Making their room a little more homey and comfortable is what makes her proud of her work.

Think about that for a moment. Have you ever checked into a motel/hotel and found things broken or dirty? Doesn’t feel much like home. In fact, it increases your frustration with traveling, being away from home and so on. She understands that. She knows that the work she does has great value to the next person who stays in the rooms she is responsible for and she is proud of it.

Grunt work

Many businesses have job duties like this. Just because it is “grunt work” doesn’t mean it isn’t valuable. Their work and personality at 2:00 am is the face of your business to many customers.

If you’ve checked in late at night in a low-priced, chain motel, you probably encountered the night manager at the desk. Night managers are typically in charge of dealing with the day’s books. They aren’t often hired for their engaging front desk attitudes.

Yet when the weary traveler appears at the front desk, the sometimes hair-mussed, sleepy night manager who is working their second shift of the day (on their second job) is the face of that company.

In the morning at checkout time, the perky awake person who is all smiles is a substantially different persona. They’re the face the company intentionally portrays, but many guests never even encounter them because of automated checkout.

It’s the biggest difference you see first-impression-wise as you travel up the “food chain” of the hotel/restaurant business.

When the folks on the night shift are as professional and proud of their work as those on day shift, then you’re on the right track. It isn’t all them – a lot of it is a result of your management.

How do you make them feel about their work?

Have you perfected the art of flawless first time deployment?


Curiosity’s shadow through the lens’ dust cover. Credit: NASA

Anyone who has built something for public sale has felt both the pain and joy of deployment.

Last night’s Mars Curiosity landing was a deployment that every software team or product developer should be in awe of.

That highly complex, if not seemingly crazy Mars Curiosity landing plan went without a hitch.

The first Curiosity photo returned from Mars showed the rover’s shadow, taken through the dust cover of the lens.

Millions of lines of code. A multi-step time-sensitive deployment where the smallest mistake likely means that we leave a very expensive pile of broken, tangled metal on the surface of Mars.

And yet, it went perfectly.

Thanks to the University of Arizona’s HiRise project, we even have a picture of Curiosity’s chute deployment, despite landing on the side of Mars we couldn’t see from Earth at landing time last night. Simply amazing.

Curiosity hangs below her chute above Mars.
Photo credit: Univ of Arizona HiRise project

Perfect first-time deployment?

Deployment in the field almost always comes with challenges and adjustments.

How can you possibly deploy something perfectly in the field the very first time?

“Simple.” – By not doing it for the very first time in the field.

These things happened perfectly the first time, in part because of redundant systems, but primarily because of testing of all kinds done well before anyone built the device, much less fired it into the sky toward Mars.

NASA does the same kind of testing that we talked about last week re: Intuit’s 10 million lines of code.

Unit testing. Integration testing. System testing. Testing redundant systems. Simulations. Much of it automated so that nothing gets missed and everything possible is tested every single time it or a related component changes.

It’s not “simple”, but it’s what professionals do. Test. Everything. Not just manually, not just once the thing is done and ready to roll out the door. After every build. Automatically. Long before liftoff.

Congrats NASA.

Signs your work is incomplete

Coast
Creative Commons License photo credit: telmo32

From time to time, you get signs that your work here isn’t complete.

I recently I had one of those days.

Six of us, including a three year old and a one year old on the downhill side of a cold, were set to fly what usually is a two segment, three hour flight from Missouri to Montana.

I’ll spare you the boring parts:  It took 19 hours to get home that day. Some of that was the airline’s fault, some was weather, some was bad luck and some good.

The signs during that day were varied:

  • A cancelled flight early in the morning that we were not told about until arriving at the airport.
  • A desk agent who moved us to another airline after the transfer deadline.
  • A desk agent who patiently spent 90 minutes cleaning up the mess.
  • A mechanically challenged plane that we were forced to sit on for an hour.
  • A 43 year veteran flight attendant who walked the aisle at the end of our flight and personally thanked everyone for their patience.
  • Another desk agent who told me she couldn’t help me for an hour.

The things that happened to us are useless information to you, but how the problems were handled is where the lesson is. They might not be the same problems your customers encounter, but I’m confident they’re similar in some form and they’ll spark a thought.

Cancelled flight

The cancelled flight was due to weather. United can’t control that.

Similarly, you have business problems beyond your control. What you CAN control is your reaction and how you plan to deal with the ones you can’t do anything about. Advance planning for disasters. Imagine that.

Because automated phone calls are expensive technology that hasn’t been invented yet (sarcasm), we don’t find out with a phone call while preparing to leave for the airport, or on our way to the airport. We find out when we arrived at the ticket desk 75 minutes before flight time.

Yes, we probably should have checked at 5am when we got up, but the same airline had called us earlier when a flight was cancelled for reasons never revealed to us. Yet info about a flight cancellation with immediate impact was left to chance.

Your takeaway: What situations could you use automated phone calls, emails or text messages to warn your clients about?

Resolved mess

After a brief conversation with the gate agent about the value of automated “dude, your flight’s been cancelled” calls, United transfers us to American Airlines after cutoff for the next flight, knowing full well what they were doing. I say this because United agents discussed this right in front of me as if I wasn’t there.

While (understandably) grumbling about how United’s staff dumped responsibility for rerouting us, American’s staff accepted the challenge and thanks in part to ever-present incompatibilities between reservation systems, took 90 minutes to get it (mostly) cleaned up. My patience with them got us six free bags.

What messes caused by outside influences do you clean up for your customers? Are they aware of it? How do you compensate them when you (or they) think you owe them something?

Checklists and silence are golden

After everyone boarded a plane, the crew found a problem during the pre-flight checklist. That’s a good thing. We had to sit on the flight with zero info for an hour. That’s a bad thing.

Your takeaway: Do your critical processes have checklists? What info flows to your customer during problem resolution?

Thanks for putting up with us

A flight attendant, who told us earlier that she’d been flying for 43 years,walked the length of the plane, stopping every 2-3 seats to thank everyone for their patience and for sticking with them despite their mistakes. During the mechanical delay, there was little info or expression of concern. Still, she clearly knew that leaving a last impression was a good idea and made the effort.

What are you thanking your customers for? Are there situations in the past that should’ve earned a customer an apology? It isn’t too late.

The takeaway?

Every time you get good or bad service from another business, think about how it can be used to make your business better.

One guy and 12 minutes to a lifelong customer @SouthwestAir

Not long ago, a little boy was murdered.

Soon after, his grandpa was traveling to see his little 3 year old grandson one last time.

He was running for the plane, desperately late despite getting to the airport several hours before departure.

After two hours of standing in line, pleading with TSA officials and airline employees to help him get to his gate on time, his perception was that no one seemed to care how important it was to make that plane.

Waiting

While the drama takes place in the ticket and security line, the airplane was sitting at the gate.

Waiting, waiting and more waiting.

It’s a Southwest airplane.

Anyone who has traveled with and/or read about Southwest knows that one of their top operational priorities is fast turnaround at the airport’s gate.

It’s simple. Planes make money in the air. They don’t make money sitting at the gate.

Southwest takes that to heart. Their focus on at-the-gate efficiency is so well polished that they can turn a plane from arrival to departure in 20 minutes, 2-3 times faster than many competitors.

Every employee is well aware of that focus.

The grapevine

Somehow, someone at the gate found out.

Despite the focus on turnaround and the potential risk to their jobs, the ticketing agent and pilot refused to move the plane away from the gate until the grandpa arrived.

People know to make these kinds of decisions every day, but they often don’t out of fear for their jobs or the specter of “policy”.

The wrong kind of business culture breeds that behavior.

The right kind of business culture empowers their employees to make decisions that are the right ones for the customer at that moment, even if they temporarily fly in the face of business policy or strategic goals. They hire and train with those things in mind.

The agent and pilot knew what should be done and took action.

Loyalty

Who do you think that grandpa and family fly with in the future?

Opportunities to create life-long loyalty are fleeting. Make the most of the ones you get and make sure your people do too.

Especially when it’s the right thing to do.

Groping for opportunity – a gift from the #TSA

Russet
Creative Commons License photo credit: Nicholas_T

Much noise has been made of the mess that has become airport security.

The recent introduction of TSA’s high resolution body scanners and the “pat downs” (formerly known as “getting to second base”) have stirred up a hornet’s nest of grass roots discontent.

As you might expect, there has been much hand-wringing in political circles over the issue.

Attempts have been made to position the changes as part of the political agenda of both parties, but anyone with a brain has watched these changes develop during the recent domain of each.

Flathead Beacon editor Kellyn Brown noted earlier this week that a recent New Yorker blog post revealing editorial cartoons dating back to the 1930’s predicted exactly what we’re seeing today.

You’ll find people on both sides of the aisle that aren’t too happy about the situation…but today’s post isn’t about politics.

It’s about opportunity.

Opportunity? What opportunity?

It’s a chance to say “look at me!” for the thousands of communities that you can visit and have a great time in with your family and/or friends – without getting groped by someone who has worn the same pair of gloves to check the last 42 people through the line.

I’m talking about every town whose hub airport doesn’t have the full body scanners and therefore doesn’t (currently) have the “pat down”.

It’s a silly little thing in some ways, but it’s at the top of the news these days – which is why I bring it up as a tool for your use.

Whether we’re talking about parents with young kids and/or teenagers, or those who aren’t so sure about the conflicting claims of doctors and Federal agencies regarding the radiation the scanners utilize, it’s a sticking point for a lot of folks.

If you want your beds filled, your restaurant tables turning twice as often, or your attraction filled to the gills, how you feel about the scanners and pat downs isn’t nearly as important as how your potential customers feel about them.

Yes, that goes for most things, but in this case, it’s an angle that big city tourism cannot use.

Getting started

So…open a map and a browser and a few airline and train schedules and make a list of the communities that can get to and from your place without encountering the latex glove – and without umpteen changes of planes and airlines.

Just because they can get there with planes, trains and automobiles doesn’t mean they want that kind of hassle.

Next, and this is the part a lot of folks will skip, look at your existing visitor history. I hope you already know this, but if you don’t, you should still have the data.

What are the top three, five, ten (whatever) most-visitors-from cities in your visitor history that are *also* on the list of “no-scan, no-grope” communities?

Do unto others

It’s becoming obvious now: Some cooperative advertising is in the cards.

Can your small town (or not) Chamber and/or tourism board contact theirs? You could do it on your own.

Trade out some tit-for-tat advertising.

For example, their chamber can send an email blast to their members and include an insert in their print newsletter about the fun stuff that you can do in your beautiful area. Your chamber can return the favor.

I hear the objections already. But they won’t cooperate. Or they have fewer members than we do so it isn’t fair.

Horse biscuits.

Chase down those dozen communities, even if you have to approach similar competition in those areas. Each of you have something to gain from adventures such as these.

Who knows, you might even find some synergy that outlasts the TSA ridiculousness and allows you to create an annual program for cross promotion.

It isn’t about egos. It’s about visitors.

Money loves speed

It’s also about speed. You can’t wait 90 days to make this happen.

TSA is top of the news now and on peoples’ minds now, so you must grab the train as it goes by and climb aboard.

Next month or next week, there might be something else you can latch onto. Perhaps what you learn from this exercise will make that effort even more successful.

Finally, you don’t need to wait for someone to make news. You can create your own, but it still requires lots of coordination and low egos to benefit.

Brookstone: Thinking like road warrior

Someone at Brookstone is paying attention.

Maybe it’s Brookstone policy. Maybe it’s the person that just happens to be running the Brookstone counter where Jason walked in.

No matter what, there’s a huge lesson in this brief comment from Jason Falls.

Brookstone rocks. Bought an iPad/iPhone backup battery unit. They said, "Would you like one fully charged for your flight?" Hell yeah!less than a minute ago via TweetDeck

You’re in an airport and you buy a battery. OF COURSE you want it charged.

Someone thought about this enough to actually have charged ones available.

Huge. This is the kind of thing you think of IN ADVANCE in order to make loyal fans out of “mere customers”.

How can you Brookstone your business like this?

Quaint is no substitute for quality


Recently, I’ve spent some time on Amtrak.

It’s easy to compare the differences between train and air travel.

Speed and cost are the really obvious ones and they remind me of the old consultant’s saw: “Quality, Speed or Price, choose any two.”

Meaning, of course, that you can choose 2 of those, but the 3rd is likely to suffer.

When it comes to long-distance public transportation, you mostly get to pick one – as long as you take for granted that “quality” typically means “You got there in one piece.”

Most people I talk to tend to choose speed, unless they’re going from NW Montana to Salt Lake, Seattle or Portland with a car-sized group of staff members.

Making the speed/quality/price choice

Recently I had the speed/quality/price choice to make and decided to try Amtrak a couple of times. My wife and I recently became empty nesters and had wondered about taking the train the next time we went somewhere.

Being the family guinea pig, I took Amtrak’s Empire Builder from Portland to Whitefish after driving with my youngest (in his rig) to Oregon (on the hottest day of the summer, of course) in order to drop him off at college.

Returning on Amtrak wasn’t just the slow, cheap choice – it was the obvious one: Board at 5pm in Portland, avoid a 12 hour drive after 3 long days, spend less on train fare than on gas and do all of that without any effort on my part – ie: get on the train and ride home vs. flog my rig all the way home, get tired, get a room and end up using up a decent chunk of 2 days traveling.

During that trip, the train’s crew was highly-tuned. If the schedule said 5:21pm departure, that’s when the train started to glide forward. If they said you had 3 minutes to step off the train for some fresh air, you’d better be stepping back on at 2:58.

This happens in part because someone (or everyone) on the staff clearly wants to be on time (I suspect they get some pressure about that – just like the airlines), and it’s helped by spreading out the stops – a luxury Amtrak doesn’t have in more urban areas.

I wasn’t too worried about being on time to the minute. I was on a train *because* my schedule was a little flexible. I’d heard a fair share of horror stories about late trains from folks in the Midwest and East, so I wasn’t exactly ready for seriously-on-time. In fact, I’m rarely ready for it when I’m on a plane – with good reason.

The Amtrak Experience

What I was really interested in was comparing the customer / passenger experience between Amtrak and the last few airline trips I’ve taken.

On an airplane, you’re so beat up, annoyed, hot, cramped, belittled and so on, by the time you get in your seat, you mostly don’t want to talk or look at anyone. On a plane, you will often find 3/4 of the passengers in this detached, staring-at-nothing state of mind where all they can think about is how many more minutes till it all ends.

It’s not that the people are “bad”, I think a lot of it is the series of annoyances and inconveniences that people are submitted to prior to taking off.

On the train, it’s like another planet. It’s like a big traveling party and a sleepover rolled into one – and the seats are bigger. There are more families and college aged folks and fewer suits percentage-wise than the average airplane, but just as many opportunities for people to annoy each other. Yet they dont.

The big traveling party is in the observation car, where you might see people playing Uno, Scrabble, Texas Hold-Em, or just talking with a crowd of people they just met. The dining car is like a cafe with too few seats, so you sit where the empty chairs are – even if there’s a couple already there in mid-meal. You sit (because the train staff said “That’s your seat”) and you shoot the breeze. And no one acts like you stepped on their toes.

The difference is the process.

The cattle car isn’t the cattle car

If you didn’t know better, you’d think that the airlines and airports hired the “Evil Captain Kirk” version of Temple Grandin to design the process of getting people from their cars, through ticketing, past security and onto a plane.

That often seeps into people on a plane. You know what I mean.

It’s not the speed, it’s the how and the what.

On Amtrak, it’s given that everything (and I mean *everything*) is slower. On time (in my limited experience), but slower.

The experience is far less tense and there is none of the “We just need to get through it, so you’re just gonna take it” that you get when flying. My impression is that you’re far less likely to run into the Evil Kirk.

Why?

To be sure, if you Google around, or even search Twitter for #amtrak, you’ll find plenty of experiences both positive and negative. Meanwhile, no one waxes poetic about a recent plane ride – even if they did have wifi on board.

Sure, there are some folks in the airline business who are pleasant, friendly and happy to help. On Amtrak, almost everyone seems that way.

Both groups are obviously under pressure to produce. Neither is raking in the profits.

Neither group has excuses to use about why they treat their customers the way they do. They just do.

The process is what creates the pain…or not.

It’s also what makes the difference between the experience found by your customers vs. your competitors’.

Take nothing for granted about the process your customers experience.

Be employable

Yes, that’s a baby with a bong.

I’ll get to that shortly.

I spend 99.9% of my time here writing things aimed at employers/business owners, but today this one is for the employees and those who would like to be employed.

Lately, I’ve noticed a few things that make it not all that surprising that some folks aren’t having much luck getting work, so I have a few suggestions…

Be in Wikipedia for a good reason

The viral news piece of the last couple weeks has been the story about the Jet Blue flight attendant who, after getting clanged on the head by an overhead luggage compartment door (thanks to a particularly snarky customer), unleashed a flurry of profanities, popped the emergency slide, grabbed two beers and slid down the slide.

Yes, many of us have been sorely tempted to do something more than a little nutty when a member of the public acts like an idiot…but most of us find a way to suppress that impulse. Slater didn’t.

If you’re going to end up in Wikipedia, try to make it for a good reason.

To their credit, Jet Blue’s public response to this has been subdued and as close to ideal as you could expect for a “PR crisis” (or opportunity) like this, but ask yourself this:

While you might relate to Slater’s frustration and find his actions funny, you have to wonder if any other airline would hire a guy who did what he did.

For that matter, would *any* other business – of any kind – take a chance on him?

I wouldn’t. I can see the guy being frustrated at the annoying passenger and upset about getting clocked on the head, but popping the evacuation slide? He may have hundreds of thousands of fans on Facebook, but how many of them will offer him a job?

And speaking of Facebook…

Don’t hang your keester out in the breeze on Facebook

Microsoft’s Data Privacy Day discussions made note of research finding that 79% of US hiring managers rejected candidates based on what they found online.

So….YES, those comments about employers that you make on Facebook, Twitter and MySpace might come back and bite you in the butt.

So might your discussions about how hammered you were at work yesterday (even though you’re sure no one noticed).

And so might those Facebook-visible photos you posted of your baby holding drug paraphernalia. Permanent link (pdf)

Don’t inhale

More and more employers perform drug tests and/or have illegal drug termination policies. When you take a look at the DUI-involved accident numbers in industries like trucking, you’ll see why.

This also goes back to the Facebook issue. If you are doing these things, broadcasting them in public seems like a bad idea. It reflects on you, but also your employer, your kids, your parents and a number of others. Is that really what you want to accomplish by posting that stuff?

Besides, you might run for office someday.

Button your shirt

I was sitting in a restaurant in Columbia Falls last weekend, having a conference with one of my about-to-be Eagle Scouts.

A guy walks in to apply for a job.

His shirt is unbuttoned. Let me correct that – the shirt has no buttons.

Thanks to the prevailing airflow in the building, I can smell him across the room (about 10-15 ft.)

If he was applying to be an extra in a rap video, maybe (smell notwithstanding) you’d sign him up.

The waitress hands him an application, he sits down.

Shortly, the owner appears. He asks why he comes into his restaurant applying for a job with his shirt like that. “The buttons popped off on the way here.”

“All of them?”, the owner asks.

The topic of smell comes up. Excuses are made. “Didn’t you know you were coming to apply for this job when you left the house?’, says the owner.

It went downhill from there, with the owner providing some quiet advice to the man about thinking through the process before dropping in to apply for the job. Hopefully he takes it to heart.

Look at it from the other side of the table

Employers are under a lot of pressure from a lot of different places. Finances, insurance, legal, employment paperwork, Feds, State, etc.

They don’t need more baggage.

Make it a no-brainer to hire you. Don’t do this kind of stuff.