Manager Mistakes

John Doherty —  May 22, 2015

Have you ever managed anyone? Then you could probably write this post too. Have you ever been managed by someone? Then you could write this post as well.

I’ve managed people in a few different companies and roles now. Like any position, management is learned skills that you have to both figure out and be trained on. Unfortunately, making mistakes in management skills directly affects people as opposed to simply business metrics.

Here are some management mistakes I’ve made and am seeking to learn from. Continue Reading…

When I became a boss I never really thought about the fact that the way I’m put together and tend to be day-to-day could end up being a liability for me in some ways. I mean, the same is true of marriage (I’ve been married just over a year), but in a professional sense it feels different.

I have always considered myself a 10x professional. I get a lot done and pride myself on that. I can have 8–10 things in my head and on my mind at once, and I can pretty well hold all of them in tension and somehow get them all done. I don’t say this to brag; it’s simply a reality of who I am.

Continue Reading…

Learning To Say No

John Doherty —  December 16, 2014

Today I tweeted something that seemed to resonate with others. This was the tweet, with an embedded quote from this post (h/t Joel):

This was the quote:

“You can only go so fast for so long. You have natural output limitations. Other people rarely consider that when they ask for stuff and set deadlines. In fact, they rarely consider anything. Most times, I find the expectations that other people have around time are arbitrary. They don’t *really* need that thing right now–and if you gave it to them tomorrow, the world will go on.

Don’t be afraid to say, “It’s not going to happen by that time. Here’s when I can have it for you.”

There’s really no way to argue against that. If you draw lines and say no, they’re just going to have to figure out an alternative and accept. ” Continue Reading…

A little over a year ago, I joined HotPads.com as their online marketing manager. I was the first marketer at HotPads in a while, hence the team was me and I was doing everything (though nothing super well). One year later, I have a team of eight marketers (including myself) spanning SEO, email, and content. We’re soon to add a few more positions too.

Here are a few of the lessons I’ve learned creating and growing a marketing team over the past year.

But first, here’s how I feel about my leadership experience over the last year:


Lead Don’t Dictate

As an individual contributor, I never had issues with motivating myself to learn new skills or challenging myself to try new things where I might fail. As a leader, this can work well if you harness it correctly, because then you can show your team that what you are proposing could actually be a) feasible and b) helpful to your goals.

The challenge comes in communication. One lesson I learned the hard way was that I was failing to communicate to my team *why* I was doing something. They took it as me doing their job and not trusting them, when really I trusted them completely but wasn’t sure myself if an idea would actually be a good idea.

A large part of leadership that I previously did not understand is communicating why something should be done, and what the end goal is. If you fail to get someone on board to do something, you’ve failed to inspire and you’ve failed to lead. At this point you’re a dictator. I especially have to be careful of this because my personality type is ENTJ, which I share with Napoleon, Stalin, Steve Jobs, and others. Yikes!


Hire for Culture, Not “Culture”

In San Francisco where I live, and in tech culture more broadly, people talk about “hiring for culture” frequently. When I started thinking about hiring, at first I thought culture was similar interests, a fun attitude, etc. Those are nice things to have in a coworker, but what about things like work culture, humility, how they solve problems, and other things like this that affect the day to day?




Make Your Team Look Good

The last feedback you ever want to hear as a manager is that your team feels like you are taking credit for their work. Part of your job as manager is to amplify their amazing work to your boss. If you’re leading well by making them decision makers (next section), this should be easy to do because they’ll be the ones sending the update emails and you can either a) make sure that your boss is CCd on them or b) you can forward it directly to your boss.


Make Them Decision Makers

You’re probably not the right person to make tactical decisions in areas that you are not a specialist. The person actually doing the work is the right person to make that decision, so why do we try to make the decision when we are the senior employee? I recently read The Decision Maker after the team at Buffer wrote about it, and it changed my perspective on leading a team. Now, instead of making a decision when asked for one, I respond with a question and get them to think through the answer. I’m always the support (and rarely will push back, and only when I think it’s the wrong decision or they haven’t gathered enough information), but the channel owner makes the decision.

I’m actually actively trying to give away as much decision making as possible, and it’s been amazing for the last month.



Some Final Words

I love the HotPads marketing team. I love leading the HotPads marketing team and inspiring them to do great work. This last year has been the hardest of my professional career, but the lessons learned have been invaluable.

Here is what I’ve decided are what I care about on my team:


And how I feel about leadership:


I wrote this post as part of our bi-annual Hackweek. Yes, we do hackweeks twice per year, and yes, we are always hiring.

In my role at HotPads, I manage an ever-growing team of smart marketers. My job is to hire, train, and retain the best and smartest, with the goal of removing roadblocks that keep them from both working together and succeeding at their individual jobs.

I’ve had managerial positions before, but never this direct and I’ve never been able to build my own team. Building your own team is quite different from inheriting a team, which is a whole different topic I’ll explore at some other time. Continue Reading…

I’m Not A Good Employee

John Doherty —  August 5, 2014

Have you ever heard someone say “I’m just not an employee” or “After working for myself, I can’t imagine ever working for someone again”. I’ve often felt this way, even though I don’t work for myself (well, there were those two weeks).

When I started my job at HotPads back in October, I told my then-boss “I have to be honest with you – I’m not a good employee”. What I meant by this is that I hate to be managed by others. I want to explore this a bit more, because not everyone who hates to be managed can work for themselves. Sometimes, we must learn how to succeed as we are, where we are. Continue Reading…

Last October, as many of you know, I made the move from search marketing agency Distilled to become the Online Marketing Manager at hotpads.com, the nationwide rentals brand of the Zillow Rental Network. I’ve been at the job for four months now, and a recent conversation with Jonathon Colman (another Bay Area transplant) has made me take some time to reflect on the difference between agency and inhouse life.

Here are the main differences I see between agency and inhouse life.

Access to Decision Makers

In an agency, you are constantly viewed as an external member of the team, or in my least favorite term ever, an external “solution”. Even in agencies that pride themselves on getting close to their clients and working to affect change (two terms used constantly internally at Distilled, and I love them), you are still not able to build the close relationships through serendipitous conversations and lunches that happen when inhouse.

Inhouse, you have much more access to those who are able to make decisions. Even if you are a fairly junior member of the team, you will likely still have access, within one or two steps, to the top of the chain in your business unit. The marketing team at HotPads (which has four people including me, and growing) has direct access to Zillow’s CMO, who is my boss. If they wanted, they could directly email her and ask questions (though they normally will go through me and we will approach together). But that access is (usually) much tougher to come by in an agency.

Now that I’m inhouse, I’ve found that I spend less time trying to simply reach the right people, and more time actually building relationships with the right people and getting things done internally.

Accountability To Results

Agencies are often brought in to fill a gap or to help out the inhouse team when a problem is out of their ability level or the team is too busy to come up with new ideas. The agency will usually be the one to think big and come up with ideas, and then the inhouse team is left to execute most often (and in my experience, agencies are most successful when their client has a strong inhouse team). Because of this, the agency is often not held to achieving results quickly because of the added steps of delivering work to the client, interpreting it for them, and then relying on the inhouse team to implement.


Working inhouse, this is not true at all. If I went to my boss and said that it will be at least 6 months before we see a positive impact through my and my team’s work, I’d be laughed at. When inhouse, you are responsible for the results, not just delivering work. You could argue that agencies will not be kept onboard if they are not getting results, but in my experience an agency is rarely let go because of a failure to deliver results.

Kill Your Pet Projects

I’ve always championed content, especially writing. I’ve recommended that clients create and invest in blogs to drive traffic. I’ve executed on large content pieces and outreach. All of this is well and good when you’re an agency hired for these purposes, and longterm I still believe that they work and I will continue to invest in them.

But when I moved to HotPads and soon found myself owning the inbound channels, building out a team, and researching online opportunities for other businesses, I quickly realized that I had to focus on what moves the needle now, while still looking to the future.

I wrote a number of posts on the HotPads blog, but after a month or so I realized that the three or more hours I spent writing a blog post that might get 400 visitors was probably better spent diagnosing a technical SEO issue that would get us an extra 100,000 visitors. The trade-off was easy to make.

At heart, I’m not a specialist. I know a lot about SEO and am very good at it, but I’ve never been the type to be a specialist. It’s a specialist’s job to focus on one area and grow that. It’s a strategist’s job to see the opportunity and figure out how to get there. Inhouse I’m a mix of the two. At Distilled I was a strategist. Depending on your level at the agency or inhouse, this could be true for you as well.

Ways of thinking change when you’re accountable instead of a third party vendor, and if what you’re doing is not getting the desired results then your inhouse career will likely be short-lived.

Depth Not Breadth

Mike Tekula wrote a great post on the Distilled blog in December 2012 about a t-shaped skillset. He illustrated it thus:


I think this is a really helpful way for agency marketers to think about building their skillset, but the inhouse life is slightly different if you are not a head/director/VP level. As an inhouse marketer joining above an entry level position, you are already expected to know your job (and continue growing in your abilities) and continue to go deeper in their area of expertise. Unless you’re a director/VP level, the expectation is that you will be the subject matter expert in your area that the higher-ups can lean on for solid advice.

Work/Life Balance

Agencies are known for less of a work/life balance than an inhouse job, and in my experience this is true. Most of my agency friends work at least 60-70 hours per week. I had weeks at Distilled where I worked 80+ regularly, and probably did that at least once per month during my whole time there.

Inhouse life has afforded me more of a work/life balance in my new home of San Francisco. While some of this may be attributed to moving from the 9-8 New York workstyle to the 9-5 San Francisco style, I still see my agency friends in San Francisco working (at times many) more hours than I do.

I’ve credited a lot of this with the difference in how a day at my inhouse gig is from a day at an agency. When managing multiple clients plus team members, the interruptions come fast and furious in an agency. According this Gallup poll from 2006 (http://businessjournal.gallup.com/content/23146/too-many-interruptions-work.aspx#2), it takes over 20 minutes to get back on track after an interruption.

Working inhouse, I find I have better planned days, fewer frantic moments of diagnosing issues, and thus I am able to concentrate and get my work done quicker than in an agency. Because of that, I work fewer hours and have more time in my evenings.

This isn’t to say that inhouse life is any less busy. In any given day I’ll be helping other team members with their job, communicating with internal stakeholders, giving SEO recommendations, and chatting with other managers about the office and teams. The difference lies in how frantic the day is and if you could be called upon any second with an issue. That happened all the time in an agency. Inhouse, this happens way less.

So What’s Better, Agency or Inhouse?

There is no “better” in my mind. Rather, I’d encourage you to think along the lines of “what’s best for me at this point?” I think everyone should work both at an agency and inhouse during their career,because you learn different skillsets that will help you out down the road. Without my years at Distilled, I would not have been prepared for the challenges of working inhouse, and vice versa when I went from inhouse to Distilled in the first place.

Have you worked both inhouse and in an agency? What do you find to be the main differences?

I recently had to go through the challenge of finding an apartment across the country, while also in the midst of starting a new job and the holidays. I couldn’t have done it without UBER and AirBNB.

For those of you not familiar with them, UBER is “Everyone’s private car service”, an on-demend car service that you use to call a personal car. It’s a much better experience than trying to hail a taxi, which is easy(ish) in New York except on rainy days and less easy, yet doable, in San Francisco. Uber costs a bit more than a regular cab usually, except for eco-friendly Pruis-driving UberX vehicles.

AirBNB, of course, is the epitome of the “sharing economy” mindset where people put their own apartments up for rent for a nightly or weekly fee. While it is a controversial service, I have met many who use AirBNB and love it, both hosts and guests. I think of AirBNB as a premium CouchSurfing experience, since you find interesting places and people to stay with wherever you may be traveling.

Loyalty, not Habit

Both UBER and AirBNB have zeroed in on the convenience factor of business. Some businesses, like Snapchat, are what one of my favorite books, The 22 Immutable Laws of Marketing, calls a “fad.” These are a flash in the pan that peaks early, often because of so-called “viral growth”, and then trails off and in the Internet world eventually dies. The Internet is littered with them too – Turntable.fm, Groupon, SocialCam, (insert Facebook app here). Check out Socialcam’s search volumes in Google Trends:


I’d even argue that right now Snapchat and Pinterest are both fads, and we will see over time if they can become trends.


When building for the longhaul (a “hundred year business”, as the Evernote CEO likes to say), you set out to engineer something that builds loyalty, not just habit. A product or company that builds loyalty can still see “viral” growth, in that they grow very quickly and people use them often (aka habitually), but their focus on experience is what sets them apart. Then they become a trend, like Zillow:


Then they go and make you feel special, such as sending you a gift card for a similar service:

Both UBER and AirBNB have built loyalty with myself and many others I know (given, I’ve been living in NYC and am moving to SF). When moving out of my apartment in Park Slope, I used UBER when I was moving the last of my boxes. I knew that I could load up the app on my phone, and within 5-10 minutes I would have a black SUV at my door to help me out with taking my boxes, and I knew that I would get a great experience. I could have called a cab, but I didn’t.

Similar with AirBNB. I have become loyal to them, to the point where I asked special permission from my boss at Zillow to stay in AirBNBs in SF instead of hotels downtown. I was able to get to know both the Mission and the Castro because of staying in them for a week at a time in an actual apartment instead of a hotel.

Both services also know who I am, which as I’ll cover in the third section makes them even more valuable.

Local-based Knowledge

Check out the list of UBER Twitter accounts that I found on a recent Followerwonk search:

They have a Twitter account for every major city. When I’ve left a note about a driver or let them know about a bad experience, they’ve been quick to get back to me on email or Twitter. This lets me trust that the person behind the account knows approximately where I am and what is going on in that area. They can’t immediately give me a better route to the airport, but they can make me feel better that I’m being listened to.

AirBNB is in another category. They’ve invested years of time, effort, and money to produce their local guides. AirBNB isn’t just a housing site – they’re a travel site invested in getting you familiar with the city you are visiting so that you can make the best decision possible about where to stay. Check out their beautiful Park Slope page -

I actually used AirBNB while checking out neighborhoods for where to live in San Francisco. Not the typical use case, but that’s indicative of a trend not a habit as well – you figure out new ways to use the service to enhance your life.


Finally, they’re personal. UBER knows who I am because I use the service. I have a profile (complete with a star rating) that the driver sees when I request a car, and I see theirs. Apparently, if my star rating gets below 4.5 stars, I won’t be allowed to use UBER. Wow. This makes sure that both the person and the driver are accountable, and serves to make UBER a trend instead of a fad.

The customer support people at UBER know who I am as well because of my profile on the site. Everyone gets personal attention, also adding to the overall experience and making you “feel like a badass”, as the UBER founders describe how they wanted to feel when founding the company.

AirBNB goes as far as displaying your profile online for all to see. Here is mine:

Not only do you review where you stay, but they review you as well and the reviews are made public at least to potential hosts. Not only does this build in accountability (just like UBER), but also serves to personalize the service to you. AirBNB is becoming my canonical travel profile online (which is what Foursquare really should be) and I love them for it.

The Future of the Sharing and On-Demand Economies

Look at a few of the characteristics I’ve covered:

  • Personalization
  • Transparency
  • Extendability
  • Platform-ability

These characteristics can and should be taken to other verticals as well. Zillow and HotPads, for example, do this for you when you are logged into the site or mobile app. I am consistently surprised how few sites actually do this and I think it’s the next step for both the sharing and on-demand economies.

I love new businesses. I love technology that connects the world. I also hate seeing companies who change the world languish and not reach their full potential. FourSquare is one of those businesses for me.

I’ve thought for a while now about what I would do if I was Head of Online Marketing for Foursquare. No, I’m not looking for a new job, because I just started my new job at apartment site HotPads, but if I was I’d write this about Foursquare. If you’re the marketer at Foursquare, listen up. And if you know that person, you should forward this to them.

I have four three things you should do to see a bump in traffic.

Build A Web Presence

Note: I wrote this, and they rolled out their new site before I could publish. Well done guys.

Foursquare is one of the few startups that I can think of (Instagram and Snapchat come to mind) that has been able to build a mobile-first experience and company. Of course, Foursquare did this in competition with Dowalla. They ended up winning that fight and were the first movers in the check-in space, so they received good growth from the start.

While I agree and accept that the world is moving to mobile, and there are even countries skipping the desktop and moving to mobile, desktop and mobile search can still drive amazing traffic. Look at sites like Yelp and even OpenTable. These sites rank very well for restaurant names and have been able to monetize it. Even if you monetize with traffic, at least you’re monetizing. Foursquare is struggling to monetize, so this could be a nice stopgap while they figure out their mobile revenue streams.

So build a web presence. Offer something different than Yelp.

Oh wait, you have that. You have how popular a restaurant is. You have even how popular an airline at a specific airport is. You should harness that to not only show popularity, but also to make it a point of pride for restaurants and users. And you can use this data for awesome, because you know the types of places I go after other places (thanks to 4SQDAY):


But for the love of pete, allow me to embed them. Also, do more of this and this. Data = awesome. Tell us stories.

Email (or Text!) Me Recommendations

Foursquare, I’ve been a member of yours for over two years. I thought we were friends. I’ve given you a lot of time. I’ve played with you when I was bored. I’ve ignored other friends for you. I’ve given you free information. You even know where people go:


But never once have you recommended a restaurant to me. Or told me where I should take my girlfriend on a date because others have taken their girlfriends there and they had a great time.

You should get in touch more often. I give you permission to do so, and I bet a lot of other people will too.

Another bonus to this: you have nationwide and worldwide coverage. My friend tells me you are immensely popular in Turkey. This gives you a huge power, because now when I check in at another airport in another state while traveling, you can recommend me places to eat or see there. You know where I am. Leverage that. Don’t underestimate the power of the connections you have drawn for people too.

Be More Aggressive About Reviews/Tips

The most useful part of Yelp is their star ratings system. If I see a restaurant with less than 4 stars, I’m a bit reluctant to go there.

But you offer tips, and that is the center of your experience. You should take the different tips people leave and surface them as search filters. But you should also ask me more often to leave tips about the place. I know you’re trying to gather information about credit cards and pricing through the app right now, but do more than ask me yes/no questions. Also ask me what I would recommend people get or what I enjoyed the most.


Curate Awesome Content

Finally, you are in the position to be the place people go when they are trying to find out what’s happening at the Met or where they should stay on a business trip to Atlanta. You have data on everything.

I have always wanted a service that will recommend places for me to go on Saturday night based on other places I’ve been or bands I’ve seen. I’ve managed to cobble together a decent workflow for finding good new restaurants or when my favorite band is coming to town (Wednesday, by the way), but you should be doing that for. I shouldn’t have to use BandsInTown on Facebook and Thriliist for restaurants. You know what I like. Curate that for me and I’ll love you forever, especially as I move to San Francisco.


I love you, Foursquare. Build a decent web experience and send me communications, and I’ll love you even more.



Why I Write on Medium

John Doherty —  October 15, 2013

Hi my name is John and I write on Medium, and I like it.

Before I start this post I feel the need to make that confession. Medium, if you don’t know, is the current darling of writing online. It’s the brain child of Evan Williams, the man behind Blogger and Twitter. Medium is currently invite-only, though it’s easy to get access to write if you edit someone else’s post (#protip).

I’ve been surprised by the number of professional marketers I know who have been asking “Why write on Medium? Aren’t you just building someone else’s platform?” I expected this from certain groups online, but not from the professional marketers that I know. Hence, I think it necessary to respond here, as I did over on Inbound.org about why I personally write on Medium, what I’ve seen from it, and how I plan to leverage it in the future.

Why Write?

I think of writing on Medium as thought leadership content. If you’re a company owner or an expert in a field, would you jump at the chance to write on Forbes (well, the Forbes of old maybe) or Time.com? Would you pose the same question of “but why write on there?” if you had those chances? What about the chance to write on Mashable (even if you don’t like it) or TechCrunch (once again, whether you like their content or not)? Of course you would jump at that chance and of course you wouldn’t ask me that question.

So why ask it about Medium?

I write on Medium for the following reasons:

  • To access a new (and tuned-in) audience
  • Try different types of writing that I don’t want to put here yet
  • Drive traffic to sites I care about (content strategy anyone)?

Access A New Audience

The Medium audience is an Internet savvy bunch. They’re writers, designers, marketers, brand people, product people, and even some quite influential characters like Gary V and Evan Williams (founder) hang out on there. In short, it’s the perfect target audience for startups and people involved in that industry, even tangentially.

Think back to marketing at its base. Marketing, especially in our day and age, involves meeting your target customers where they are. This is the ultimate goal because these are the people that are going to pay you, which then pays your rent and for your food. But to reach your customers by getting in front of them where they are, you have two choices (that are not mutually exclusive):

  • You write and get content placed that refers people back to your site/business
  • Others reference/recommend your business in content that they write.

Quick tangent: This is why I believe many companies are doing it wrong when they engage writers to create content to be placed on another website (like Medium). Often, the company will hire the writer to write the piece, then the company will do outreach to place it. Or, if they’re a little more savvy, they do outreach first in order to get the content idea secured and then they hire the content writer. But why stop there? If I was doing it (and I soon may), I’d hire a person who can do both the outreach and the writing. Of course, you need to qualify the places that the writers are putting content and make sure that they do it in a way that won’t get you into trouble (ie trying to “scale” the same content across many article directory websites), but I think the return would be there.

Different Types of Writing

I also write on Medium to try new content types. I have built a very marketing-focused site here. That makes sense – this is a marketing website. Building an audience focused around a topic lends itself to many challenges though, not the least being the fact that you can’t easily branch out into other types of writing. I’ve always been a writer and even still write fiction, but I don’t expose that here. I could do that on Medium, though.

If you look at the posts I’ve written on Medium, they’re about entrepreneurship, musings about life and fate, and lessons I’ve learned over the past couple of years. Not all of them have worked. Check out the stats.

As you can see, some did well and others not so much. That’s kind of the point though – I can experiment with other types of writing in a low-risk environment where I can see what resonates and what doesn’t (and build some strong links while I’m at it :-)

I was intrigued by a recent post over on Buffer where Belle, their main writer now, talked about how she and Leo decided that they would experiment with different content types *on the Buffer blog*. She even points out that one of the content types they tried – personal stories – did not do very well. I think there are a few reasons for this, namely:

  • It’s not the type of content the Buffer audience is used to
  • The audience was not primed for a different type of content
  • Maybe not the kind of audience the Buffer crowd wants

Do I think people should experiment? Absolutely. The issue here isn’t Belle’s writing though. She is a phenomenal writer, one of my favorites to read these days, but they missed the target audience. If I were her, I would have put that content on a different site with an audience (like Medium) to see how it’s received. Then, if it’s received well, start putting together a strategy for how you are going to incorporate that into your own site if you decide your site is the right place for that kind of content. You should be willing to recognize that your site might not be the best place for it at the end of the day.

It All Goes Back To Your Marketing Funnel

Remember your marketing funnel? In regards to content people talk about top, middle, and bottom of funnel (T/M/BOFU), but this doesn’t just apply to content. When we take a step back and look at it from a more meta level, these sections (and let’s not forget about the post-conversion funnel too) are:

  • Top of funnel – first few touches on the site with the goal of a micro-conversion such as an email list subscribe or social media following
  • Middle of funnel – the next touches where you increasingly take them from outside interest to becoming an advocate and getting closer to buying
  • Bottom of funnel – where the conversion happens.

Medium sits at the top of the funnel for me. I don’t cross-promote (often) my Medium content on my other sites. I’ll promote them via social media, for sure, and I always want the existing audience to be interested in what has been written. That doesn’t happen, though, which is fine. You learn and you change for the next time.

A Few Medium Strategies

Medium is an interesting platform in that it has two dynamics:

  • Logged-out users see the most popular content on the homepage
  • Logged-in users see content curated by them based on categories they follow

You see, Medium is organized into categories. Some of my favorites are Architecting A Life, What I Learned Building, and Today I Learned. I’ve followed these signed in, so when I go to Medium I see this:


But when I’m signed out (or incognito), this is what I would see:


There are two main strategies to get your content found directly on Medium (meaning, outside of social media and external promotion):

  • Get enough people to recommend it that it hits the homepage for logged out visitors (honestly, it only takes 4-5 to make this happen right now)
  • Put it in the most relevant popular categories (I believe you can do 3 yourself) and get others to include it in other categories as well

I wouldn’t be doing my job if I didn’t tell you how to find the most popular categories, though. Here is a living chart of the most popular categories on Medium as of time of publishing. If someone wants to help me write a script that updates daily, I’d love your help and will gladly link to you!

Why I Write On Medium

I write on Medium because I get to experiment with new content, build links back to my sites, drive targeted traffic to side projects like HireGun, and increase my portfolio of writing. I’m widening the top of the HireGun, and this site’s, conversion funnel and playing the long game.

Medium is a platform. Others have talked about why you shouldn’t put all of your content onto someone else’s platform, which I agree with. Don’t do it with Google+, don’t do it with Myspace or Facebook, and don’t do it with Medium. We can, however, learn how to use these platforms to connect with our potential audience and build our businesses that way.

I’d love your thoughts. Or if you want to start the conversation on Twitter, tweet me at @dohertyjf.