Jonathan Farrington's Blog

One of the questions I am most frequently asked, is what are the key differences between a leader and a manager, and this is the best quote I have ever read, that succinctly describes those differences.

“There is a difference between leadership and management. Leadership is of the spirit management is of the mind. Managers are necessary, but leaders are essential. We must find managers who are not only skilled organisers, but inspired and inspiring leaders.” – Field Marshall Slim

I believe that you can buy someone’s physical presence, but you cannot buy loyalty, enthusiasm, or devotion. These you must earn. Successful organisations have leaders who focus on the future rather than cling to the past. Leaders bring out the best in people. They spend time developing people into leaders.

In my view, these are the qualities of a true leader:

• Leaders have a clear vision of what they are working towards. They don’t keep their vision a secret – they communicate it to their people.
• Leaders are consistent. They keep their principles and values at all times.
• Leaders can and will do what they expect of others. They are prepared to walk the talk.
• Leaders are not threatened by competence. They enjoy promoting people and are quick to give credit to those who have earned it.
• Leaders enjoy developing their people into leaders, not followers. They train people to take on more challenging tasks and responsibilities. They develop people’s confidence.
• Leaders don’t betray trust. They can treat confidential information professionally.
• Leaders are concerned about getting things done. They don’t get embroiled in political infighting, gossip and backstabbing. They encourage those around them to do likewise.
• Leaders confront issues as they arise. They do not procrastinate. If something needs fixing, they do it right away, even if it is uncomfortable. The longer things are left, the more difficult they become.
• Leaders let people know how they are doing. They reward and recognise performance that is above expectations and they help people identify ways of improving poor performance.
• Leaders are flexible. They welcome change. They do not stick to an old position simply because it is more comfortable.
• Leaders are adaptable. They see change as an opportunity rather than a threat.
• Leaders are human. They make mistakes. When they do so, they readily admit it.
• Leaders reflect on and learn from their mistakes. They see errors as a chance to improve their skills.
• Leaders enjoy challenge. They are prepared to take risks and encourage others to do likewise. If they fail, they treat the exercise as a learning experience.
• Leaders focus on the future, not the past. They anticipate trends and prepare for them. They develop a vision for their team and communicate it to them.
• Leaders are open to new ideas. They demonstrate their receptiveness by supporting change.
• Leaders treat staff as individuals. They give closer attention to those that need it and lots of space to those that deserve it.
• Leaders encourage and reward co-operation within and between teams.

Summary:
Without managers the visions of leaders remain dreams. Leaders need managers to convert visions into realities. For continuous success, organisations need both managers and leaders; however, as most seem to be over-managed and under-led, they need to find ways of having both at the same time. Perhaps the best way to handle this paradox is for managers to aim to be managers when viewed from above, leaders when viewed from below and to remember that the need for leadership grows as we move up the organisation. This is only one of the challenges that can make working life fun.

Today’s News: Whenever age came up in conversation, my mother had a delightful expression, she said: “Ah, but many a good tune can be played on an old fiddle” It was always said with a discreet smile and a glint in her eye, which, for obvious reasons, I always failed to pursue. That is certainly the case with this week’s winner over at Top 10 Sales Articles - someone whose tapes I was listening to twenty years ago – you can read his article here

Tomorrow:My guest is the irrepressible Tim Wakel, who always comes up with something extremely interesting and quirky, so be sure to join us.

Also tomorrow, some exciting news regarding Top Sales Experts, that you will want to hear.

Pick up a typical company report today and what words do you find? Verbs like analyse, forecast, plan, assess, and schedule, are used in pursuit of organisations that are efficient, productive, and predictable.

What set of people are required? Obviously, people who are efficient, effective, proficient, competent, productive, and co-operative.

I believe we need to go beyond – we need to be inspired, motivated, creators, who are enthusiastic and able to consistently deliver against our key objectives.

We should be developing individuals who are not afraid to challenge paradigms, who are prepared to go that extra yard in search of excellence and who understand that success is 80% attitude and only 20% aptitude.

For a group of people to remain consciously competent at optimum performance levels, they require frequent injections of stimulation, motivational guidance, prompting and directing, otherwise they can easily lapse into becoming unconsciously competent or worse, unconsciously incompetent.

The primary objective of a professional Sales Manager has to be:
“To achieve consistently superior results, through the performance of every key individual.”

The Acid Test: When thinking about your own sales force:

- Do you understand their motivators – what is driving them?
- Do you have visibility of their numbers – year to date, forecast vs. required performance?
- Activity levels – are they working hard and smart enough?
- Engagement – are they talking to the right level in their prospects/accounts?
- Messaging – are they capable of delivering an appropriate message at the right level?
- Qualification – are they only spending time on deals where they can compete and ultimately that they can win?
- Closing – are they constructing successful campaigns and closing business?

Summary:
Top performing Sales Directors and Managers understand instinctively when a situation requires them to Direct, Coach, Support, or Delegate but learning these skills takes time and practice and underpinning this advanced approach to management must be a range of core competencies…

Today’s News: I am convinced of the value of “social media” of course. I am a big fan of LinkedIn, Twitter, Plaxo et al, but I am still not getting the most out of the experience, and I have written myself a “must try harder” note. If you are like me, you will enjoy this excellent post from Brian Carroll, over at The Customer Collective: “Can a social media like Twitter boost your lead generation results?”

Earlier in the week, Jill Konrath asked this question: “Are you still trying to figure on how to get LinkedIn to work for you?”

“If so, then you need to meet Patrick O’Malley. He’s a true LinkedIn Wizard who has helped me take my profile to the next level. Check out this video.”

Click here to learn more about Patrick O’Malley, his LinkedIn expertise, coaching & training programs. He has more great articles, videos and tips on his website.  

Finally, you may also be astounded at some figures I read yesterday:

“LinkedIn adds 400,000 users a WEEK, Facebook is adding over 400,000 a DAY. Twitter has grown 900% in 6 months. A year ago, MySpace and Facebook were the same size.  Now Facebook (at 160 Million) is twice the size of MySpace and the gap is widening.

What is happening?  Business users, predominantly LinkedIn users, are adopting these other well-known platforms as a sort of “add-on”.

Twitter recently turned down a $500 Million offer from Facebook!  LinkedIn is valued at $1 Billion, Facebook was once valued at $15B (now estimated closer to $4B), General Motors is worth $2.5 Billion.  None of these make a dime.

Their value is in YOU and their relationship with you.  They are built to be sold and you go with the sale.  This is not necessarily a bad thing.  You wouldn’t want to be left behind would you?

With 30+ Million customers, LinkedIn has 350 employees and recently had to layoff 35 people.  People wonder why they can’t get their problems resolved.”

If you would like to follow me on Twitter, you will find me here

Tomorrow: I am travelling and writing next week’s blog posts on the hoof – as ever, wherever you are, have a great weekend – JF

Decision making is an essential requirement of management and the very best leaders appear able to make crucial decisions effortlessly “standing on their feet” 

According to the dictionary, the verb ‘decide’ means ‘to determine, to end, to resolve, to settle and to make up one’s mind’, while the noun ‘decision’ is ‘the act of settling, making up one’s mind’, etc. Someone in a position of power is said to be a ‘decision-maker’ and we refer to those who do make up their mind as ‘resolute’ or ‘decisive’.

The Latin root of the word means to ‘cut away’. This points to what a decision really is: to cut away the surrounding clutter, to enable one to see a path to an objective and, by taking a decision (or a series of decisions), to follow that path with all of its implications.

Here then, is a selection of my published articles on this very subject – I do hope you decide to continue reading- It’s your decision of course! Simply click on the banner below to download the FREE eBook.

Today’s News: Craig Klein’s excellent FREE five part series: “Double Your Sales In 2009″ concludes today.

Part Five, is called “Pour In The Jet Fuel” – here is an extract:

“There are good leads and not so good leads. Many times, you instinctively know the difference. Other times, you’re completely surprised by the results.

You spend a lot of money and time to generate these unpredictable results.

The leads your sales team pursues is the fuel in your sales engine. Right now, you’re pouring all sorts of different types of fuel into the tank. Premium, Plus, Regular, Deisel, etc.

No wonder the results are unpredictable. No wonder it seems like parts of the sales engine just are performing the way they should.”  You can download it for FREE here

In just a few days, he will release the entire “Double Your Sales in 2009″ series as one comprehensive e-Book. Don’t forget to register to receive the entire “Double Your Sales in 2009″ series as an e-Book here.

Tomorrow: I welcome back one of the top business development experts in the world, my friend, colleague, and the CEO of The Sales Corporation, Leslie Buterin

People may learn a great deal on development courses, but when they return to the workplace they often have difficulty integrating what they have learnt into their day-to-day work. Quite often, what they may have learnt simply slips from their minds.

We believe that between 50% and 70% of an organisation’s climate, and hence its effectiveness, can be traced to management style. Effective leaders create a favourable working environment that boosts performance. This is where coaching comes into its own. Leadership is a set of skills, competences and attitudes that individuals can develop through practice and by reflecting on their own actions and the impact this can have on others.

Most leadership programmes are too general to provide opportunities for such intensive personalised work. Coaching, by contrast, enables individuals to gain insight into their own motives, interests and concerns. These link explicitly to the challenges they face in their leadership or management roles.

Coaching can also help executives acquire a greater awareness of their own leadership style. This is crucial if they are to develop the variety of styles needed to manage and lead in different situations. All too often leaders rely on a command-and-control style, which has a negative impact on all but a crisis. Coaching people on leadership styles produces positive results in most situations by creating a supportive environment in which employees feel empowered to give their best and find the solutions to problems.”

Not unnaturally, some diehards still hold with an old-fashioned view that coaching can be used only for remedial purposes, but those organisations that have embraced the concept fully, have discarded that level of thinking. Their approach concentrates on leadership and personal development as part of building a high-performance organisation – they are committed to moving away from managing by a culture of process to managing as leaders.

Typically we find that our clients are not interested in adopting the style of coaching used by many companies to focus on simple issues – particularly how to get on with fellow team members. They choose us because they believe we offer a more challenging style that digs more deeply into behaviour and personality. This leaves executives with something more permanent that they can take away from the coaching sessions and use during the rest of their careers rather than just a one-off.

It is not always easy to convince executives that they should submit to a scrutiny of their personalities and behaviour, but in reality, those executives who balk at taking “the journey of self development” could soon find themselves isolated and lesser leaders than many of their contemporaries.

Today’s News: Here is a great new site that is “Delivering Social Collaboration to the Sales 2.0 Community” It’s called Connectize, and the CEO, Tom Canning is a very switched on guy – think you will like it. 

Tomorrow: It’s going to be a very long w/e as we put the final finishing touches to the launch of TSE 2.0.

Here’s the latest news:

“We’re coming … are you ready?”

What is the TSE 2.0 Launch all about?

Well, I am not at liberty to reveal details just yet. The final pieces are clicking into place – literally—as I am writing to you.

But … I can tell you that my TSE colleagues – sales experts from around the world – have created a whopping $2,000 worth of free gifts – extraordinary ”freemiums” – with answers to your most pressing business questions and answers to questions you haven’t yet asked!

Now, if you want to take a sneak peek and watch the count down with me you can … but ssshhh! … don’t tell anybody just yet …it’s all still quite hush, hush.

Follow along here: “We’re coming … are you ready?”

When a colleague loaned me Stephen Covey’s “The Seven Habits Of Highly Successful People” many years ago, it took me about three months to get around to reading it – I now realise that I wasted those three months! In fact, I read it three times in order to ensure that I had fully digested the wisdom.

Whilst I cannot claim to have experienced an epiphany of “Damascus Highway” proportions, it did cause me to make fundamental changes to the way I conducted business. In reality, I was practising much of what Covey suggests, but I was doing so in a fairly unstructured and ill-disciplined way.

However, in what I now term my “Post Covey” period, I do ensure that I audit myself regularly and I would urge you to do the same.

Please download my full synopsis by simply clicking on the banner below.

Today’s News: My good friend Joanne Black has a Free webinar download available:

Get More Prospects and More New Clients in a Global Economic Slowdown

Why just survive when you can THRIVE? Download this FREE recorded Back in the Black Free Mini-Webinar session and learn how referrals can drive your business to thrive — even in a market downturn.

Leverage existing relationships to grow revenue
Accelerate the sales process to win more, faster
Convert more sales than ever before

Free download: audio & visuals
Download the FREE webinar video recording of Joanne’s Back in the Black Mini-Webinar: Listen, learn, and thrive! Create your own referral-selling plan and commit to thriving in ’09! Download Now Requires the free MWP Player or compatible player. Details here

Received a message from David Fife, Founder – ClientZing

“We just launched a new communication service for sales managers and sales people. Being a consultant to sales managers I thought you would be interested in a new, clever, effiecient way to contact prospects and customers that you could share with your clients.”

I did check it out and it looks good – you might want to do the same – Go to www.clientzing.com

Tomorrow: I am delighted to welcome Nancy D Solomon onto the JF Guest Author Spot

Traditionally, one of our largest clients ran its business from manuals. Staff who wanted to know how something should be done would be directed by a senior manager “to look in staff manual 108” for the answer. It was not a motivational style of management, and had become unsuitable for fast-changing modern business conditions. So eight years ago, based on our recommendations they created what they called “The ultimate service provision” by merging all the information technology (IT) and back-office functions. Management broke with old habits and traditional training, and decided to improve the leadership skills of the senior managers through coaching.

The outcome has been a resounding success, producing far better results than conventional development training. The evident superiority of coaching explains why more companies are taking the same route and making it a priority.

We believe that coaching’s rapid growth will continue. Forward thinking organisations are looking for alternative ways to lead and organise staff. The business world has experienced more upheaval in the past year than in the previous fifty: It’s no accident that this period of unprecedented change has witnessed a boom in executive coaching.

At the moment I am coaching a top executive who insists on becoming involved in every detail of the business, causing frustration amongst his junior executives. “If he’s not in a meeting, he feels he’s not working”, I was told. Time management and delegation courses had done nothing to cure his faults, which leave him no time for the sort of reflective thinking expected of a senior manager. Coaching, particularly by making him study his own diary and cutting down on the congestion in it, is already having an impact.

The signs are that the boom will continue. A recent survey that I read, which polled H. R. professionals from Europe, America, Australia and Asia found that 88% of the respondents were planning to make more use of professional coaching. A little more than half of the respondents had introduced the practice in the past 18 months.

Like our clients, 70% of those polled said that coaching has an edge over conventional development techniques and they would choose it to change the behaviour and performance of senior people.

Today’s News: Jill Konrath is recommending some excellent FREE sales resources here 

Niall Devitt posted “The Apocalypse, Four Sales Trainers and the 1st Commandment of Selling”  which you will enjoy very much and Paul McCord is asking: “What is Operational Excellence in Sales and Marketing?“

Tomorrow: On The JF Guest Author Spot, I welcome back Drew Stevens PhD – “The largest single issue with selling in a difficult economy is change. There is change in buying power, change in budgets, even change in decision criteria. However, what is not changed are goals, annual commitments, and a desire to excel.”  He will also give you the opportunity to download his latest FREE ebook – “Thriving In A Volatile Economy” – so be sure to join us.

If ever there was a time for true leaders to stand up and be counted, surely it is now.

In my view, we are in this predicament because of a combination of weak and corrupt leadership, but you know, there must be almost as many theories on leadership as there are leaders themselves and models for the best kind of leadership change with the times.

In the 15th century, Niccolo Machiavelli advocated a combination of cunning and intimidation as a way to more effective leadership. His philosophy, if not his practices, became unfashionable some time ago.
“Great Man” theories, popular in the 19th century and early this century, are based on the notion of the ‘born leader’ who has innate talents that cannot be taught.

An alternative approach that is still in vogue is based on trying to identify the key traits of effective leaders. Behaviourist theory prefers to see leadership in terms of what leaders do rather than their individual characteristics, and it tries to identify the different roles they fulfil. More recently, attention has moved away from the individual in the leadership role to embrace a more holistic view and investing less in what some commentators refer to as the ‘myth of the heroic leader’.

Requirements of a Leader:
It is my view that an effective leader needs to be:
• A good diagnostician, who can sense and appreciate differences in people and situations.
• Adaptable, in the ability to adapt the leadership style to circumstances.

A leader must realise there is no one best way to influence people.

In summary, to those who would suggest that great leaders are born not made, I would say this: We can examine all of the great leaders in history and identify some common characteristics but we cannot say they were “Born Leaders.” They all developed into their leadership roles over a period of time, learning the skills along the way. I do believe that leaders can be developed – I have to believe that because currently we have far too few of them in the world.

Today’s News: Fellow Top Sales Expert, Dave Brock published a great post last week: “Why Do Salespeople Have Such A Bad Reputation?” It was picked up by The Customer Collective and got more than three hundred and fifty views – plus it attracted a lot of comments. It also attracted the attention of this week’s “Horse’s Ass” – a guy called Axel Schultze.

Two other sales gurus who I both like and respect – Dave Stein and Niall Devitt  weighed in and you will enjoy reading all the comments here 

SalesNexus launch their FREE five part “Double Your Sales In 2009″ series today – just click on the banner below to register

Tomorrow: By pure coincidence, my guest on The JF Guest Author Spot is Craig Klein, CEO at SalesNexus – “Simple steps to identifying prospects that will buy“

In 1957, Roger Bannister became the first athlete to break the four-minute barrier for running a mile. Prior to Bannister’s achievement, on that evening in May at the unassuming Iffley Road track in Oxford, most athletes considered a sub-four-minute mile impossible. But that same year, sixteen other athletes also ran a mile in less than four minutes.

Did they become super-human overnight? Or, more simply, did their beliefs change? That is the way it works – if one person can do it, we can all do it, we just have to believe we can.

Our Colleagues Can Exert Positive Pressure:
Like those milers, salespeople have their own unique sets of beliefs, some of which limit their potential in sales. For instance, during a recession, the members of a sales force may all believe that strong sales are impossible. But if just one person increases their sales, what seemed an inevitable fact will suddenly appear more like a thin excuse for poor performance.

We Must Challenge Negative Beliefs:
Sales Captains who challenge negative beliefs with good questions can help create shifts in mindset. Take a look at these examples of negative beliefs and examples of questions that challenge them.

Statement:
“Our solutions are too expensive.”
Response:
“Compared with whom?”
“Compared to what?”
“How do you know?”

Statement:
“I’m hopeless at cold calling”
Response:
“According to whom?”
“What prevents you from being good at cold calling?”
“What would happen if you were good?”

Statement:
“My sales target is too high this month, I’ll never achieve it”
Response:
“What do you need to do so that you can?”

While challenging questions may not instantly create a belief change, over time, they can enable salespeople to shift their perceptions of their beliefs, recognising that there are other possibilities and options available to them.

Developing Self Worth:
Organisations that recognise the importance of helping their salespeople develop a strong sense of self worth are many times more likely to produce high performers. Self worth is vital to everyone but especially to salespeople who hear “no” more often than they hear “yes, I’ll buy”. A salesperson’s self-esteem can sometimes take a hammering, but organisations that find ways to build their salespeople’s self-esteem reap an invaluable dividend. Self–worth translates into attitude, that small thing that makes such a big difference.

In Summary – The most successful salespeople take care of their attitude and they understand that:

Great Attitude = Great Results,
Average Attitude = Average Results,
Poor Attitude = Poor Results.

The second commonality with successful salespeople is that they expect to be successful and they want it badly enough that they bring about its happening i.e. fulfilled expectation.

Tomorrow: I am heading back to Paris. It has been a great week and I’ll be here for you on Monday as usual – JF

For companies to remain competitive now, their sales organisation must be able to respond positively to changing economic tides. As businesses strive to establish customer orientation, sales partnerships and a strategic approach to selling, they are demanding more and more from their salespeople but ensuring that these new methods are widely practised and smoothly implemented falls to sales management.

Building Productivity:
Sales productivity is a strategic issue. That’s why problems in this area stem from salespeople being unclear about their company’s priorities i.e. what their message should be and what they should be selling.

The trend in industry of removing layers of management between the sale force and the general manager presents a challenge to those sales managers who remain. To begin with, the sales manager becomes an essential link between company strategy and what takes place in the customer’s office. He or she must not only grasp the corporate vision but be able to communicate it to the sales force in terms of the real effects on sales practices.

Creating Direction:
Sales managers with an intimate feel for the selling process succeed because their staff regard them as part of the sales team but coaching the team is as important as playing in it. In other words, sales managers must be prepared to provide training, feedback and support to every individual within the team.
Once committed to the training process, they must routinely reinforce new ways of behaving in real sales situations. They must provide a clear sense of direction on a daily basis, not just at the monthly sales meeting / quarterly review / annual appraisal.

The very best sales managers engage in frequent coaching and feedback, even when their sales people work in remote locations. While encouraging salespeople to air their problems openly and discuss their concerns, sales managers must be able to offer clear and specific feedback for improving sales performance.

Rewarding Change:
The sales manager is charged with translating the company’s reward system into specific improvements in sales performance. Both salespeople and corporate managers count on the sales manager to recognise and reward outstanding achievement, formally and informally.

The process of promoting new attitudes about the customer and the role of the salesperson can be frustrating and slow. Reverting back to recent research there is compelling evidence to suggest that companies will see results sooner if they recognise and reward salespeople – “you get more of the behaviour and results that you reward.”

The trend in sales compensation appears to be away from commission to guaranteed salary, from compensation based on orders to compensation based on delivery and sign-off. Interestingly some organisations we know, base their ‘salesperson of the year’ award on the basis of customer satisfaction or customer retention rather than sheer volume of orders or activity.

Today’s News: Three Top Sales Experts are presenting over at Business Expert Webinars this week: Cheryl Clausen, Anne Miller and Leslie Buterin – you can get all the details here

Tomorrow: On The JF Guest Author Spot, Colleen Francis – “Make 2009 the Year You Reinvent Your Sales!”

In 1988 an important article published in the Harvard Business Review, entitled “In Praise of Followers” began to shift attention away from the machismo of leadership to the less glamorous side of the same equation: the role of ‘followership’

What the advocates of followership recognised was that to become an effective leader, most people first had to learn how to be good followers. With few exceptions, this is as true of the corporate world as it is of military and political leaders. Aristotle noted: “He who has never learnt to obey cannot be a good commander.”

More than ever today, business executives have to operate as both leader and follower in the daily rounds of their job. Those who study leadership begin to take more interest in the ‘psychological contract’ between leader and followers. In other words, they began to ask what makes people prepared to follow one leader and unwilling to follow another.

These ideas are now changing both the way we think about leadership and the style of our leaders. This is in tune with other social and organisational developments, including the move to more participative management and the rise of industrial democracy.

Other new ideas are also gaining ground. For example, only now is the notion of ‘emotional intelligence’ becoming widely understood. For the leaders of the future, it is likely to be as important as a high IQ.
In his ground-breaking 1996 book “Emotional Intelligence”, the American psychologist Daniel Goleman explored the issue of personal and professional effectiveness. He argued that in a business world too often obsessed by cold analysis, the emotional climate is more important to the success of a leader than previously recognised.

At senior levels, ‘emotional intelligence’ rather than ‘rational intelligence’ marks out the true leader: “The qualities of leadership and the quality of the heart are largely the same”. This may explain why someone like Branson, who twice failed his elementary mathematics exam, can make a better leader than someone with a degree from Harvard Business School. Branson’s ‘emotional intelligence’ – his ‘people radar’ – is more keenly developed.

According to Goleman, studies of outstanding performers in organisations show that about two thirds of the abilities that set star performers apart in the leadership stakes are based on emotional intelligence. Only a third of the skills that matter relate to raw intelligence (as measured by IQ) and technical expertise.

“Our emotions are hardwired into our being”, Goleman explained. “The very architecture of the brain gives feelings priority over thought”. There is a sign in Harvard’s rat lab that says: “Rats under carefully controlled conditions will do any damned thing they please”. The same is true of human beings. Leaders ignore emotions at their peril.

Most important of all, the role of leaders in developing the next generation has too often been neglected. If we are to grow as a society, this must be the priority for the future. As Sir Adrian Cadbury, the former Head of Cadbury Schweppes, has observed: “Good leaders grow people, bad leaders stunt them; good leaders serve their followers, bad leaders enslave them.”

Today’s News:

Over at Salesopedia, my erstwhile buddy from the frozen north, Clayton Shold, is in conversation with Josiane Feigon – “Josiane Feigon lives inside sales and has puts a magnifying glass to what’s happening in the sales industry. For the past five years she has started the year by listing trends she identifies as “What’s In” and “What’s Out.”  In this interview she addresses a number of the trends of interest to you if you want to hone your sales game in 2009. She’s already off to a great start by predicting Slumdog Millionare would be “in” and turns out the movie did exceptionally well at the Golden Globe awards this week.”  Just click on the image to listen in.

Tomorrow: I’m off on my travels, which inevitably means, delays, frustration, cold feet – I am so grumpy these days – Have a great w/e, wherever you are, and be sure to make it back on Monday – JF