Linda, in the book, you recount a fascinating story. In chapter 7, “The Theater of Persuasion,” you tell a tale of “udder disaster,” a situation in which you and your colleagues didn’t have an alternative proposal when one tanked. You expand on the need for a Plan B in chapter 9, “Assume the Worst,” as well.
I’m curious — and forgive me if this is a silly question, as I haven’t read chapter 9 yet — but outside of having a second plan in your back pocket — how do you and your colleagues at Kaplan Thaler bounce back from failure? How do you turn a bad idea into a good idea?