3 easy steps for instant motivation at work

Monday. 9am. You vs computer screen. Motivation = zero. You are most definitely not winning. The thing is, do you care? Maybe not in that moment. But, you will. Here are some tips to get yourself out of that slump and motivated.

3 Easy Steps

Step 1 – incentivise

Think about how great your weekend was. Think about how valuable it is to have a work-life balance. Think about how non-existent your work-life balance will become when you haven’t completed enough work for your upcoming deadline. Think about what will do once you have finished – that beer after work or that extra –  unstressed – hour you could spend with a loved one. Then, think about how the only useful thing you could be doing with your precious time whilst at work, is work.

Step 2 –  reason

Think about why you are at your computer. Yes, there might be a moralistic reason to your work but you also like your salary, don’t you? Imagine life without your salary. Then imagine life with your salary. It’s a quick and simple trick to get those fingers moving.

Step 3 – end game

This can go one of two ways. For this step to work you really do need to like your career. You have studied, trained and/or jumped through hoops of fire to get yourself where you are. If you are unhappy you need to admit this – feeling unmotivated through dissatisfaction with your career is your gut begging for honesty and cannot – unfortunately – be remedied by a self help guide you have googled on the internet. If this resonates with you then think thoroughly about whether a career change is best. Career coaches can bring you valuable clarity if you are unsure, for more information click here. For those of you happy in your career, focus on the end game. Your career has many steps and the only way to reach the next one is to keep your eyes on the prize. Just like your favourite athlete you need to adopt a winning mindset to bring home the gold, read more about this here. Don’t give your employer a reason to hire someone else over you.

Image curtesey of Vic on flickr Vic – flickr the image has not been amended.

By Leila Mezoughi

Social media tips all law firms need to know for 2016

Collage of social media logos

Mckinsey & Company conducted an insightful analysis of the unrealised value in social media for law firms. Quite rightly, the report notes that law firms rely heavily on social interactions with clients and among professional colleagues to be successful at their work and develop new business. These relationships, are built on values such as thought leadership, integrity, fairness – values that can easily be expressed via social media. In essence lawyers are selling what is in their mind and social media is the perfect medium to advertise this service. Here is a list of the all social media platforms law firms should be utilising, and why;

1) Podcasts

Podcasts are the new blog. Instead of reading, people keen to absorb legal knowledge now prefer to plug in their headphones and listen to snippets of technical discussion, whilst on the go. Legal Coffee Break is a good example of how this is done successfully.

2) Live streaming

This avenue is relatively untapped and is becoming increasingly popular. Law firms deliver numerous legal seminars to fellow colleagues and clients. Recording some of these could reap huge benefits –  for success, the actual recording must be short and capture the key points.

3)  Snapchat

Over 65 percent of Snapchat users regularly contribute content – this makes it significantly more active that most networks. There are two types of Snapchat; stories and snaps. Stories are a compilation of snaps from the last 24 hours, all strung together and sent out in one long stream. This format provides opportunity to condense a day’s worth of content into a minute. It is a great tool for reporting conference/events. Snaps are like text messages but with a shelf life. They disappear after a set time. Once a user looks at the image, it disappears. This is good for fast updates for example firms that specialise in finance could send snap updates on the market.

4) Facebook

The recommended strategy for Facebook is paying, there is simply no organic reach anymore. This means two types of strong, audience targeting: Psychographic targeting or like-audience targeting. Psychographic targeting is focused demographics. What are people’s interests and habits? Within the ad platform, you are able to target people based on the types of things they are interested in along with the typical demographic profiling. A Facebook ad should be just a link to some content (blog, video, infographic) with a nice image.

5) Twitter

Twitter is still a powerful platform however to be successful you have to do it right – images double your audience engagement. Hashtags are important and so is the time of day – you must know your audience first i.e western or eastern time zones, if both target both. By joining conversations on Twitter and commenting on relevant news articles, lawyers can convey their expertise on particular areas of practice. Over time, this will increase the visibility of your firm’s expertise on both social channels as well as Google searches, as social content is often indexed by Google. For more information on this topic read Hootsuite’s guide “Scaling Social: the Power of Employee Advocates.

6) Instagram

This platform should and must be used for for law firm marketing. Why? There is plenty of opportunity inside Instagram to build an audience and boost your brand awareness, especially with the under-30’s crowd. These are your clients of tomorrow.

7) Pinterest

This network sends more referral traffic to blogs than any other social platform According to Jabez LaBret, author at Attorney at Law, for a law firm, two types of images work well with the Pinterest audience: memes and infographics. Images that certainly do not work for law firms are: eagles with American flags, courthouse steps, scales or gavels of any kind. Typically, the best approach for Pinterest is to create an infographic that correlates with a blog post or article.

8) Linkedin

Pulse is the LinkedIn publishing platform. it is crucial for law firms to post on this platform because LinkedIn has a built-in audience of professionals. Jabez LaBret, recommends that firms should think of Pulse posts like a blog: good images, catchy title, and don’t burden the piece with too much legalese. What you should not do is publish a blog post, then copy and paste that exact post on LinkedIn. The Pulse network will not attribute the value to that content that you need. This means all posts on the Pulse network should be unique. After you post content to the Pulse network, your profile views will spike. So it is important that your profile is complete and well structured. This is an example of a polished Linkedin platform simple article. In addition LinkedIn Publisher is very effective for amplifying blog posts or sharing a recent client win. This article teaches you how to use LinkedIn Publisher, step-by-step.

This article was written with the information shared by Legal productivity and Attorney at Work. Both blogs are a must read for firms wishing to expand their social media reach.

Written by Leila Mezoughi on behalf of PCA Law.

Images curtesy of Yoel Ben-Avraham on flicker, the image has not been amended

How stress affects our brain

Quite simply, you are what you think. Jo Marchant, in her recent book, Cure, an investigation into the healing power of the mind explains that;

“If you play violin for eight hours a day, then the parts of the brain responsible for helping you to play the violin will get larger. If you’re thinking stressful thoughts for the whole day then those parts of the brain are going to get larger and other parts of the brain will deteriorate.”

How to reduce stress by practising mindfulness

Stress changes the shape of our brain

Many of you may have observed the recent support for, “mindfulness” from the science community. Before I explain the concept of mindfulness, it is important to understand why we need it. Researchers have now found that prolonged stress, changes the shape of our brain. The “stressed brain” will typically have a larger amygdala and a smaller hippocampus and prefrontal cortex. The amygdala is the part of the brain that processes threatening situations. This is useful if there is a real threat, however an increased size can cause the body to be on high alert all the time, when it doesn’t need that reaction. The hippocampus and prefrontal cortex are areas of the brain involved in rational thought and planning, therefore a reduced size decreases our ability to be rational. Stress is controlling us.

What can we do?

Making our lives less stressful is obvious but not so practical. Firstly, many of us exist within industries that are stressful by nature, deadlines, meetings, clients, funding ect and trying to change any of these variables would be near impossible. Secondly, stress comes in all forms and at all times and will hit us the hardest when we least expect it. Realistically we cannot prepare for every curve ball life decides to throw our way. But we can, through mindfulness, implement mental coping mechanisms  to transform those on the spot, blood-draining-from-face panics into rational, calm deliberations. As most times there is an alternative to “my world is ending” we are just too stressed to see it.

Mindfulness; cure for stress

Mindfulness is a pharmaceutical free, mind enriching way to build stronger mental health. At its core, and by no means is this comprehensive, mindfulness is a thought process that teaches us an objective awareness of our thoughts. Without realising, many of us (myself included) are encumbered with negative thought processes such as “I can’t do (X) because (Y) will happen.” With a greater awareness of our thought dispositions we become masters of our own minds, and not the other way round.

To find our more about how mindfulness can help you read here

By Leila Mezoughi on behalf of PCA Law

What is Success?

what-is-successHistorian, Sarah Lewis asks the question – what is success? Lewis, through her close work with world acclaimed artists, came to the profound realisation that success is just a moment of recognition, something that goes just as quickly as it comes. What we are really seeking is creativity and mastery. Therefore, the question is not what is success but what gets us to convert success into mastery? The answer, Lewis argues, only becomes clear when we start to value the gift of the near win.

The gift of the near win can be more valuable than success

To understand the gift of the near win, Lewis observed a group of varsity archers. She wanted to witness something called archer’s paradox. The idea that in order to actually hit your target, you aim at something slightly skew from it. She watched as the archers, tenaciously trained for three hours. Perfectly aligning their bodies in order to pursue an excellence in the face of obscurity. Success is hitting the target, but mastery is knowing that it means nothing if you can’t do it again and again.

We thrive through a series of near lineage wins, explains Lewis. Mastery is not a commitment to a goal, but to a constant pursuit and our near wins gives us the strength to keep on chasing. In Navajo culture, some craftsmen and women would place a “spirit line” in their textiles. This is a deliberate flaw in the pattern to give the maker a way out, but also a reason to continue making work. “Masters are not experts because they take a subject at its conceptual end. They’re masters because they realise there isn’t one”.

The near win is inbuilt to mastery

Michelangelo famously stated “Lord, grant that I desire more that I can accomplish”. The near win is inbuilt to mastery, Lewis goes on, because the one thing that increases with our knowledge is how little we really know. Coming close to what you thought you wanted can help you attain more than you ever dreamed you could. Read more about Sarah Lewis here

Written by Leila Mezoughi on behalf of PCA Law

Images curtesy of Kwang Wellness on Youtube, the image has not been amended


Personal impact; how to make meaningful connections

Sergiu Bacioiu Strobist: Camera Right: Nikon SB-800

Whilst it is certainly a personal impact platitude, it is no less a fundamental truth: you are always having an impact.  Wherever you are and whatever you do, this personal impact will always be eliciting an impression.  Critical questions follow from this: are you conscious of this impact?  Is this the impact you intended?  Is your impact aiding or, in fact, impeding upon your desired outcomes?

The truth

A further, albiet more subtle truth, is that personal impact is actually inter-personal in nature – it occurs in our relationships with others. The ability for people to connect, face-to-face with others, in a comfortable, confident and impactful way is a skill that sets people apart in both personal and business relationships.  As we retreat further and deeper behind a multitude of screens and virtual-one-step-removed communications, those who can skilfully harness the power of making the right personal impact are an increasingly rare and invaluable commodity, standing out from the crowd more than ever before.

The personal impact knowledge gap

Starting from a scientific background in school I transitioned to read law at Cambridge and then moved onto a magic circle law firm, yet at none of these stages, pedagogical or professional, was I offered tuition or training in communications.  The ability to communicate with power, persuasion and potency was either assumed or considered unnecessary; both of which positions are patently absurd.  It was only when I furthered my interest in acting by taking a 6 month ‘acting for screen’ course each weekend during my training contract, that I realised, notwithstanding all of my highly regarded tutelage, a key competency was starkly absent from my skillset.  I had no framework upon which to base my communications and no conscious awareness of how my communications were translating in practice.  I certainly hadn’t had exposure to a professional resource that could help me communicate with greater and more compelling impact.  Having worked as a communications trainer with all levels, from law school students to partners, I was relieved to discover that this lacuna in learning wasn’t just a personal failing on my part but is actually quite common-place.  The good news for us all is that this gap is pre-eminently possible to correct for, it doesn’t require you to take on someone else’s personality and moreover small focussed changes can lead to impressive results.

One word; authenticity

Every successful actor strives for three fundamental components as they work: to be relaxed, to be present and to be authentic. Of course, all an actor is trying to do is reveal the life of another human being and connect this person in a meaningful way to the audience.  Therefore, I feel the goal of the actor aligns with the goal of anyone trying to communicate effectively;  if one can relate to others authentically and from a place of presence they are well on the way to communicating their message with powerful personal impact.

Through the in-house training programme with PCA, communication and impact courses elsewhere and through the continued development of my craft as an actor (particularly using ‘the Method’) I have seen how simple ideas can be applied to equip individuals with a powerful tool-kit to maximise the effectiveness and impact of their communications.

Everyone is different and striving for different outcomes, but working with each individual it is possible to use techniques and strategies to give everyone the ability to have the impact they desire.

Guest blog written by PCA’s Legal Experiential Practitioner, Richard Kirschke

Image curtesey of Sergiu Bacioiu on flickr Sergiu Bacioiu – flickr the image has not been amended.

Partner performance to be one of the biggest challenges facing firms this year

Partner performance to be one of the biggest challenges facing firms this year

Making partner, is a dream shared by many young, ambitious solicitors. However, research revealed by Smith & Williamson’s, 2016, Professional Practices survey, found that in reality the career climb is becoming a nightmare. 63% of those in senior management positions report having little, to no support, in their new role. 36% of respondents felt the help from their firm was effective, while 44% were left to prepare for their new role, themselves. The remaining 20% reported their firm’s assistance was of limited effectiveness.

These statistics place a huge strain on newly appointed leadership figures. Law firm professional development director and lawyer Marian Lee, in her book Partnership: It’s Not Just Lawyering Anymore, acknowledges that promotion to a senior management role is not a decision to reward you for previous work but instead, a leap of faith based on what the firm thinks you can contribute in the future. This means, Lee continues, newly appointed partners in management positions “remain relatively vulnerable until they fulfil their perceived potential.

The duties required of individuals in senior management roles, differ, somewhat significantly, to the responsibilities held by junior lawyers. Arguably, law firms should provide training for newly appointed leaders so they do not feel ill-prepared or lost, when they are expected to be the face of the firm. However, Smith & Williamson noted, “This year’s survey suggests a worrying lack of preparation and support for senior leadership roles within firms. Only a quarter of managing partners have a mentor or coach in their roles.”  The survey forecasts “partner performance” to be one of the biggest challenges facing the legal profession, this year.

In light of these statistics firms should focus on what they can do to support newly appointed managing partners. Firms such as A&O and Ashurst provide short courses for newly appointed managing partners. Other successful initiatives involve bespoke training with a focus on particular areas to suit the firm and the individual. If firms are looking for a more thorough induction, one-to-one training with external coaches, allows individuals to work on key leadership skills, in a discrete environment, where any concerns or fears over an upcoming role can be voiced.

A mindset to change your life path

A mindset to change your life path

A mindset is a set of assumptions held by individuals that creates a powerful incentive to continue, adopt, or accept prior behavior.

Phycologist, Carol Dweck’s, research on the significant relationship between mindset and ability, took the academic, sports and business worlds by storm. A mindset is a set of assumptions held by individuals that creates a powerful incentive to continue, adopt, or accept prior behavior. Dweck found two distinct mindsets that individuals typically exhibit when perceiving their own ability; the fixed mindset and the growth mindset. The growth mindset is the understanding that you can always improve upon your abilities through practice and exertion. A fixed mindset however, denotes that successful abilities are innate and inflexible and that you are either born talented or not talented.

Which mindset are you? How you view your failure can determine which mindset you hold in relation to your abilities. When you have a fixed mindset, failure defines your limits, your capabilities and who you are as an individual. In comparison, the growth mindset views failure as a lesson. The core tenant of the growth mindset is that failure is used for self improvement and does not create a barrier to perfecting abilities.

Case studies

In a 2004 case study Dweck, Mangels, & Good investigated whether a fixed or growth mindset could influence academic ability. Here, students were asked to perform complex tasks whilst fitted with an electrode cap to record the parts of the brain that reflect attentional processes. After each task the students were told whether their answer was right or wrong. The research found that students with a fixed mindset paid attention to only whether their answer was right. If wrong, they had little interest in learning what the right answer actually was. Being right outweighed their desire to learn. In contrast, those with a growth mindset wanted to assimilate both types of answers; whether it was right or wrong. Subsequently, in a follow up exam, the students identified with a growth mindset did significantly better than those with the fixed mindset.

The results of this study can also be seen in the business world. Successful business leaders typically possess a growth mindset. Rather than trying to prove they are better than others and work out success benchmarks and boundaries, they focus on internal improvement. Dweck states “leaders with a fixed mindset believe that some people are superior and others are inferior and their companies are a reflection of their own superiority.” These leaders will not be open to collaboration because they prefer dictating and only need helpers to implement their ideas. Business leaders who have a growth mindset, are more likely to encourage similar mindsets amongst their employees, inspiring innovation, hard work, and productivity.

Dweck explains that her research into the growth mindset does not seek to undermine the importance of “talent”, especially in the sports world but instead seeks to show that the growth mindset is of equal importance when measuring success. Sports phycologist Richard Cox found, that athletes who believed success was attributed to practice and hard work, and not exclusively natural talent, had more overall success in the next athletic season. Cox further found, that the highest performing participants believed their coaches also understood success was attributed to practice and hard work, not exclusively natural talent.

Are you ready to change?

Dweck’s research positively disrupts the idea that natural talent supersedes hard work, practice and self belief. The growth mindset can be a powerful tool for those willing to embrace it, it can change the course of your life and push you out of your comfort zone to achieve things you thought unachievable. For business leaders, the above studies identify that the growth mindset is contagious in organisations. The employers that can cultivate a growth mindset workforce and embrace failure when it occurs will find increased innovation, creativity and cohesion in their work environment.

Read more from Carol Dweck here http://mindsetonline.com

The power of listening

If we were supposed to talk more than we listen, we would have two tongues and one ear.” Mark Twain.

Quite simply, listening, is twice as importance as talking. However, we receive virtually no training in good listening. Many of us believe we are listening but in reality we are just waiting for our turn to respond. Really “hearing” is not a passive activity. How many times have you responded to a speaker with “yes but”. I know I have. This common response, undermines everything the speaker has just said. It can cause people to clam up and not be open in their discussions with you. Professionally, if employees feel too uncomfortable to ask for clarification on delegated tasks, it will kill productivity. Socially, you can isolate yourself from people as you will never reach that deeper level of understanding. Something that happens when two people really open up to each other and share stories. “Listening is a magnetic and strange thing, a creative force” writes Brenda Ueland in her essay On The Fine Art of Listening. The people who “really listen to us are the ones we move toward, and want to sit in their radius as though it did us good.”.

So, instead of responding with “yes, but”, try and replace it with a follow up question. Let people finish what they are saying and don’t interrupt if that is your inclination. Genuinely, listen to the speaker. These simple skills can go a long way in building strong rapports with those around you. We shouldn’t just be mindful of our verbal responses. Whilst exact percentages are difficult to achieve, research suggests, above 90% of what we communicate is non-verbal. This means we are also communicating with our eye contact, physical movements and body posture. Body language that expresses you are not engaged with the speaker is fidgeting, lack of eye contact, positioning your body away and tightly crossing your arms and legs. By simply keeping good eye contact and inclining your posture towards the speaker you can invite and encourage expression. When people believe they are truly being listened to solutions and understandings, that were previously unforeseeable, can be found.

Listening is a powerful tool. Not only can we use it to connect with those around us, but we can educate ourselves. We learn, from each others life experiences, knowledge that cannot be read or taught. From the wise words of Dalai Lama “When you talk, you are only repeating what you already know; but when you listen you may learn something new”.

Your body language can shape your interview outcome

Body language shapes how others see us but does it also change how we feel about ourselves? Social psychologist, Amy Cuddy, explains in her landmark research, how standing in a confident, powerful manner, even when we don’t feel confident, can affect testosterone and cortisol levels in the brain and can have a direct impact on our chances of success.

What is powerful body language?

In humans and all animal species, postures that are expansive, open and take up space are associated with high power and dominance. Postures that contract, with limbs crossed protecting vital organs and take up minimal space are associated with low power. For example, animals that are prey will make themselves as small as possible.

Amy Cuddy showing the typical "power pose" used in her research

Amy Cuddy showing the typical “power pose” used in her research

The science

The impetus for Cuddy’s research came from a breakthrough in primatology.  In primates, powerful postures also correlate with testosterone and cortisol levels. Expansive, high-power postures produce, in both sexes, high testosterone, a hormone that creates feelings of dominance and power, and low levels of cortisol a hormone that produces stress. Interestingly, this endocrine profile is also associated with disease resistance as high cortisol and low testosterone makes you very susceptible to illness.

The breakthrough

Until recently, primatologists, believed that the dominant creatures in their groups had inherited high-power neuroendocrine profiles. However, it was found that those hormone levels change when you take on the dominant role. Primates that were forced to take on the dominant role, due to death of the previous leader, saw their testosterone and cortisol levels change, in just a few days. Likewise, primates that were pushed to the bottom also had drastic differences in their neuroendocrine profiles.

The study

A study carried out by Cuddy, Dana R. Carney and Andy J. Yap measured the hormone levels of 42 male and female research subjects. These subjects were then asked to stand in two high-power or low-power poses for a minute per pose and had their hormone levels re-measured 17 minutes later. They also offered subjects a chance to gamble, rolling dice to double a $2 stake. The results were significant. A mere two minutes in high- or low-power poses caused testosterone to rise and cortisol to decrease and visa versa. Those in high-power stances were also more likely to gamble, enacting a trait (risk taking) associated with dominant individuals. Importantly they also reported feeling more powerful.

This same study was then carried out again but after low or high power posing the subjects were asked to sit a mock job interview. The candidates that had enacted the powerful poses were selected as the most competent candidates.

What does it mean for you and your job interview?

Humans perceive competence in others when they see confidence or power. The candidates that were asked to stand in powerful poses reported feeling more powerful themselves. This powerful feeling was communicated to recruiters, who then deemed these people as the most competent for the role.

Cuddy advises doing two minutes of “power posing” before a job interview as it directly increases your chance of being selected. No matter how silly you might initially feel, results show that after you powerfully pose you will feel more confident and have a better chance of success.

It has been noted that women often tend to take up low power poses in business and social settings. Cuddy advises women to take up more space, not to wrap/twist legs up, as this stance has a direct affect on your mindset. Even if you don’t feel powerful “fake it until you make it” Cuddy advises, as you will eventually feel the powerful rush, as you are changing your neuroendocrine profiles.

You can find out more about Cuddy’s research at http://amycuddy.com/research/








CIPD Report: ‘Neuroscience In Action: Applying Insight To L&D Practice’

The CIPD (Chartered Institute of Personnel and Development) is an independent and not-for-profit body based in London, which describes itself as “the professional body for HR and people development.” It celebrated its centenary in 2013, and now has over 135,000 members across the globe who are “committed to championing better work and working lives.”


The diagram ‘Work, Workforce and Workplace’ is from the CIPD Neuroscience in action report. There are several links on our article page to the full CIPD Neuroscience in action: applying insight to L&D practice report. Or click here for a link to the article.

In November 2014, the CIPD published a report entitled ‘Neuroscience in Action: Applying Insight to L&D Practice.‘ This report forms part of the CIPD’s ongoing research programme exploring “how findings from behavioural science are influencing the HR and learning and development (L&D) profession.” It was written by Ruth Stuart, a research adviser at the CIPD.

To explore how neuroscience principles are being used by organisations to inform their L&D practice, the report incorporates case study research undertaken by the CIPD between June and August 2014. These case studies involved eight high-profile organisations, including BT, Fitness First and Volvo. In addition, the report provides an overview of neuroscience as a field, and advises L&D and HR practitioners on the most practical and economical ways to implement various neuroscience techniques.

The report is divided into five sections, which are bookended by an introduction and a conclusion. Section 1 explores various views on the relevance of neuroscience to L&D practitioners. It also examines the general level of awareness of and interest in neuroscience amongst the L&D profession. Section 2 discusses how the participants in the research first developed their interest in neuroscience, and also how they went about accumulating their knowledge in the field. Section 3 looks at how the research participants have incorporated neuroscience into L&D practice. In addition, it examines how various “L&D interventions” at the eight case study organisations have been informed by neuroscience findings.

Section 4 of the report outlines various “(b)enefits and challenges” of utilising neuroscience insights for L&D practice. Such benefits include “enhanced learner engagement, cost savings, reduction in turnover and improved customer perception.” A further benefit is said to be “enhanced credibility” for L&D practitioners, both individually and as a community. Section 5 follows up with “practical guidance” for L&D practitioners in implementing neuroscience insights.  In this respect, it addresses potential queries such as where to start, how much knowledge is required and which information to trust.

Following on from these five sections, Appendix 1 of the report is entitled “Five ‘no-brainers’ from neuroscience research.” It was written by Dr Paul Howard-Jones, a reader in neuroscience and education from the University of Bristol. Appendix 1 begins by talking about the plastic nature of our brains, or neuroplasticity, and how this means that learning can alter the “function, connectivity and even the structure” of our brains. It then goes on to list five ‘no-brainers’, or guidelines, for HR and L&D professionals when it comes to utilising research from the neuroscience field.

The first of these “no-brainers” is that challenging questions or problems should be addressed in teams. The second no-brainer is that “regular and sufficient sleep is essential for the brain to learn efficiently. The third no-brainer is that learning sessions should be spaced out over time. The fourth no-brainer is that we should be careful and judicious in our use of technology, as it can “enhance or diminish brain function.” The fifth and final no-brainer is that physical exercise can boost both our memory and our neural learning networks.

Unsurprisingly, all of these no-brainers are highly relevant to the work that PCA undertakes. We’ll be exploring each no-brainer in a little more depth, in a follow-up blog piece that will be appearing soon.


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