VIDEO: How are we doing on our social business journey?

It’s been a while, but here’s an update as to where we’re at on our social business journey. Certainly exciting times. If you need subtitles, click on the button at the bottom of the screen below.

Would love any feedback, comments or suggestions. What do you want to know about my journey, or our journey at Zurich?  Let me know at

What do flowerpots mean for a social business?

Settle 2

While I was away on our summer staycation with my family, we visited Settle, a lovely town nestled in the Yorkshire Dales. Think Postman Pat countryside – cafe’s, railway stations, old brick schools and dry-stone walls, the Rev Sharpe. The works.  Every two years they have a Flowerpot Festival where all the business and residents build creations out of flowerpots to adorn shop windows, gate ways, walls – even on the crag overlooking the town. See a selection of the masterpieces above. They’re really creative and clearly a lot of effort has gone into them! (If you’re still on hols and nearby, the festival runs for the whole of August)

A6F73FB2-FB9A-47E4-9156-F365C64A60FASo how does this all relate to us in the social business space? It’s all about COMMUNITY. The whole town gets behind it – from the cafes in the square, to the kids toy shop, the market building, the building society, but also the residential houses too. Why? Because it’s fun. It attracts visitors – including us – who come, wander around and spend some money in the town. It generates good feeling among the town and it makes it even more memorable in an area of beautiful towns and villages. The community gets together and plans appropriately. There’s camaraderie among the participants. Nearly every shop we went into wanted to talk to us about it, and asked if we’d seen the X down the road, or the Y over at the church etc.  Well worth a couple of hours and a round of teacakes and hot chocolates!

So where am I on my own social business journey? This sense of community is at the heart of it.  We’ve launched a recruitment drive for our own Social Ambassadors group – Im calling it our ‘Club 140’.  I want to get those early adopters into a community – give them some early help and guidance and set them on their social way.

We’ll be holding launch events over the next few weeks to garner some of that camaraderie, a reinforcement of my ‘permission to operate’, some training around our Social Media policy and a look at employee advocacy benefits. I have a guest from the business coming to each session to show how they do it. We’re just working on an employee advocacy platform with our global colleagues so I’ll be giving the Club members a sneak preview.  Exciting times!

The next challenge is content and sustainable resourcing for the future! One for my post-summer to do list!


Thanks for dropping by – If you have any comments or suggestions, let me know below or email keith@social-business-blog. How do you generate a sense of community where you are?

Social as a conversation – avoiding compliance issues

MAF podcastI’m a big fan of podcasts and Roger Edwards’ Marketing & Finance Podcast is a great one for me. Roger has done spoken at some of our Zurich events in the past and knows the financial services world. His guests are usually from our sector and talk about a lot of the marketing-based issues I see in our firm and across the industry. Well worth listening to.

In this podcast from 10 May, Roger talks about two things – the Wetherspoons social decision (as I discussed here) – but then also about how social can still make sense for many organisations, including those in regulated spaces. Please do take a listen – great for your 20 min lunchtime walk (as I did yesterday!).



His main points resonate with me:

  1. If promotion in your world = compliance, then don’t promote. Social is a conversation – be part of the conversation, don’t try and flog a product. Rather than pushing product (and getting caught up in compliance concerns), then point to great content or engage with your customers/stakeholders. It’ll keep you out of hot water!
  2. Using social media means you need to figure out your strategy first. Pretty basic, but makes 100% sense!

Thanks Roger for the stimulus for this blog post – for more on his excellent work check out  Thanks for reading. Let me have your thoughts in the comments below, or engage over at@KeithLewisComms in the Twittersphere or on Linkedin at

“Oh, for a thousand tongues”

While I was away over Easter visiting my parents, I was looking some of Dad’s CDs (he’s a retired(ish) Baptist minister) and one track title jumped out at me – “Oh, for a thousand tongues”. It stuck in my head as someone trying to encourage our employee base to be more professional and expert in their own social arena.  But also it’s a nice big number – measurable, targetable, achievable (discuss).

Over the week or so, I’ve been to a few different events, The Poppulo Customer Summit (they do email distribution and newsletter systems (and a whole lot more) for large companies – inc my firm), the Sysomos Summit (social media listening and publication platform – we don’t use them) and then today’s Tribal Impact Social Business Exchange. (Tribal are a new (ish) startup agency in the social business/employee advocacy space run by my friend Sarah Goodall) and today I’ve been in an internal It feels like I’ve walked into Data Awareness Week – the core takeaway from all of these was data!

At the Sysomos event last week, Jason Maldonado and Brooke Hatfield from Mailchimp spoke really well about the insight they get from data. Obviously, they have a sh1tload of data in their own system! And they add to that the data they can pull from social – listening, sentiment tracking, engagement etc. Jason spoke about his spine-shiver everytime he hears “Content is king”. No, he argued rather effectively, Data is King.  Content is crucial, but without data to know if it’s the right content, or data to know its effective content, content is a bit..meh!

measurement-millimeter-centimeter-meter-162500.jpegAt the Tribal Impact breakfast we talked about metrics for social advocacy. We talked about bad metrics, better metrics and great metrics. We talked about the need to start any advocacy (or social media) programme with a business goal/metric first. With that as a measurable endgame, you can build backwards from there to create a great experience, with great content for those involved.

And today, I’ve been in our Marketing Leadership Team and had a great session looking at our “customer”. As an insurer, we clearly have a lot of data in our systems but we’re only now just getting into a form where we can really analyse it across the whole company, to better create products for our customers, and so we can make sure we’re dealing with customers in a way that they need, at the right time, in the right way. There’s also the feedback tools we have to see and hear exactly what they think of us. And what we then do about it to fix the pain points.

All this boils down to data. The 2018 PRCA PR & Communications Census finds that “many people still fail to embrace rigorous evaluation methods.” Research, evaluation and measurement only sneak into 11th place on the CIPR State of the Profession report’s  Things PR People Do list. It flags “Lack of analytical skills” as the ninth biggest concern facing comms pros. Though this may be bigger than data in its meaning, I’m sure I’m not alone in being able to say that it wouldn’t be a core part of my world at the moment. Is it for you? It sure needs to be! (*adds Analytics to CPD targets for 2018*)

But back to my starting point. Oh for a thousand tongues – that’s a great target and measurable with data! But only providing they are achieving a business goal as well. Best get my hymn book out again and get preaching!

Thanks for reading. Let me have your thoughts in the comments below, or engage over at @KeithLewisComms in the Twittersphere or on Linkedin at

Final orders for Wetherspoons social media – my view

Yesterday’s news that JD Wetherspoon, one of the country’s leading pub chain groups, has withdrawn entirely from social media, has sent somewhat of a shockwave around social media types.

JDW tweetFirst reports appeared to suggest it was due to a reaction to the misdemeanours of some of their pubs/franchisees in treating local MPs (and others) poorly. But they have managed to turn the decision into a much wider debate around social media in society.

The Wetherspoon chairman, Tim Martin, told BBC News that society would be better off if Brits cut their social media use and that the Group had concerns regarding “the addictive nature of social media”. Which is undoubtedly a thing we should be concerned about. And also, I assume, means that JD will be switching off customer WiFi soon too to help society get over its problems….*

There are also suggestions that Wetherspoons are using this as a slight smokescreen having been placed under investigation for its use of Facebook data as an official participant on the Vote Leave side of the Brexit referendum.  Last year, they deleted their customer database (ahead of GDPR) suggesting they’d be sticking to using social media to share content/offers.

But leaving Brexity-stuff well aside, let’s focus on the social media aspect of this. This widely played-out discussion is bound to cause problems for those of us trying to lead the use of social in businesses. The “If it’s bad for them, it must be bad for us” type of thing.

So what do we do about it?

Talk proper

It will certainly focus the need to talk about “social” in business terms. If employees or pub managers are “wasting time” as Mr Martin says, then they aren’t doing the right activities to help the business in achieving its goals. In JD Wetherspoon’s case there could be any number of business goals which you could legitimately use social media to help meet. Off the top of my head, 1) Attracting footfall into pubs and 2) attracting future employees, 3) retaining existing employees, 4) telling the “Wetherspoon’s community” story (venues for community groups, charity works etc). If a piece of activity doesn’t do something that helps meet those goals – which help the business do business – then they shouldn’t be doing it.

Have a strategy agreed at Board level

pexels-photo-416320.jpegI don’t know the company at all (apart from as a customer), or anyone who works there. But the sweeping statement by the Chairman suggests that they didn’t have a written and board-agreed social media strategy. Or, they had a strategy but they didn’t have enough sway or control on how the wider business was implementing and monitoring it. This confirms, if it is needed, a major issue that’s presented in the CIPR State of the Profession 2018 Report. This year’s report again highlights the lack of strategic thinking, or PR/Comms representation, at board-level in the UK.

Having a comms professional, or at least a ‘qualified’ advocate who understands comms issues around the top table is crucial. I’m pleased to have worked in places where that representation was there, either by job title or by experience/mindset, but it would worry me if a big decision like this were being made without expert opinion in the room. Here’s a recent blog about my strategy journey.

Two ears, one mouth…

Whether you’re on social or not, your/our customers will be. So, as companies, we need to be listening to what is being said about us – good and/or bad. As Andrew Grill says, “Social media is the biggest focus group you’ll never have to pay for”. Makes sense to see what conversations about your brand/industry/issue are going on and how you meet customers needs/questions.

Get governanced!

It’s been clear since the news broke that social media governance has been lacking. They blamed rogue pubs/employees for their social media posts.  They also failed to lock down the ownership of the company twitter profile (which briefly changed from @JDWTweet to @JDWTwats by the disgruntled employees/agency behind it) before the news was announced.

Having governance processes, social monitoring and listening tools all helps a hub/HQ/Head Office, keep an eye on the spokes of the operation. It appears that they didn’t have effective means of seeing what their pubs/accounts were up to and deal with any issues that cropped up. So they’re clamping down now.


My view – give them a year to get a strategy together, understand how best to drive business results from social, sort governance and get structures in place and they’ll be back in the social scene again.


Source: Pixabay

* WiFi is now a customer attraction point. So they can come to pubs. And share their experiences. On social media. Social media helps their bottom line….

When’s a good time to launch an employee advocacy programme?

This is one that keeps cropping up both in my head and in conversations around the firm. It cropped up again last week as I was talking to one of our Rising Talent programme teams who are in the middle of solving a business problem. Excitingly, they have identified ‘social’ as being a solution to the problem. I obviously agree! And it’s great to have people from around our business, identified as being on an upward trajectory, investigating social media, and advocating for its use.  Their project will formally end when they present it to members of the Exec later in the Spring. Excellent! Means our UK leadership will be hearing good things about social business from a group of people that aren’t me, and which complement what I’ve been saying. Also helps that they won’t come with the “well, he would say that, wouldn’t he” factor. The good news for me is that I’ll get to pick up their idea and (probably) execute it when they complete their project.

pexels-photo-404972.jpegBut what about the timing issue? One piece of advice I had a few years ago is to “make sure the business is ready” to do this sort of thing. By “ready” I think they meant stable, constant, outside of change programmes etc. But, like so many large global corporate organisations, change is the only constant nowadays. Anyone who doesn’t expect some sort of change to happen around their organisation on an annual/biennial basis isn’t operating where I am. Yes, it would be nice to have no change for a period. Yes, stability is important. I don’t believe the two (change and stability) are mutually exclusive.  Just take a look at the world around you. Does that stop changing? Anything major happening in the UK in a year’s time? Ah yes..that thing. That’s going to happen.  Change will be everywhere.

I don’t think there’s ever going to be a ‘perfect’ time to roll out advocacy.  Euan Semple’s book – Organisations don’t tweet, People do!* – has a chapter called ‘Unleashing your Trojan Mice’. He argues that instead of having large-scale initiatives or programmes which require big budgets or permissions (and are therefore slow and difficult to build), should be overridden by having smaller, more agile, less controlled ones. In a large organisation like mine, I buy that. Not everyone will be impacted by every change programme or transformation.

We need a pool of people to crack on with it. And some legitimacy from on top to endorse it all and kick-start it. And some content. And then a plan put them all together. And and we might just be ready for the off.  Nice to have something to aim for.

What advice would you offer me? When do you think the best time to start an employee advocacy drive? Is there a bad time? I’d love to hear from you in the comments below.


*Affiliate link

Social Business – where do you sit?

“Hi. My name is Keith Lewis. I look after social business at Zurich Insurance in the UK. I’m in the XXXX team.”

How do you, or perhaps should you, fill in the Xs in that sentence? This is my second spell at Zurich and in my latest stint I’ve been in three different teams – Marketing (Brand team), HR (Employee Communications) and in the next few weeks will be moving into our Corporate Affairs team. In each team, I’ve had similar responsibilities, but with a slightly different focus.

Now, for me personally, I often say that it doesn’t matter where I sit, as long as I sit somewhere! My mindset is company-wide and my remit is company-wide, so to me, it just doesn’t matter. Someone’s got to ‘manage’ me so I, therefore, have to sit in someone’s structure. When I thought about where I should sit to best effect, I made a reasonable case to be in one of five different places and teams in our UK business!

It’s a key question I ask anyone from this area that I meet  – “Where do you sit in your structure”?

I asked around my LinkedIn network to see where others sat and got a variety of great answers.

Sarah Goodall, from Tribal Impact pointed to Communications and Marketing “leading the charge when it comes to Social Business transformation” but went on to express surprise that “Sales aren’t leading the holistic approach given the strongest impact a Social Business approach makes on the organisation is sales related….if you measure correctly that is!”

Damian Corbet, founder of The Social C-Suite played the more obvious “Boardroom” card, although I’m not aware of any examples of anywhere this actually happens. Isabel De Clercq, author of Social Technologies in Business pointed to a cross-business approach needed with Internal Communications, External Communications, HR and IT joining forces.  Annette Sell from American Express Business Travel explained how she is in Learning & Development, “a perfect place for social business types. Particularly these days because we talk a lot about social learning and I‘m a strong believer it’s all about sharing (knowledge at least) in today’s workplace.”


In so many large organisations, it’s evident that all these areas have important parts to play.  Marketing and external comms/PR in creating the business content and the brand strength; HR/L&D for the D&I employee resource groups, recruitment initiatives and training; Communications for the informing and recruiting employees to a programme; Legal (and/or Risk in my case as I’m in a financial services company); and, of course, IT/CIO in helping to onboard any new platform, and support the technologies (and data security!) that are needed to allow employees to curate, collaborate and create content.

But as one of my LinkedIn scribes, Catherine Ossemerct said, so perfectly “none of the departments feels responsible for the whole of the social business.” And therein lies the biggest concern, and perhaps points back to Damian’s remark! Ultimately, social business needs high-level support and sponsorship. When I look back at Philip Sheldrake’s Attenzi – a social business story, the story has social business at the heart of the company, lead by the CEO, Eli Appel.

bull-landscape-nature-mammal-139399.jpegWithout someone grabbing the bull by the horns and driving through a social business agenda, you can easily see where it might fall down. Without someone working across any organisation, not inside its own silo, maybe social business is doomed to fail. If we’re to get c-suite sponsorship, it probably relies on all of us in the Social Business space to educate upwards as well as across and downwards.  In all my structural manoeuvring over the years, I’m fortunate to have been in teams with a wide remit, and with the brief (and cultural mindset) to work across the business areas and shared service groups. Maybe we’re not that far behind the curve after all!

Where do you sit in your organisation? Does it help or hinder you in your social business drive? Does it matter?

Please do let me know in the comments below, or join me @KeithLewisComms over on Twitter. It’s an ongoing debate!

*Full transparency: Some links in this post may be affiliate links


The Greatest Showman approach to Social Business – Nine lessons learned

the-greatest-showman-hugh-jackman - 20th Centruy fox
If you haven’t seen The Greatest Showman yet – please do. Even if musicals aren’t your thing, this is a superbly well-done movie. If you don’t know the background, it’s a story from the 1870s which loosely (with a hefty dose of artistic licence if you read some of the reviews) follows the trials and tribulations of PT Barnum – American showman, politician and businessman.
He’s remembered for promoting celebrated hoaxes and for founding the Barnum & Bailey Circus – and, according to PR textbooks was one of the first to use PR techniques we know today. I won’t spoil things too much, but these are the nine Social Business lessons I reflected on while watching the Oscar-nominated movie.

#Unearth the unseen and make them live

This is the core element of the story – PT Barnum’s oddballs and oddities. Now, I’d never go so far as to couch our wider workforce in such a way, but the deeper point is that there are all sorts of talents and people hidden away in your organisation. Go find them and give them permission to be heard. Because…

#If you give people a voice, they’ll thrive

When this group of people come together (pictured above), they find their voice, and make it heard. It’s as simple as that. Social businesses allow all employees, hidden away or otherwise, to have a voice, and provide a space for it to be heard.

#There’s always a naysayer or two – you can win them round

In the movie, House of Cards actor, Paul Sparks plays James Gordon Bennett, the founder, editor and publisher of the New York Herald. He’s not a fan of Barnum’s work – believing it was too low-brow. But yet he keeps coming back for more, realising that the people loved it. He respected what Barnum had done.
In the same way, some people will like being social – some won’t. Some will be active, some won’t. That’s OK!

#Plan for crisis/failure/gloom will do you no harm for long-term success

The character played by Zac Efron, ends up saving the day, by planning ahead for the event of some form of crisis/catastrophe. Won’t spoil it anymore! But we can all learn from that plot spot. Prepare for the worst, and then execute the plan when it does. I talked about being ready in a crisis back here after the Manchester attacks in 2017. You can do a lot of good, by being ready for the problem before it happens.

#Shiny new objects will always distract

In the film, the shiny new object is a Scandinavian singing sensation which distracts our hero and takes him off-piste for a spell. Down here in the real world, most people in the social media (and therefore social business) space will be keeping their eye out for the next big thing, get distracted by it, and then probably come back a month later when it doesn’t kick off. In recent weeks, Vero became a thing, taking on the Instagram mantle. We’ll see where it goes. There’s plenty of employee advocacy tools and platforms, and internal social networks, or apps, or intranet plug-ins or… the list could go on..

#Community is key – even if your thing isn’t for everyone

Barnum and friends worked their community – close community and far wider. The spoke to them in any number of ways and generated a good spirit and sense of support and encouragement. We could learn from that. However, it’s right to recognise that not everyone in the community was supportive or wanted to get on board. That’s OK. Focus on those who do, not those who don’t. As long as they don’t become detractors.

#You have to sell yourself in new ways

Barnum realised that he needed to use new forms of communication to get the message out. He used the press (maybe using less than ethical means..) and generated word of mouth to generate sales. Go to where your audience is.  Make them talk about your product/service/company/initiative.
Interestingly, there’s been a lot of commentary in the press about why the Greatest Showman has become so popular. Writing here on the BBC, Tom Grater from Screen International says “It proves word of mouth can have results, compared to huge marketing budgets.” The irony of this, given Barnum’s approach back then, isn’t lost on me.

#Family is key – Work/Life harmony is key

Our man Barnum has his family at the forefront of his mind, but makes some choices meaning he’s away from them for too long. We should all recognise that everyone has a work/life balance (harmony to me..- see here for more) and everyone is at their best when they can bring their whole lives to bear. Embrace the fact that everyone has at least one other existence outside of your office. Happier people are more engaged, can bring their whole selves to work, and will help you become a more social business.

#Powerful content makes it live for longer

img_1593One of the big things about this movie is the soundtrack. There are some powerful anthems and tracks in it. I like a good music score, but I’ve never kept a soundtrack in my mind for so long after seeing a movie. I know many others have done the same – my team can often be found humming tracks around the office or in the car. And it’s why the big number – This is Me – is riding high in the charts, and the soundtrack was nominated for an Oscar.

But music aside, making powerful content is what drives the audience to remember the source. Make it resonate. Make it memorable. Make it stick.

 This piece of content was produced by my son. The film has stuck with all of us.
Thanks for reading. If you like what you’ve read, then feel free to add a comment below, and please do subscribe to receive the latest blogs as they’re posted.

Social business v Social media

“A social business is an organisation whose culture and systems encourage networks of people to drive business value”

Andrew Grill, IBM


“Social media is nothing but a set of technologies that enhances our social nature”

Lars Silberbauer, LEGO Group


These are two quotes I use to set out my stall in my internal (and external) social media talks that I’ve been giving.  So I thought I’d expand on them a little here as well.

More and more, I’ve realised the push for Social Business stacks up far more than Social Media does. I’ve realised I’ve been using the latter, when I really mean (and most people really mean) the former.

l-1Back in his CIPR presidential days, the 2017 President, Jason Mackenzie set the scene perfectly for me when he said, “modern PR professionals can ill afford to restrict themselves to the silos of their region or sector”.  For me, looking more at social business externally and internally, I’ll add in “or business unit/function” too.

There remains a need to collaborate, think openly, think digitally, be transparent, be credible, to be more integrated and of course, to develop new skills – all crucial elements of social business as well. People get hung up about social media because they don’t understand channel X, Y, or Z. As Lars suggests in his quote above, it’s sort of irrelevant. The platform is a mere technology that helps up function better in our modern times.

I start my internal presentations by using Andrew Grill’s definition as I’ve yet to come across anyone in my organisation (with the collective mindset of a traditional, conservative Swiss insurance company) who could possibly disagree with it.  It talks to their language – especially the last three words!  And if you can get your leadership on board with it, then the rest becomes less of a hurdle.  I used to try and ponder on how I can get my UK leadership teams (and global ones) onside with tweeting, or instagramming or Youtubing. But Andrew’s pearls really made me reassess the start point.

My key leave-behind (I guess that’s the opposite of takeaway?) from this is to get my audience to focus on the “why”, before we focus on the route or channel, and even the content.

So my challenge to you, is to consider how social your business is (and that could be business with a little b or a Big one!)? Does what you do in the social sphere add value? Does it help you improve yourself?  Something to think about, I hope.


Why is strategy so hard to get down on paper?

I’ve had “Write social business strategy” on my to do list for some time, and like any good procrastinator, massive distractee and general purveyor of being useful to everyone, it’s only just managed to happen.

It’s good to get all the strands of my thinking about where we go as a social business, and what my/our priorities should be, onto paper. Now, I just need to get everyone bought into it and get on with the delivering the darn thing. But why has it taken me so long?  Excuses brewing…


Primarily, there’s been the not inconsiderable core activity of getting on with the tactical elements of the job – and we’ve had a lot to do both on a day-to-day tactical activity, developing and delivering training content, helping customers and managing our online reputation etc. I’m also a deeply routed people pleaser, which means I tend to say yes to everything because it’s the easier option.  All that day-to-day social stuff excludes all the other elements of being in a comms teams – we’ve done a change programme, a series of employee roadshows and major leadership event during 2017 which absorbs time and energy.

#Management takes time

After our last set of changes, I inherited a great team of creative content and channels folks which we’ve been working on a whole bunch of things. Being a manager takes time and it appears from the last set of feedback, that I’m doing reasonably ok at that. As ever, it’s great to get feedback on how your team thinks you’re doing as a manager and I’d encourage anyone to look at any form of 360 degree feedback process. At Zurich, we have a programme that looks at 8 things that make a great manager. My team think I’m doing better than I think I’m doing in 6 of those areas. (One for another blog perhaps…)

#Need a business strategy first

Anyway, back to the excuses… (see below about distraction and focus…) One leader I met last year from another firm, said to me that he didn’t need to have a social media strategy, he needed a business strategy that he could then work to. Well, to a point.. but I think that sunk in, as we’re only just getting the wider business strategy nailed so it’s been on the “when we have that we can move on..” list. And with that, the communications plan and strategy around it so. As excuses go that’s the one that washes the best…

#I’m a doer

But more fundamentally, I’m a doer – bit of a classic ESTJ (Myers Brigs), or Yellow/green (insights). My core strengths probably mean I’m less of a thinker or perhaps more specifically, a strategic thinker. It’s a skillset I’m developing as I’ve always recognised that I’m a doer and have flourished off it. But that means other less-doing stuff gets moved lower on the list. And that’s not very strategic is it!?


Why I was wrong!


The strategy doc clearly sets out my focus areas which will move the needle.  Who knew!?! I need that focus! Badly! Think I’m probably in a “do lots, poorly” place at the moment (forever? .. discuss!) rather than a “few things really well” place which I could easily be.

#Exec and company buy in

With a strategy doc, I can get buy in. We need buy in from across the business and an acceptance that being a social business needs to happen and I need to be the one leading it. Which it does, and I am!

#Saying no

Having a strat doc that everyone agrees to also then allows me to say “no” to stuff that doesn’t fit. Wonder how many of you have said no to things lately? Bloody hard eh! (See above about being a people pleaser!)


By not being focussed and working to a strategy that everyone agrees with I’m wary that my stock has possibly fallen. “What is he doing” I can almost hear people thinking…


By being focussed and having an agreed strategy, you can deliver the thing, measure the thing, and be rated/judged on the thing. Without it, you put your fate/career in the hands of others views and perceptions. And I think I’d rather be in control of my own destiny.


Thanks for reading. What do you procrastinate over? What gets moved to the bottom of your list? Have you overcome your avoidance of strategy?  How? Let me know in the comments.