The secret life of salesgirls

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Who makes the best salesperson? A cheerleader.

The drug industry is so systematic about recruiting cheerleaders that the New York Times writer Stephanie Saul wrote a feature about it, spotlighting women like Onya: “On Sundays she works the sidelines for the Washington Redskins. But weekdays find her urging gynecologists to prescribe a treatment for vaginal yeast infection.”

There are some suggestions that the cheerleaders became the substitute for the now-illegal freebies that drug companies used to give doctors (like trips to Tahiti). Now drug companies persuade doctors to prescribe drugs by lending them the presence of a hot salesgirl.

Lynn Williamson, the cheerleading coach at the Univeristy of Kentucky, says that it’s not just that the woman are dreamy. Williams thinks that cheerleading talent does, in fact, correleate with talent for sales: “Exaggerated motions, exaggerated smiles, exaggerated enthusiasm – they learn those things, and they can get people to do what they want.”

Williamson is not alone. Spirited Sales is a recruiting firm that specializes in cheerleaders. Here’s a quote from their web site: “Spirited Sales Leaders has a database of thousands of self-confident, outgoing, responsible and enthusiastic young men and women from around the United States with varying levels of B2B sales experience.”

The web site also talks about how cheerleaders have a track record of leadership and success. This actually rings true to me. I mean, athletes are coveted by many recruiters because athletes do better in business than non-athletes. And cheerleaders are, in many aspects, just like these athletes; but cheerleaders, unlike athletes, are consistently outgoing and good-looking. And good looks give people an edge in business, as well.

So who’s the smartest hire you can make for your sales team? A cheerleader. As long as she can meet the demands of the job.

And what happens when the best girl for the job goes to work every day? She gets hit on. Constantly. And even when it’s not a direct hit, it’s a guy who is married and bored and not bored enough to cheat, but definitely bored enough to take too much face time from the salesperson while he’s making a purchasing decision.

Not convinced? According to the Times article, an informal survey showed that 12 of 13 medical saleswomen said they had been sexually harassed by physicians. And if you think it’s only physicians, you’re wrong. It’s even Hewlett-Packard board members.

So here is advice to women in sales:

1. It’s not your fault.
It is totally common to get hit on at work, especially if you are a cheerleader type. You are not provoking this behavior. You are being you, and men like you. Do not feel bad about this. And, definitely don’t wear dowdy clothes just becuase the men are hitting on you. Anyway, women who totally downplay their sexuality are seen as less competent.

2. Use it to your advantage.
Men who are attracted to you are more likely to buy from you. So what? Men who like to play golf are more likely to do business with other men who play golf. People have been given unfair preferences forever. Be glad you are the recipient of some of this. If the guy wants to talk with you for too long, fine, as long as he buys something. That’s what salespeople get paid to do: Connect with the customer and talk until they buy.

3. Don’t date someone who is married.
The truth is that the guys who will be most interested in you are the ones who are married. They are not going to leave their wife and kids. They just want something a little more interesting for a little bit. This is a waste of your time. This person is not emotionally available and he is a sponge for the fun, exciting, full-of-possibilities stage of life you are in. Don’t let him ruin it. Sell him something and leave.

4. Dating good dating material is fine.
If you are selling to a really good guy, and he’s single, dating him is fine. But then try to give his account to someone else on your team. Otherwise things get too messy.

5. Don’t put yourself in danger – from the guy or from human resources.
If the guy touches you and you don’t want it, tell him a clear no right away. Don’t worry about losing the sale. If, after you tell him no, he touches you again, leave and don’t go back. Ever. Do not tell human resources if you can help it. The job of human resources is to protect the company, not you, and when you have a harassment complaint, you are a problem to the company. This is not good news. I hate to have to tell it to you, but it’s true. Here are some ideas for what to do instead.

The good news, though, is that outgoing, good-looking women can have great careers in sales — or anywhere else they want to go. So go into the workforce with talent and ambition and create the life you want. Really.

HT: Ben and Dennis

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Google Guy: Ace the behavioral interview

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By Jason Warner — I’ve been interviewing people for a very long time. Sometimes I think maybe too long. You have to go back to my very first recruiting job at Microsoft to understand. This was when Microsoft was The Place to Work in the Technology World, circa the mid 1990s.

In this well-defined and very measured job, my objective was to interview candidates 7 hours a day via the telephone. Sometimes it was 8 or 9 hours a day, but on average it was 35, one-hour phone interviews per week, for an average of 7 hours a day. Because of this experience, I’m pretty sure that the limit of human capabilities when it comes to interviewing is an average of 7 hours a day. Anything more is perhaps dangerous.

Now, most professional recruiters would call this phone-screen-Hell. I suspect many of the candidates may have felt that way also, come to think of it. In essence, I would sit at my computer, headset perched on one ear, and interview until late in the day at which point my brain began to melt, all while tapping furiously on my keyboard to take notes.

I did this job for approximately 18 months, which is pretty remarkable given how tedious it was. By my math, I did approximately two-thousand, six-hundred and twenty five interviews during this part of my career (and I’ve done probably half that many again since). That is a lot of interviews. So I got pretty good at it.

One of the things I learned during that time was to structure behaviour interview questions, so I could determine what a candidate’s competencies were. These competencies have names like “Interpersonal Savvy” and “Planning and Organizing” and “Drive for Results” and the theory is that they are supported by behavioural examples – times in a candidate’s life when they’ve demonstrated behaviors which reflect these competencies.

Lest I bore you with HR theory and practice, what I’m getting at is that knowing how interviews are done will make you a better candidate, and one of the keys to any interview is structuring your answers correctly. I’d say less than 3% of all candidates frame up their answers in this way, and the ones who do really stand out. That should be you.

Not every question will be best suited to this approach, but it works well on any of the questions that start with phrasing like, “Tell me about a time when…”. I know, you hate those questions. But here is how to answer them.

Many of the questions you are asked can be answered using a 4-part sequencing to your answer. An easy way to remember this is an acronym called SARI, and it stands for Situation, Action, Result, and Interesting Features. You can remember it by considering if you don’t learn this interview technique you may be SARI.

So, let’s say that the question is, “Tell me about a time that demonstrates your leadership capabilities…” You should structure your answer like this:

Situation: Explain the situation in a way that gives the interviewer context. Less detail is better, but give enough detail to paint the picture.

So, in our example, you might say, “I was transferred into a new department at work, and had to take on a whole new team. One of the key factors was that morale was really low because the department was not resourced properly and turnover had spiked.”

Action: Here is where you explain what you did. Note that I said you, not we. Referring to the action in terms of the intangible “we” is one of the most common interview mistakes I see. You are the one interviewing, so your answer should describe specific behaviors that you actually did.

In our example, you would say, “So the first thing I did was to schedule 1:1 meetings with everyone, to really understand what the issues were, and what was troubling with the team. I also asked them what they thought I should I do, and what the biggest challenge was that each of them faced. I then followed up with everyone as a group. And the most important step I took was I took action quickly against the issue that was causing the team the most grief…”

Result: Here’s where you share the net result to the business. You should quantify this with numbers or other business metrics, even if they are fudged or fuzzy. It probably goes without saying, but always try to pick an example where the net result was positive. (Hey, you wouldn’t believe the things I’ve heard.)

In our example, something like this, “The net result of my leadership actions was that morale was significantly improved after 60 days – you could just feel the energy in the department. Most importantly, we reduced turnover from 40% annualized to zero during the first 6 months…”

Interesting Features: This where you tell the interviewer something special and/or memorable about the story, so that they really remember it. If you can, tie it back to competencies to strengthen your answer.

“I think this example really demonstrates a servant-leader approach to generating business results. In fact, my team still talks about the turnaround today. I am proud of this example because I think it demonstrates strong leadership.”

So, by now you are probably thinking, “This is great, Jason, but there’s no way I am ever going to remember all this in the middle of an interview…” And you are right, unless you practice.

This is easy to practice. Simply have a friend or your significant other ask you a few “Tell me about a time when…” questions and then practice answering them using the 4-part sequence SARI.

After just a few questions, it will become second nature.

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5 Ways to stop being late

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The reason I know so much about being late is because recently, I have been late a lot. So I have been telling myself that each time I am late I have to honestly think about what sort of behavior is causing me to be late, and write it down.

The write it down part is important. For me, writing something makes it more serious. Like I am taking more responsibility for changing something if I write it down. I know I am not alone in this.

I see blogs about losing weight and sticking to a budget, and those people say that blogging about it helps them stick to a plan. I think being on time is a similar type of goal in that you have to think about it every day in order to make a real change in your life.

Hopefully I will not end up writing a whole blog about being on time, especially since there’s such a good one already. Hopefully a post will be enough to get things back in order….

Here are things I’ve come up with for myself:

1. Schedule the event into your calendar.
If you block out time to be somewhere then you won’t be doing something else when it’s time to go. I amazed myself when I tried to do this. I discovered I had enough on my schedule to last 48 hours a day. It would have been impossible for me to be on time for anything.

(Note: If you are a person who is about to recommend to me that I read Getting Things Done in order to be better at time management, here is a link you might like.)

2. Practice saying what you need to say.
 Here’s a great thing to say: “Excuse me, I hate to cut you off, but I have an appointment.” It is hard to cut someone off, but they will respect you for sticking to a schedule. The higher up you go in corporate life, the stricter the people stick to a schedule. The good news is that this means it’s perfectly acceptable in work life to say this short speech. Get comfortable doing it at work and then you can do it at home, too. Often saying no takes forethought and practice.

3. Be a time pessimist.
Assume everything will take a little longer than your first estimate. This will either make you right on time for everything, or it’ll make you a little early. People who run early are calm, organized, and always ready. Not a bad place to be.

4. Prioritize.
Some people are late because they simply don’t have enough time to do everything. The only way to change this is to stop doing so much. Face the reality that you cannot get your whole list done. Figure out what’s most important and just get that done. Tell the people who depend on you – like your boss — that you can only do what you have time for, and things at the bottom of the their list of priorities will not get done: a reality check for everyone in your life.

(Another Getting Things Done note: The only people I know who are really good at prioritizing have read the book. Here’s an overview of the book for the uninitiated.)

5. Be honest with yourself.
Why do you let yourself be late? It is disrespectful and makes you look unorganized and out of control. Why are you not getting control over your time. So much about being on time is actually about self-knowledge. Often, we are scared to make the decisions that we must make in order to get control over our time and become someone who runs on schedule. But there is no other way to run a life. To run on schedule is to plan the life you want to live and execute that plan.

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Friday smorgasbord: Estimate your real age and ability to contribute at work

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It turns out that young people are poised to significantly increase workplace productivity. But, before we get to that link, here are links to help us redefine age and rethink what engagement looks like at work.

1. Recompute your age
Here’s a new way to think about which generation you are part of: How many social media tools you use. Really.

Margaret Weigel, who manages research about media at MIT, introduced me to this idea, by way of commenting on this blog, and now I’m hooked. Weigel writes: “I mark generational differences by media use, not by age. There are gamers, there are bloggers, and then there are those who post every waking moment of their lives on FaceBook, YouTube, Flickr.”

This is a way to explain why people who are twenty years old and leaving voice mails all day are older than their age. It’s also a way to explain why I think of Obama as a gen-Xer. He has 48,000 friends on MySpace – double any of the other candidates for President.

2. Commitment is personal investment, not time investment
Sylvia Hewlett’s broad sweeping study showed that baby boomers are much more willing than younger people to put in excessively long hours at work. However Personnel Development International finds that hours spent working have no direct correlation to commitment to work: Generation X is actually more committed to their work than baby boomers.

(Maybe this is because Gen X job hopped more and job hopping leads to more passion and more passion leads to more engagement at work.)

3. Collaboration is the next frontier of productivity
Ironically, the baby boomers are the ones who have done all the research about how important and effective teams are, but the baby boomers generally don’t like working in teams. My favorite link of this week is from Mike Griffiths at Leading Answers about the wide-reaching data about how incredibly collaborative young people are at work.

It looks like the real productivity is not going to come from hours spent working, which is how the older people in Hewlett’s study think of productivity. But from the collaborating tools and the people who use them intuitively.

What to do with all this? Companies should make sure that people who don’t understand collaboration get out of the way in the workplace.

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Coachology: Get better at dealing with email

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Knowledge workers can spend about 40% of their day on email, not just reading and replying, but also searching for an email they want to reference. So it makes sense that we are always looking for ideas to make dealing with email faster.

Here’s one: Get a coach.

The three biggest problems with email are: There’s too much, the quality is low, and we don’t share best practices. Mike Song is an email coach, and author of The Hamster Revolution: How to Manage Your Email Before it Manages You. He spends his days teaching people to overcome these problems.

For example, if you improve quality you get fewer emails back looking for clarification. Here are some ways to write higher quality emails:

1. Write a better subject.
Tell people what kind of mail it is by using descriptions at the front such as: action, info, request, confirmed, or delivery, as in, “Delivery: Bio you requested.”

2. Put the whole message in the subject line.
If it’s short, then the person won’t have to even open the email. But you need to tell someone that the message ends in the subject line, so try marking the end of the message with something like this /EOM

3. Structure the body of your message well.
People are not reading whole messages. They are scanning. If it’s a longer email, put a quick summary up top, and if there is an action required, summarize the action up top. Also, use bullets to describe the background. This will be easier for someone to scan and it will force you to be more concise.

Mike coaches individuals and workplace teams on how to use email more effectively. He has worked with people at Pfizer, Hewlet Packard, and Capital One. What struck me was that he can typically save someone ten full days a year by making them more effective with email.

Some of this saved time comes from the fact that email affects everything you do, because so much of your daily diet of information comes via email. So his recommendations go beyond just the email message itself.

For example, people waste a lot of time looking for information. (I do this, by the way. I had a file of links to use when I wrote about email. Where are they? I don’t know. It took me ten minutes just to find this one at TechDirt.)

Mike describes my problem on the nose: “People have a lot of overlap in terms of the folders they use and then people can’t remember where they put something.”

So I asked him what to do. He recommended just four categories. Which I confess makes me nervous, but I can’t say that my current system of ten thousand folders is working very well…

Okay. So here are the details of the free coaching:

Two different people will get email coaching sessions with Mike. A session lasts about three hours. But (this is sort of a big but) he is going to do it at your company, so you have to be in Connecticut, New York City or Boston to get free coaching from Mike.

Here are some other things. He wants to coach your team – so that you all learn to send email to each other better. Mike says that most people are totally annoyed by each others’ email quirks, and you can decrease a lot of time spent on email by getting teams to work together to send better emails. And, one more thing, any size team is okay, but your team needs to be using Outlook.

If you want to get this free training for you and your team, send an email to me by Sunday, March 11.

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Hey, it’s time to pre-order my book!

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Today’s the big day that I announce my book. It’s not out yet. Not until May 22. But today is the day I put the photo of the book cover on the blog and tell you that you should pre-order the book. Yes. Please do that.

But what I’m really going to do today is tell you about career change. Because that’s what I did when I wrote this book. It wasn’t the kind of career change where I was a ballerina one day and a construction worker the next. I mean, I had been writing a weekly column for five years. So writing a book shouldn’t be a stretch after that.

But in fact it was a big stretch. Writing a book is very different from writing a column, and that was a problem.

After five years as a columnist, I was pretty confident in my ability to turn out a career tip in 600 words. So I waited until a month before the book was due, locked myself in a room, and threw together a book. Then I danced around my New York City apartment crowing about my brilliant authorship. For about four days. Until my editor got back to me with a hand-delivered letter that said, basically: This manuscript sucks.

So, maybe you think if you got that letter, you would immediately hunker down and fix things. But that’s was not so easy to do. I was used to my editors telling me how great my column is. How popular it is. How funny I am. You get used to being really good at something and you don’t really want to hear anything else. It’s hard to start over at something and be just a beginner.

So I spent about four months whining to my agent and saying I write how I write and I’m not changing it to pander to some editor and I think I’m just going to get a corporate job. I said that a lot – like, maybe twenty times.

This is what change looks like: kicking and screaming. Because change when everything is terrible looks like a great idea. But when things are going pretty well, change looks too hard.

The thing is that every time I imagined myself not writing this book, and going back to a corporate job, I got sad. I love writing so much, and I feel so lucky to be able to do this for my work. So, one day, when I was whining and complaining, my agent told me that if I didn’t write the book the way the publisher wanted they were going to dump me.

That was sobering. I did not want to be dumped. I didn’t want to go down in the book world because I was stubborn and difficult to work with. So I decided to write the book the way my editor wanted.

My editor, Diana Baroni, is good. She realized that I was being stubborn because I was scared to have to learn how to do something new. She was patient with me, and she even gave me an extra year to write the book.

Yep. You read that right. My book was a year late because that’s how much extra time I took to decide that I was going to learn to do something new. But it will come as no surprise to you that it was a great learning experience.

One of the biggest differences between writing a book and writing a column is that a book has to have a Big Idea. So the big idea for my book is that the new generation has ushered in a new workplace, and the old rules don’t apply. If you’ve been reading my blog regularly, you’ll know that I write about this all the time. But in the book, it’s very organized.

Before I got my book contract, I didn’t really write about big ideas. The process of writing the book taught me how to think bigger. And, of course, Diana was very good at keeping me from writing a lot that is just about my life and only tangentially giving career advice. (Like this post, for example.)

So look, next time someone wants you to change what you’re doing, and you think it’s just a bunch of extra work because what you’re doing is fine, think about my book. How much it taught me about how to think bigger, and differently, and broaden the range of hurdles I can approach. You can do the same. If you can be humble enough to be a beginner again.

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Video blog: Write more stuff down

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By Bruce Tulgan — We know that writing stuff down helps us remember. But we don’t do it all the times that we should. Here are the ideas that will cause you to write down more, and writing down more will help you do a better job.

[MEDIA=5]

(requires the Flash 9 Player)
iPod Video – Download

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The one skill you need for three key areas of career growth

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Emotional intelligence. This is how you will differentiate yourself at work in the new millennieum.

We can see the world shifting around us in response to the fact that tolerance for poor social skills is getting less and less. The need to fit in with a group on some level, is getting higher and higher, and the tendency to hire people people in countries with low-cost labor to do socially isolated jobs increases every year as well.

One of the most high-profile examples of the extreme importance of emotional intelligence (EQ) is the new president of Harvard, Drew Gilpin Faust. She is the first female president of Harvard, but that’s not really the big news. The big news is that her most notable qualification for the job is an ability to communicate well with a wide range of people in the Harvard community. This is an explicit nod to the fact that the Harvard faculty is no longer willing to be managed by someone who has poor social skills.

Another example is the new definition of what makes a child a special needs student. Today many children who can read at age three are tagged as needing extra help in school because of signs of poorly developing social skills. Fifteen years ago those kids would have slipped through the system as eccentric geniuses. Today social skills are seen as so important to an education that they supersede IQ in terms of educational placement.

In the past, power or intelligence could make up for bad social skills at work. Increasingly this is no longer true.

You probably overestimate your emotional intelligence. Most of us do. You could get into real trouble when your EQ is extremely low — like posting naked photos of yourself, (which, by the way, is the search string that generates the most Google referrals to this blog.) Most of us are not doing insanely stupid things. We are just doing a series of smaller EQ mistakes day after day.

At some point, if your EQ is too low, you will hit a wall. Most people notice the wall when they can’t get a job, because today, the job hunts that are most successful are based on networking skills — in other words, EQ. But here are other areas of the workplace that are becoming more and more important. And success in each of these three areas depends heavily on EQ.

1. Project management and business analysis
These are key areas for job growth in the business sector in the coming years. And while these used to be gear-head positions, today they are all about emotional intelligence. The Northeastern College of Business Administration, for example, teaches project management by focusing on three areas: planning, team management, and negotiation.

And business analysts need soft skills as well. “MBA students we employ as business analysts don’t need to come into our company being a finance guru, able to espouse the latest financial theories,” Ken Barnet of financial services firm State Street Corporation said. “What’s much more important is that they know how to analyze issues and communicate recommendations.”

2. Connectivity and creativity
This is Dan Pink’s territory. And in his book , A Whole New Mind, he predicts the workplace of the new millennium will be about how people make connections. “Key abilities will not be high tech but high touch,” he says.

And we will value the ability to make meaning and connections in a world where information is a commodity. People who can synthesize information well to create new ideas will be highly valued in the workplace. But if you are great at coming up with new ideas, and you can’t communicate them, you will find yourself in the same position as the person who has no ideas. Having the emotional intelligence to connect people and ideas effectively is what matters in a workplace that’s overflowing with information.

3. Personal productivity
There’s a reason that many of the most popular blogs are about productivity, and consultant David Allen has been able to create an empire around his idea of getting things done: Productivity is cool. It’s about information and technology and making them work well to give you a better life. It’s a concept that has become so personal, and so specialized, that at this point, personal productivity is actually unique to this millenium.

The core of productivity advice, though, is self-knowledge, which is emotional intelligence. You have to know what you want most in order to know what to do first. You have to know your goals before you can productively meet them. And you have to have the self-consciousness to exert a sane, focused self-discipline to your life.

So when people tell you social skills are everything, and emotional intelligence will rule the workplace, think about where you want to succeed. Surely it is in at least one of these three areas. That’s why each of US needs to continuously work on our emotional intelligence.

So now you’re wondering how to get more emotional intelligence, right?

“Personal assessment is all the rage at business schools right now,” says Brendan Bannister, professor at Northeastern University. Not surprising, given that EQ is the area companies say they are most focused on hiring for.

Going to business school for personal development is a lot more costly than going to therapy every week. So maybe try that first. Empathy is very hard to teach, and most of emotional intelligence includes some piece of empathy. So get professional help if you’re really deficient. And if you’ve got a lot of money, go to business school.

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Google Guy: Those photos don’t matter as much as you think

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By Jason Warner — There has been a lot of press regarding the implications for job seeker of Those Photos on MySpace, Facebook and other social networking sites. You know the pictures I’m referring to…

Most of the discussions I’ve heard on the topic are cautionary, as in, “Beware! What you post or say on the Internet could be online for a Very Long Time!”

As the leader of large corporate recruiting organizations (now Google, and before that at Starbucks) I have a different perspective.

We are in a new and unprecedented time with regard to the level of transparency the Internet creates between jobseekers and employers. More than ever before, jobseekers today know way more about the companies they might work for (and the people inside those companies, if you check OfficeBallot and Vault, for example), and employers know more about the candidates they might want to hire.

But here are five reasons that employers are not going to spend their time worrying about your unfortunate online photos – and other embarrassing antics from earlier years.

1. There is nothing any of us can do to change the behavior of college students.
From what I can tell, these, er…, activities have been happening in one form or another for as long as there have been colleges. Which is a very long time indeed. Our parents just didn’t mention it.

2. As time goes on, more and more detail about all of us will be found online.
Instead of a snippet or an indiscrete photo, there will be entire personal and professional “dossiers” about all of us and that information will be far more influential than a few unfortunate and unfocused pictures. For example, a blog is an excellent example of the sort of information that might be relevant to employers, if only to get a sense of how a potential hire communicates in writing. Half-naked underwear shots through a tequila-stained lens…not so valuable.

3. Searching for Those Photos won’t be worth our time.
As the velocity of job changes continues to move along at a rapid pace, and talent moves into and out of organizations more frequently than ever before. Most studies indicate that corporate recruiting departments are continuing to be strained to do more with less. So recruiters won’t have time to go hunting for Those Photos when there’s not much return on that investment.

4. The information isn’t relevant anyway.
Those Photos are representative of behaviors that many young candidates experience, and don’t likely correlate to on the job performance. If we have the bravery to get real about the topic, we all recognize that there a lot of things we do in private that we wouldn’t shared in public. Given the reach and permanence, the Internet just provides a smaller margin of error for revealing these natural human slips.

5. Its a slippery slope that could be bad for employers.
Today there is a fuzzy but growing distinction that companies will continue to draw between candidate professional experiences, competencies, and capabilities and their private lives and outside behaviors. It’s a line we don’t likely want to cross, because if we cross it for candidates, we may cross it for employees, and that compounds the problem to a monumentally greater degree.

In most cases, Those Photos will become a non-issue as this phase of the Internet Age plays itself out. Indeed, the leading companies in talent acquisition will continue to refine their hiring processes to become more and more scientific over time, because we now have much more data and tools to quantify what drives performance inside our companies.

However, the vast majority of selection processes at companies aren’t based on data-driven analysis as much as on interview processes that are far from scientific. So, there certainly is risk in posting Those Photos online. But that risk should diminish over time.

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Another new feature at Brazen Careerist: Google Guy

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Today Jason Warner starts guest-blogging on Brazen Careerist as Google Guy.

I met Jason when he was the head of North American Recruiting for Starbucks, and he launched a blog meritocracy.net. Then I followed his switch from Starbucks to Google and we’ve been friends ever since.

I’m really excited that he’s blogging here because I have learned so much from conversations with him. Sometimes he’s a recruiter/philosophizer, and sometimes he’s a recruiter/comedian and sometimes he’s just the guy with the inside scoop. All versions of Jason are fun and interesting, and I’m sure you’ll like him as much as I do.

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