Mike Hohnen

Coaching for personal growth, change and development

General

Are you an accidental diminisher?

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In my previous blog post, we looked at two very different leadership approaches: multipliers vs. diminishers.

In this blog post, we’ll take a closer look at the diminisher.

So how much output do we get from someone when we hire them to do a fair day’s work?

Well, there is quite a lot of research that indicates that on average, we are getting somewhere between 30 and 50% of what people are actually capable of.

This is also reflected in the Gallup engagement research that shows that +/- 65% of the workforce is not particularly engaged in their work. If you are not engaged, you are probably also not giving it your best.

So what are the barriers for our people to give their best? The top three, according to the research are:

  1. Rules, regulations, and structure in the organisation
  2. Lack of feedback and encouragement
  3. The leadership style of the immediate supervisor

So to put it in a nutshell: If you are not getting max output from your team, it is probably because of you.

Yes, let that sink in for a moment.

That is not because you are a slave driver with psychopathic tendencies, at least I hope not.

More likely your are just an accidental diminisher. Accidental because when you have a diminishing impact, you are likely to be completely unaware of it and probably the last to know.

The first thing you need to think about is your own assumptions and beliefs.

You see, diminishers see intelligence as based on elitism and scarcity. Diminishers appear to believe that really intelligent people are a rare breed and that they are of that rare breed. This naturally leads them to conclude that they are special and that other people will never work out what to do without them.

They also seem to follow a logic that says people that don’t ‘get it’ now probably never will. Therefore, I need to do all the thinking around here.

This is what Caroll Dweck, author of Mindset, would call a limiting mindset.

The Multipliers, on the other hand, have a growth mindset, which is a fundamental belief that basic qualities like intelligence and ability can be cultivated through effort.

Multipliers get more from their people because they are leaders who look beyond their own genius and focus their energy on extracting and extending the genius of others. And they don’t get just a little more back; they get vastly more.
_Liz Wiseman

As we all well know, our assumptions and beliefs govern our behaviour.

So the diminisher typically displays some or all of the following behaviours:

  • Micromanage things
  • Do most or all of the talking at team meetings
  • Have the answers and ask few questions
  • Be judgmental and critical of others
  • Create stressful environments that often do not feel safe
  • Take fast decisions (as opposed to getting everyone buy in)
  • Drown the team with new ideas and initiatives

So here are a few questions to ask yourself and reflect on:

  • How might I be shutting down the ideas and actions of others, despite having the best of intentions?
  • What am I inadvertently doing that might be having a diminishing impact on others?
  • How might my intentions be interpreted differently by others?
  • What messages might my actions actually be conveying?
  • What could I do differently, that would make more space for the to contribute and grow?
  • These questions can be tricky to get feedback on from your direct reports, for obvious reasons. But what you can ask when there is the right opportunity is: Is there anything that I could do differently that would help you do a better job?

And then listen very very carefully.

Check out Lis Wiseman’s book for yourself: Multipliers, Revised and Updated: How the Best Leaders Make Everyone Smarter

This the twelveth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you? You can read other posts in this series on Mike’s blog.

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of is model, don’t forget to check out Mike’s online courses where you will find a lot of great tools, resources and knowledge on Leadership Development and The Service Profit Chain.

Are you a Multiplier or a Diminisher?

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If you want to reap the full benefits of your investment in training courses, you need to make a plan for what you are going to do when the course is over, because that is when the magic really happens.

We know from the 70:20:10 model that most of our learning comes from what we do on the job. That is the 70%.

And we also know that if we always do what we always did, we will always get what we always got.

And even that is not quite accurate because research shows that if we just do what we do, without trying to get better, we will actually regress, and gradually get slightly worse. But that is another story.

So we need to inspire our team members to do something different than what they have always done. That is why we send them on a training course.

But if these training programs are just seen as an entertaining stand-alone event then they do not help us much, except maybe for a few high performers who have the drive to take the materials and build their own implementation program.

So assuming that only a few of our team players are so called high performers, we then need to manage how we can best support the ‘normal’ team members in actually trying out their new knowledge, experimenting, getting feedback and gradually improving in order to ultimately get really good at whatever it is they learnt on the training course. That was, after all, the objective of the whole exercise.

Your approach makes a difference.

The key differentiator in this post-course learning phase is the team leader or the immediate supervisor.

Immediate supervisors, whether they are CEOs, VPs or floor managers come in basically two categories: Multipliers and Diminishers, writes Liz Wiseman, author of the book “Multipliers”.

Multipliers are essentially leaders who make everyone around them smarter, they consciously invest in the success of others. Their basic attitude is that people are smart and will figure it out and when they do, they become even smarter.

Multipliers ask lots of questions – Diminishers have all the answers.

Diminishers, on the other hand, create dependency. They often jump in and save the day. They drive results through their personal involvement and they are never shy to remind everyone how much smarter and more capable they are. When they do that, they drain the energy and motivation from everyone around them, and ultimately that reinforces the dependency.

Multipliers make sure that we get a high return on our training investment whereas diminishers time and again end up reducing all the time and effort that has been invested to nothing.

The key to being a great multiplier is to get people to think for themselves. They will never develop that ability if you always tell them what to do and how to do it. Learning means exercising some degree of choice, as opposed to working to a predetermined script. When you exercise your choice, you have an experience. That experience gives you feedback on how well you did. For most of us, this is a deeply motivating process. So building our capacity based on what we learnt on the course means trying things.

So the multiplier makes sure to hold a debrief meeting when a team member ‘returns’ from a formal training program. The purpose of the debrief is to establish what the team member is now going to work on in order to reinforce and build on the knowledge or inspiration that has been given in the course.

You’ll never change your life until you change something you do daily. The secret of your success is found in your daily routine.
– Johan C. Maxwell.

As with so many other new things, baby steps are the key. Don’t try and implement everything at once but make a plan. It’s the good old 20/80 principle again. What would be a small thing from the course that would make a big difference? That is a great starting point. Once we have that up and running, we move to the next item on the list, and step by step we build our capacity and performance. Use the GROW model to set it up.

So are diminishers evil egotist? No, most diminishers don’t even realise that they are draining the team. They actually mean well. They think they are being helpful. Next week, we will take a closer look at how not to fall into the trap of becoming a diminisher.

Check out Lis Wiseman’s book for yourself: Multipliers, Revised and Updated: How the Best Leaders Make Everyone Smarter

This the eleventh blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you? You can read other posts in this series on Mike’s blog.

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of is model, don’t forget to check out Mike’s online courses where you will find a lot of great tools, resources and knowledge on Leadership Development and The Service Profit Chain.


A great course gives you just 10% of what is needed to grow the team.

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Participants attending the GROW leadership course

Quite a few years back now, the Center for Creative Leadership developed the 70:20:10 model for learning and development. The research behind the model shows that most of our learning (70%) stems from hands-on, on-the-job experiences. We mainly learn from what we do.

When we learn from others, it is typically in the form of coaching, mentoring and various forms of collaboration. This accounts for roughly 20% of our learning, and finally, the last 10% of our learning is based on courses, books, lectures etc., what we also call formal learning.

This then raises the question: Should we just forget about the formal part? Are courses and books just a waste of time?

If we look at the research on how high performers learn and develop, it becomes clear that there is a pattern.

High performers are typically quick to grasp the basics and when it comes to new learning, they often get this in the form of more formal structured courses, training or books.  The 10% is their foundation. That is what they use to build their development on.

What makes them high performers is that the new knowledge inspires them and drives them to want to practice. They spend hours trying out their new learning. Through trial and error, self-testing and feedback, they gradually improve their capability.

They are also not shy to seek the support and help of colleagues. They may even take a coach for a period in order to make sure that they really get to master whatever the new skill is (Just look at any top performer in music, acting or sports and you will see exactly this pattern). They are not born like that, they work hard to get there.

It is their drive to improve that makes them high performers.

So back to the question about formal courses. Do we need them?

Yes, we do.

Because we need that basic input, that initial inspiration. But we must understand that if we do not reinforce the message and help set the scene for the additional 70% on the job learning and the 20% collaborative learning or coaching, then we have wasted our time and efforts. 

That means that if you, as a manager, have had one of your team members on a course, you need to think about how you are going to support that person in developing and improving their skills, building on the foundational knowledge that they have acquired on the course.

Most of them are probably not what we would define as high performers, they are just great team members. And therefore, they do not have the drive or natural inclination to do this by themselves.

The knowing-doing gap
The first step in that process is to have a follow-up conversation with your team members when they return from the course.  What have they learnt and most importantly, where do they see the knowing/doing gap? What is it that they now know, but that they are currently not doing?

How can you then, as this person’s manager, make sure that your team member gets to practice these new aspects? This takes us back to our famous GROW model.

If you have forgotten what that is about, check it out here.

You multiply the value of the course experience by at least 10 times if you help them actually implement what they are learning. But don’t forget, no feedback, no learning.

If you want to further maximise their learning, make sure that they team up with one or two others who also did the course and have them form an action learning triad or let them have the support of an experienced coach. That way you will also make sure you have covered the 20% that comes from collaboration and/or coaching.

In my experience, this is the way to create sustainable change. The key is not the learner as much as their immediate supervisor.

In this context, the immediate supervisor comes in one of two basic types: the ‘Multiplier’ and the ‘Diminisher’. Being one or the other makes all the difference, as I will explain in next week’s post.

This the tenth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you? You can read other posts in this series on Mike’s blog.

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of is model, don’t forget to check out Mike’s online courses where you will find a lot of great tools, resources and knowledge on Leadership Development and The Service Profit Chain.

The secret to faster team development is a shorter year.

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Seriously.

Let’s first deconstruct how do you know what to work on in order to ensure that you and your team are developing?

One way to get a grip on that would be to ask yourself: “If I was doing this reflection one year from now and looking back on the year that has passed, what should have happened during this past year in order for me to feel that I and/or my team have made serious progress?”

Because as Peter Drucker famously said: “What managers manage is change. The rest is admin.”

So that is the project.

That is what needs to change in order for you and/or your team to feel that you are actually developing. And as I have written about earlier, development is not only important because it means that we are making progress, it’s a key to our well-being, motivation and job satisfaction

But a whole year’s worth of change is a lot of change. So what typically happens is that we undershoot the runaway and don’t get to where we wanted to be. It was a nice dream.

We fall short of our own expectations.

The problem is not that we are being over ambitious, we need to be ambitious. The problem is that we are trying to chew off too big a bite.

So now ask yourself the same question but reframe it to just 3 months, the magic 90 days: If I was doing this reflection 90 days from now and looking back at these 90 days that have passed, what should have happened during these 90 days in order for me to feel that I and/or my team have made serious progress?

This is a horizon that is within our reach, we can almost see the contours of the finish line as we get going. It’s not that far, we can do this. We have set a goal that we can see ourselves completing within a reasonable time frame.

So personally I have given up yearly goals and targets. I have a long-term plan, which is more a direction that I am heading than it is a measurable goal. With that direction in mind, I work in 90-day sprints. It gives me a completely different sense of accomplishment.

Try it out for yourself.

And if you need more resources to get you going, here are my favourite tools:

Best self 90-day planner – This is at the core of my productivity.

If you would like to study this 12-week-year principle more in depth, here is a great book that originally inspired me:

The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months

This the ninth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you? If you would like to read other posts in this series, don’t forget to check out Mike’s blog.

How to replace the drama with real learning

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Have you found yourself binge-watching the Netflix series or impatiently waiting for next week’s Scandinavian Noir episode to come on screen?

If you have, it is probably because you were attracted by the unfolding drama.

So let me quickly show you how it is done.

All the great stories are built on the same principle. You need three elements. A victim, someone who get into trouble. And in order for that to happen, we need a persecutor, someone or something that does the bad stuff. And then of course, we need someone to save our poor victim, a hero.

That in all its simplicity is the mechanics of the drama triangle. And if you pay attention, you will see that many of your favourite books and films follow that structure.

Now if you would like to spice this up a bit and make it run forever and ever. You let the participants change roles. Suddenly the hero is the victim. The persecutor becomes the new hero and the former victim is now the persecutor. If you have ever had the opportunity to watch Elisabeth Taylor and Richard Burton in “Who’s afraid of Virginia Woolf”, then you will recognise that this is what unfolds for the two riveting hours the movie runs. It is a masterful demonstration of the drama triangle.

Great entertainment, emotions all over the place, but no learning and no solutions.

Unfortunately, many of us chose to play out these drama triangles in our own lives with the same result. Lots of emotion no solution.

We make victims of ourselves as we complain about traffic, the boss or the weather. We call our best friend each Friday evening and once again ask so how is the job going, well knowing that it will be the same sob-story as last week (The job is a disaster, the boss is an idiot etc.) but we satisfy our inner hero by encouraging our poor friend to tell that story again and again.

Or even worse, we give space to our inner persecutor by criticising a spouse or colleague only to turn around the next minute and be their hero by telling them not to take it so hard etc.

On and on it goes, you probably have your own version.

Just watch in your next management meeting, how this unfolds time and again, and how you already know who is going to play what role. Only here there is not much entertainment because we know the script and it is so, so boring.

We need to break the habit and stop playing this game with each other. The trick is to make a conscious decision to GROW out of it. There are no constructive solutions in a drama triangle. And the way to stop it is to ask yourself or your colleague the magic question: What would you like to do about it? Or what do we need to achieve?

This is where the GROW coaching process comes in handy. It is your magic wand that instantly dissolves the drama triangle:

  • What would we like to achieve? (Goal)
  • What is the current Reality?
  • What are our Options?
  • What are we going to do now? (Will)

Every time we find ourselves in one of the three drama triangle roles, we need to apply this simple but powerful process. It stops the drama, creates solutions and furthers our learning and development.

And all it takes is one simple question: What would I like to create?

This the eighth blog post in a series where Mike is exploring: Why and how to develop not just yourself but also the people around you?

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of the Service Profit Chain, we have a special treat for you:

For this month only, you can access The Essential Leadership Instrument course on Mike’s training library for FREE using this coupon A2A3HUVRWV. It is only available for the first 50 people so first come first serve! Sign up HERE!

Honest feedback that propels you forward!

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There are many ways to make sure that you learn and develop. Last week, I wrote about setting up a mastermind group as one way. This week, I would like you to consider coaching.

Great coaches can do much more than just influence behaviors; they will be an essential part of the leader’s learning process, providing knowledge, opinions, and judgment in critical areas. Which brings us back to the key issue of honest constructive feedback. For many managers, their coach may be the only place they get totally honest unfiltered feedback, from someone who only has their best interest in mind

To begin this process, you need to start the search inside of yourself. No amount of coaching is going to do you much good unless you are highly motivated to change, develop and or learn whatever the case may be.

Part of motivation includes being very clear with oneself that the only time any real learning and development occurs is when we are slightly outside our comfort zone.

“Executives who get the most out of coaching have a fierce desire to learn and grow.”
– HBR survey

Bottom line, do you really want to change and are you prepared to suffer a bit as you do?

If not, forget it.

Assuming that you are ready, you need to be very clear about what it is you would like to be different.

What is the challenge that you are facing? Is it a skill set your need to build? Is it behaviour that you would like to change? How will you know that the coaching has been successful?

Most good coaches work with a specific methodology and within certain fields, and the more clear you are about what it is you would like to work on, the better the chance of finding the right ‘specialist’.

Where are the good coaches?

I have still to come across a good web based ‘find a coach’ service (There are endless directories/listings but that is not much help. What is needed is a review based neutral service, a TripAdvisor for coaches if you like; if you know of one please do let me know). So as with so many things, you need to use the word of mouth method and start asking around.

Reach out to people you know and trust who might be able to recommend a good coach. Ask friends and colleagues, post on Facebook and LinkedIn. Once you start getting some names, you check them out in more details for fit.

A few good questions to ask the person referring a coach:

  • What specific things did their coach help them do?
  • Was there goal setting and were those goals clearly met?
  • What was the most valuable (or a couple of the most valuable) thing they got from the sessions?
  • Did they see a direct impact on their business because of the coach?
  • Did they genuinely enjoy working with the coach and if so why?

Eventually, you end up with maybe 3-5 possible names.

Then you schedule a first conversation with each of them. Most coaches worth their salt will give you a first conversation or shorter session for free. The reason the good coach will do that is that they too need to assure themselves that there is a good fit. (Personally, I turn down as much as 25% of the requests I get because I am unsure about the fit.)

“Good chemistry is a decisive factor in establishing a productive coaching relationship.”
– HBR survey

Online or face-to-face coaching?

Five or ten years ago it would have been a no-brainer. Coaching was almost per definition a face-to-face process. Today that is no longer the case. Face to face is still great but there are a huge amount of people out there who are benefiting enormously from coaching that is either done via SKYPE or even phone.

The perfect coach for you online/phone is in my view still much better than a so-so fit that you can meet with personally.

From a financial point of view, it is also my impression that you get more coaching for your money when you go online as the coach does not have to calculate travel time and expenses into their fee.

So what is holding you back?

Ask yourself that first crucial question. If I was reflecting on this a year from now and looking back on the year that had just passed, what would have happened this past year in order for me to feel that I had made serious progress?

And off you go…


This the seventh blog post in a series where Mike is exploring: Why and how to develop not just yourself but also the people around you?

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of the Service Profit Chain, we have a special treat for you:

For this month only, you can access The Essential Leadership Instrument course on Mike’s training library for FREE using this coupon A2A3HUVRWV. It is only available for the first 50 people so first come first serve! Sign up HERE!

How are you getting your feedback?

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In my previous posts, I have been stressing the importance of feedback and reflection. In a nutshell, you can say that without feedback, there is no learning or progress.

So if you are interested in the people around you actually growing and developing, you need to give them feedback.

But what about you, where are you getting your feedback?

If you are very lucky, you have a great boss who understands all this and who provides both coaching and mentoring for you.

Alas, for many of you, that is not the case.

What about the team then? Only in the best of cases can you rely on your followers to provide feedback in the positive, constructive way that you actually need to improve at anything. Ask your followers: “How am I doing as your boss?” Put your people in a very difficult position, unless there is an exceptionally high level of trust. The one question that sometimes produces relatively honest feedback is: “Is there anything in your view that I could do differently and that if I did would make your life/job easier?

But most of you will need to source your feedback in other ways if you want to make sure that you are continuing to learn and grow.

As one manager said me to yesterday, “It’s frightening I just realised that at some point, way back, maybe 10 – 12 years, I stopped developing and growing as a leader. Since then, I have just been in firefighting problem-solving mode, basically using the same approach day in and day out. Lots of management, very little leadership.”

Bingo. And he is not alone.

“Anyone who stops learning is old whether at 20 or 80. Anyone who keeps learning stays strong.” — Henry Ford

So what are your options?

Start a mastermind group. This is one of the most effective ways to support your now development. Find 2-3 other people either within your own company or from other companies that are also interested in developing as leaders and set up a group. This can be a physical group or it can be in a virtual group working online. I have tried both and both work well.

In my view, a mastermind group is very similar to an action learning group (‘Mastermind’ somehow seems to be the flavour preferred at the moment). The principles are the same, you get together with a small group of people who are all committed to supporting each other’s learning. Each of you formulates a leadership challenge that you would like to work on.

The group needs to agree how often it will meet and for how long and over how many weeks/months. I have participated in many variants, 90-minute meeting every other week, half-day meeting once a month or any other variation that would work for you. What is important is that there is a regular rhythm to these meetings and that they are not canceled or postponed. If you sign up for a mastermind, you also commit to attending, come hell or high water.

It is a good idea to agree upfront on how many weeks this will run for so that the session have a natural ending. Otherwise, they tend to go stale. My preference is the 90-day model. I generally like to work in 90 day ‘years’.

Mastermind groups can be facilitated by a coach or they can run as self-organising. As a facilitator/coach, I run a number of these groups online and it works very well. Drop me a line if you are interested in learning more. New groups will start this summer.

There are many ways to run a mastermind group. This is how I do it:

  1. Agree the time. I.e we will be working here for the next 90 minutes (These meetings should not be allowed to just run on endlessly. They have a start and a finish time).
  2. Check in. Each participant takes 2-3 minutes to respond to the question: How is life and what would you like to talk about today?
  3. Depending on the time allocated, the remaining time is divided into equal chunks, and that is the time slot for each participant (If you are self-organising, the timekeeping is the most difficult and should be assigned to one person or your take turns. But it is important to avoid that the last person is left with 7 minutes).
  4. Take turns in the hot seat. Each participant starts out by describing the issue that she would like to discuss. The other participants try their damnedest TO NOT GIVE SOLUTIONS but to stay curious and ask plenty questions. A good framework to have in the back of your head as a participant is the GROW Model. As that person’s session comes to an end, ask the person in the hot seat: What are you going to do next? What is your commitment until our next session? If there is a facilitator, it can be a good idea to make a note and follow up with participants at the next meeting.
  5. Close the session by doing a quick check-out round answering the question: What was your key takeaway from today?
  6. Confirm or reconfirm the next session

It’s a simple process, but you will see that it is incredibly powerful. Not only does one learn and grow, it makes a big difference in moving difficult projects and challenges to a conclusion. Try it! You will see for yourself.

If mastermind groups are not for you, you could consider finding a coach or a mentor. I will develop ways to do that in next week’s post.

This the sixth blog post in a series where Mike is exploring: Why and how to develop not just yourself but also the people around you?

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of the Service Profit Chain, we have a special treat for you:

 

What kind of manager are you? A,B or C?

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We all learn from the feedback that we receive. That is probably no surprise. Your golf stroke is hard to improve if you are blind-folded, you need to see where the ball lands in order to correct your aim. That is one aspect of feedback.

To get really good, we need more than our own observations in order to improve. We need feedback from others who are also observing what is going on. Maybe even someone who encourages us to believe that we can do better than we thought possible ourselves.

So imagine the following scenario.

We take three people. Stand them in a line next to each other and in front of each of them place a bucket at about 5 meters distance. Once they have seen the bucket, we blindfold them and hand them another bucket with 10 tennis ball in it. Their job is to throw the tennis balls and get as many of them as possible into the bucket.

Each person is assigned a manager. And each manager has been instructed to behave (manage) slightly different.

On team A, the manager makes no comments as each ball is thrown but will just count how many balls are in when the session is over and will give the team member a performance review based on that. In this case, the only feedback the team member gets is the sound of the tennis ball hitting or not hitting the bucket.

On Team B, the manager has been instructed to comment on each throw and if it is not in the bucket then point out what the problem is. “Too far, too short, again! way to the side etc.” If the ball is in, the comment is just: “It’s in.”

On Team C, the manager has been instructed to give more detailed feedback on each ball combined with encouragement. “That was just 10 cm too far left but otherwise great shot, try again. Take a breath and focus etc.”

You can try this experiment for yourself. I often do it with larger groups of managers. But you probably do not need to perform the experiment to guess who of the three consistently gets most tennis balls in the bucket at the end of the day.

It’s pretty elementary my dear Watson, as Sherlock would say, but despite that, if you ask employees or middle managers, they are going to tell you that type A or B managers are much more common in their life than type C managers are. From a performance point of view, that is problematic. If we don’t have a positive constructive feedback culture, we will be underperforming, it’s that simple.

So the big question you need to ask yourself is what kind of manager are you?

Take it a step further. Imagine we added a four team, Team D. And here the instruction to the manager is. No matter what happens, just praise and be positive. But no detailed feedback. So this would sound like “Yes! Well done. Wonderfull. Wow!” and so on…

Now I am not suggesting that many managers are giving this kind of useless feedback to their people. No, the problem here is that this is the kind of feedback many managers RECIEVE from their team members. If team members do not feel 100% confident that it is safe to give Type C constructive feedback to their boss then they either say nothing or use some variants of the D style.

How effective is that going to make you? How are you going to know much about how well you are performing as their manager?

So as Ed Catmull writes in his lovely book Creative Inc, “In the beginning, all our movies suck but because we have a culture of candour, we can improve them and make them fantastic.”

You have been reading the fifth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you?

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of the Service Profit chain, we have a special treat for you:

For this month only, you can download Mike’s book Best! No need to be cheap if … for FREE using this coupon JLXW8P9QSE. It is only available for the first 50 people so first come first serve.

Download the book here!