Guest: Tamara McLemore

In this episode of the Become an IDOL Podcast, project management expert Tamara McLemore shares her insights and strategies for effective project management, particularly in the context of learning and development. 

Tune in to find out:

• Tamara's approach to building relationships and communicating with stakeholders, including her emphasis on understanding people's perspectives and what's in it for them.
  
  
• Tamara's tips for self-management and staying productive when working on solo projects, such as the importance of understanding your own work style and environment.
  
  
• Tamara's advice on identifying and leveraging team members' strengths to improve collaboration and project success, regardless of personality type.

Listen to this episode below: 

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Enjoy the Episode Transcript below:   

 Dr. Robin Sargent  

Welcome to Become an IDOL. I'm Dr. Robin Sargent, owner of IDOL courses. This is the place where newbies come to learn, and veterans share their knowledge. 

 

Dr. Robin Sargent  

I have Tamara McLemore here with me today. She is a project management aficionado. She runs her own project management company and teaches others project management. But Tamara, would you please do a better job of introducing yourself and telling us about your business and a little bit about your background?

 

Tamara McLemore  

Okay, Dr. Robin, I hate talking about myself, but if I have to- I call myself the non-traditional accidental project manager because I have been in IT project management for over 20 years. I started around Y2K, so I just dated myself but I am non-traditional because if I was to ask you what my undergrad major was, you would never guess. So I'll go ahead and tell you. I have a mass communications degree. I wanted to be a journalist. However, I started in telecom and wireless. I worked for the federal government. I worked for Delta Airlines. I worked for a legal company in project management. The same thing rings over and over. You have a project, you want to implement it, manage a budget, and so right now, my COVID baby is what I call it. My COVID baby is teaching other people how to get in and stay in project management, especially people who are transitioning out of their traditional careers into project management. So that is what I'm doing full time, teaching other people how to take and pass the PMP certification the first time and within 30 days.

 

Dr. Robin Sargent  

So, what is the name of this program?

 

Tamara McLemore  

It is the PMP professional exam. So my program, we keep it simple because everybody knows it as a boot camp, but it's really a 30-day intensive. 

 

Dr. Robin Sargent  

Okay, so what kind of career transitions have you seen come into your program? What kind of people are interested in getting the PMP?

 

Tamara McLemore  

I know this is a cliche, but everybody. Dr. Robin, when I say everybody, from every boot camp, I will have a doctor, I will have a pharmacist, I will have principals, I will have teachers, of course, people in tech and construction, so you name it. I have everyone. I have domestic engineers, better known as housewives, you know, that are managing their kids' PTAs. So, we used to say it was traditionally for, you know, government and corporate IT, but that is no longer the case. The most that I've seen, the greatest number, are in education and health care. I'll say that again, education and healthcare have the greatest trend right now.

 

Dr. Robin Sargent  

Can people go and study for the PMP and take the PMP without ever having managed a project before?

 

Tamara McLemore  

So here's the thing: everybody has managed a project. Everybody. You just can't be in this world and in your 20s or 30s without managing a project. And let me define the definition of a project. It has a beginning and end, a unique product or service. And so, let me break that down into layman's terms. I have a ton of teachers that come to me, "I don't have a project." You have an inherent project every year. The timeline is when school starts. So I'm here in Atlanta, and school has already started. It is just early August; school has already started. So you're already starting your project. Let's go with one of the teachers that I had. One of those other duties as assigned was to decide on new curriculum for elementary school. Well, that's a project. You know that the old curriculum is not getting the reading scores where you want to get them. You have to research companies that may be able to increase the test scores. So once you narrow it down to maybe three to five companies, you may bring those companies in. You may do a small pilot for one or two schools, maybe one grade within the schools, to see how those test scores increase. Once you decide on a company, you implement it within the school district. Ah, that's the project because you're looking at those KPIs, those key performance indicators, which are the test scores, and so that is a project. I can talk about sports, you know, soccer, baseball, football, all of those are projects. So, the PTA that is a project. It has a beginning and an end. So when people say they've never done a project, that is just not true at all.

 

Dr. Robin Sargent  

Oh, I bet that's probably encouraging for a lot of people because when you go to the PMP website, they say you have to have managed a project before you can sit for the test. I mean, I'm just referencing the one time I've been on the PMP website. So, okay, so that's good, so then you help them identify the projects that they have done before. Now in learning and development, obviously, every time we have to roll out a new training or something related that's considered a project, and we have to do some project management, and I know that any type of tips or even process or anything that you could share about what we could do better to manage these projects. We'd love to hear what those things are.

 

Tamara McLemore  

I always say, start with the end in mind. And a lot of times, we just want to start doing things. But what is the actual scope of work? Is it to sell 1000 courses? Is it to get into XYZ organization? What is the end goal? And whatever that end goal is, you set your goals in writing. That's what we do in project management: your scope of work, and then you develop your project from that standpoint. And you have your risk, you have your budget, your timeline, and you implement. A lot of people in project management think you need to be an expert in everything. Well, Dr. Robin, let me tell you this. I manage over $150 million just for one project over the course of a three to five-year span with one organization. A little secret: I barely know Excel. I don't manage budgets very well. I just don't. However, let me tell you, my mom has spent a lot of money on tutors growing up with math. I'm just not good at it. However, I hire somebody that is and so that's the first thing I want to say. If you're not good at that task, don't necessarily become an expert. Hire somebody on your team to manage that. But my sweet spot is risk management. I love risk because no risk, no reward, and so I'm a very risky person, so that's what I like to manage. What is the elephant in the room? What are- do we have hard stakeholders who are just mean and always want it their way? That's my sweet spot, to help them understand we're on the same team and we're going to deliver. So, whatever you're trying to implement, always think of the end goal. That is the best thing I can tell you, starting off with a project.

 

Dr. Robin Sargent  

Now, it's interesting that you mentioned when you talked about risk. I'm usually thinking about going out of scope, going over budget, and things like that, but you actually mentioned that some of the risks can be the people on your team or the stakeholders. And so if you could just go in a little bit on like, what are some of the things that you're looking at to assess all of the risks involved in a project?

 

Tamara McLemore  

I have that risk ear. So whenever a project comes up, let me say this first. We're not starting from scratch. So the first thing you do before you start a project you get those lessons learned from the previous project, and normally, those risks are right there. This client is hard to deal with. They went through a transition. Oh, Dr. Robin, let's talk about what's going on now with all these companies. Their budget is being slashed. So, if they have a budget constraint, you need to understand that. We can still do this, but is it beer budget versus champagne taste? And you need to know that going in so you set the expectations up front, and so once you get the elephant out of the room, you have those hard discussions and set the expectations. It just creates a collaborative environment, and everybody's happy, and everybody's on the same page.

 

Dr. Robin Sargent  

Okay, I bet a lot of people are thinking, like, Okay, well, you just jumped from risk and people who are hard to deal with to like, now everybody's happy. And so, any kind of insights that you could share about how do you have those hard conversations? How do you address the people side of managing those risks? What are some of your approaches?

 

Tamara McLemore  

My approach is, it's very- people are running the projects. So one thing that people that get in my project management boot camp, like I said, half of them are engineers, half are not, but they all think the same thing: project management's all these spreadsheets. On the exam, projects are run by people. As a matter of fact, 42% of the exam is people. I'm gonna say that again. You said, hmm, 42% of the exam is on people because, as project managers, we're traditionally doing everything right. But what PMI did was they surveyed all Fortune 500, 100, nonprofit, and they say project managers suck at managing people, and so that's what we're learning to do. But I already knew that. And so since I'm in a non-traditional, I'm sorry not that I'm in a non-traditional environment, I am, I'm in a mostly male-dominated, white male-dominated, I have to break down those barriers. And this may not be what people want to hear, but I can always path past the good-do test. And what is that test? Everybody always wants to go have a beer with me at the end of the day, and we have broken down those barriers. As you can see, your listeners may not be able to see, but I'm a very girly girl. I have hot pink everywhere. Even my hard hat is hot pink. However, I'm still one of the good old boys. That's how they see me. And so when we talk about those people, that relationship, that's how I get things done. I am not the capital project. I am not Tamara McLemore, the, you know, all these accolades. I'm just Tamara. That they want to, you know, go out to lunch with afterward, go have a drink with, and guess what? Yeah, we're talking business, but we're getting things done. We're getting things done.

 

Dr. Robin Sargent  

Okay, so you're getting things done. You are yourself, you take off all the heirs, right? Don't get your ego involved and then is it that you just kind of are friendly, and that's how you get your way? Or, like, what? What are these? Give me something concrete?

 

Tamara McLemore  

Okay, we have to understand every business relationship or relationship it's what's in it for them. And I got this early in my career. What's in it for them? Guess what? It may be a bonus. I had an administrator of a hospital flat-out tell me the success of this project was based- his bonus was based on the success of this project. That's a lot of weight. And as an administrator, you know how much they make and how much their bonuses can be. They can buy a whole boat with their bonus. So that's a lot of weight. And so you do have to understand what's in it for them. Is it their performance review? Is it- whatever it is, everybody has what's in it for them. And so once you understand that you just make it happen. And so once again, we can talk about the risk, the scope, the budget, but we're all individuals, and we're all human. You know, I have a lot of clients whose kids are going to college, and what does that mean? They need the raises and the bonuses. They have to, you know, buy their kids cars, and I know that might not be what your listeners want to hear, but that's the truth of it. They're looking at their bank accounts when they're working, and they want a good performance review because companies are laying off. So, if you can help them shine at work with their projects, then it's a win-win. So, once again, it goes back to people and what's in it for them. 

 

Dr. Robin Sargent  

Maybe it should be PPM.

 

Tamara McLemore  

I love it, and that's what- you know, Dr. Robin, that's what people- after they take my boot camp, they realize that they had it all wrong as far as in their brain, what project management is for. So, let's say we're talking about the courses that you create and that your clients create. When you talk about the end user, how is the end user going to use it? What is that experience? That is something that we constantly, constantly have to have in mind all day, every day.

 

Dr. Robin Sargent  

Okay, so let's get into- alright, so you're building relationships, you're focused on what's in it for them. So when a stakeholder, after you've already scoped your project, wants to make a significant change to X, Y, or Z. How do you form that conversation to push back on them but still keep relationship?

 

Tamara McLemore  

So I see you said the word pushback, and that is what most of my clients use, the word pushback. So we have to change the mindset a little bit with the pushback. We're not going to necessarily push back at them, because, guess what? It's their project, it's their course, it's whatever they want to implement. So we don't want to think of pushing back. And I look at it like Burger King. They can have it their way. And so I'm never going to tell a client no. And let me tell you, they call me the bulldog in project management to have these hard conversations because we're going to sit down, we're going to talk about this. We can do X, Y, Z, Mr. and Mrs. Customer that you have asked. However, that is going to require an additional half a million dollars and an additional six months. Would you like to pay or would you like to take off other scope that we have decided on? So it's just like if you're building a house, you know, Dr. Robin, if you, you know, built a house or, you know, shopped around for a house, you have this champagne taste and you meet with the builder, and they're telling you this is the standard versus the upgrades. You have to come down on the scope. And so we have to just make hard decisions, but we don't want to push back, because it's their project. They have to live with it. They know their customer and last but oh, this is so important. The methodology that PMI is mostly teaching now is Agile. I'm going to say this again, Agile, and it's not just a methodology. It's being able to change, adapt with your client. Who would have thought Covid, that everybody's working from home? Remember, because some companies like you cannot work from home, everybody has to come in. Remember, all classes were pretty much in person. That's what everybody wanted. As a matter of fact, the courses that I was teaching, I moved into a high-rise with conference rooms. I had a workspace just so I can do classes in person. Thirty, forty-five days after we did that Covid hit. Everything is remote now and virtual. You see how things change so quickly, and so we have to be able to change with our customer and our client. So, hopefully I answered your question, and I know it's not a switch that people can just change and stop thinking our customer is always hard and difficult, but they need to be agile. Because the industry is agile, their customer is changing, and they need to change with it.

 

Dr. Robin Sargent  

Yeah, and I think I just wanted to emphasize what you said and also say that you're saying yes to any kind of change that they want, but you're not just stopping at yes. It's a yes and here is what will have to happen, or what will have to change, or what this will cost. And I think sometimes people who are new to it, they either go one way or the other, where they think it's like a pushback conversation, or they think they're just going to fold and say yes and not consider the time and budget costs whenever you start making those changes. So, I love that you talked about the mentality. Are there other types of mentalities that people should be thinking about or thinking about, like scripts to change when they approach project management?

 

Tamara McLemore  

So, I always tell my customer when they ask for a change or modification or an enhancement, whatever you call it. A lot of times, they think you can tell them immediately. So take a pause and let the customer know that it's just not you doing the work. You have to check with your team because that's another thing that people do. They make decisions based off of your conversation with the client. Whoa, whoa, whoa, we have a whole team back here, and we have to get in line with their work, and you have to see how it's going to impact them because you never want to be that project manager. That's always the building's on fire. I have these urgent issues. You never want to be that person, so you have to think of your internal team. Kathy, can we do this? Kim, is this feasible? Can your team really pull this off in 30 or 45 days? Just be honest with me; what will it take to do this for my client?

 

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Dr. Robin Sargent  

Okay, speaking of talking to your team, when you notice that your team starts falling behind or they're not getting their work done on time, since so much about people, how do you- what's your approach to those types of situations? Are you just emailing? Are you getting them on the phone? What are you actually doing?

 

Tamara McLemore  

Oh, do not email that. Whoo. Do not. Do not. Do not email that. I cannot stress that enough, pick up the phone. I don't even want you to IM or instant message or text that. Pick up the doggone phone. Once again, we're dealing with people, and once you pick up the phone. Let me say this. Have you ever got a text or IM that made you like, jump back? And you're like, oh my god, did she say that to me? Or it came off hard or incorrect. And you picked up the phone. You said, hey, Dr. Robin, how's it going today? But you're like, you want to say, what is up with you, girl? And you say, oh, my god, I got so much going on. I gotta take my dog to the groomer, or my kids have to get them registered for school. And you're like, I haven't eaten, I don't know the last time I've eaten, taken a lunch. You're like, oh, this isn't about you. This isn't about the work. This is about her household. And I know Dr. Robin, sometimes people say, well, Tamara, that's not, that doesn't matter. Let me tell you. On the PMP exam in the curriculum, we go over Maslow's Hierarchy of Needs. Remember that in school and undergrad? You probably thought you would never use Maslow's Hierarchy of Needs but we have to understand that people are doing the job. And people are being laid off. They were having two incomes now they're down to one. People's kids are going to college, back to school, and aging parents. You have to take that into consideration. If you don't, you will fail on your project miserably because people are doing the work. They are not a machine. So once again, to answer your question the long way, Dr. Robin, pick up the phone and see what's going on with your people. And then, if it's work, if it's personal, give them a minute. If it's work, help them. Give them some documents. Pair them with somebody that is an expert because a lot of people don't like to ask for help. Can I say that again? People think that asking for help is a weakness when it's actually a strength. I had to tell a couple of people that this week. I'm like millionaires, they're in masterminds, they're in this group, they're in that group, they have a community. They are raising their hand and say, I need help. And so we have to coach people to feel comfortable asking for help. So calling somebody, maybe emailing them. Do you need additional help or support? How could I help you and give them some options?

 

Dr. Robin Sargent  

What a great way to reframe it and prevent somebody from immediately getting defensive as well. Because just like you gave in your example, sometimes you might get an instant message that says something like, hey, we need to talk, right? And that always means what, it means that we're going to break up and like, you know, your personal life, "Someone is going to break up with me," and you get defensive, and they could have just literally meant we need to talk. But instead, just like you said, just pick up the phone, then you just avoid people putting up their walls, putting up their defenses, or even, like, getting anxious before you call them. And I think in such a world, especially in corporate, where we got the Slack, we got the email, we got the text messages. We will do anything to avoid a phone call. But just like you said, it's just so much more important, right?

 

Tamara McLemore  

It is. And let me tell you, when I was in the office, BC before COVID is what I call BC now.

 

Dr. Robin Sargent  

Yeah.

 

Tamara McLemore  

I was known for doing a drive-by. Meaning if I'm in your city, I am showing up to your office. I worked for Delta Airlines, a huge campus. I was known for going to your office and your campus. And I, if I see your light is green, and you're in the office, and I can kind of tell this is you're, you know, you're in office day I'm showing up. Hey, Dr. Robin girl, oh, that is a cute dress. Where'd you get those earrings? You know, start off slow. Don't just go in for the kill. You know, have some water cooler talk. And then just say, you know, just kind of assess the situation. People do things for other people. And I get a lot done with sugar than you do vinegar.

 

Dr. Robin Sargent  

Yeah, I feel like people are taking so much away from this, so many misconceptions about how to run things. And it's so interesting that all this sugar and all of this like relationship building and picking up the phone, it's kind of interesting that you're still seen as a bulldog because you're still getting it done, but you're getting it done in a way that, like, doesn't rub people the wrong way.

 

Tamara McLemore  

Correct? I'm very blunt. I didn't think so, but people were telling me that. But I'm not like- I'm blunt. And so if we're in a meeting and somebody skirts around something, I'll just sit there, and my face will tell it all. They're like, uh-oh, look at Tamara. And I'm like, so we're not going to talk about this. We're just going to skate through this. And I use humor a lot of times, but I'm like, y'all, we got to talk about this, like, for real, y'all. And I will tell people, when I had somebody come talk to my class, they're like, don't get offended. Tamara's gonna- he was a male, he said, Tamara's gonna tell you to put your big girl panties on like she's gonna say, you need to man up. You need to have the hard conversations. And once you do the stress and the release, it is amazing, and we could just move on with our project and implement, and guess what? Have happy customers who are paying their bills on time and who are repeat customers, and that's what you want. That's what you want in the end. 

 

Dr. Robin Sargent  

Now, in the learning and development world, there are a lot of times where it is that you will have stakeholders, but you won't have a team, and you have a team of one, and you have to manage yourself. What are some of the- I mean, obviously, you'll still have to talk to the stakeholders and still build those relationships and those kinds of things, but what are some of those principles that people can bring to their own self-management when they are doing a project on their own, in a sense?

 

Tamara McLemore  

So, a couple of things. Know thyself. Know thyself. I am not a morning person. I don't talk to people before 9:00 or 9:30. I just don't. It's not going to be pleasant. So I'm known as- people are like, did she have her second cup of coffee? Don't talk to her yet. So once you know thyself, you can self-manage. I am a bit of a night owl, so I will crank things out at night. But when I email people at night, I tell them, don't think you need to respond. You know I'm up watching HGTV, and I'll make a joke of it. So once you know thyself and know how your best productive and most productive, you do that. And if you're working by yourself, guess what? You gotta get out of the house. Do you know? She said, do you know how many people their productivity that I coach has gone through the roof? I made them get out of the house. And when I say, made them, I'm from the show me state. I'm from Missouri, so I make them send me a screenshot at Panera Bread, at Barnes and Noble, at the coffee shop, at a restaurant, or your favorite diner. I'm gonna need you to send me a screenshot. And they're like, oh my god, Tamara, there's so many people here. I got to get my coffee and I got in my vibe, and I was just going to stay 45 minutes or an hour. I stayed four hours. I'm like, oh, really, you did, huh?

 

Dr. Robin Sargent  

That's beautiful. I love that kind of- that was not the advice that I was expecting.

 

Tamara McLemore  

And you know, another thing I have to say with my program manager, because we're all remote, she does co-working. And the co-working is with the previous co-worker. She doesn't work for my company. She works for a previous company, but they work so good together. So they kind of do a co-working thing together, where they set a day, and I think two days a week and half a day, and they crank things out together. They're just on a Zoom and kind of have their vibe music going. You can do that. I know a lot of people that do that. You just have to understand I'm most productive at a restaurant or on the beach. That's just my vibe. So know thyself and understanding that you're not alone when you're working. 

 

Dr. Robin Sargent  

I so thought you were going to get into things like time-blocking or-

 

Tamara McLemore  

That's boring. And it does, Dr. Robin, it does work, but you have to have the right environment. You just do. As you see, I have all this hot pink and even my lamp has crystal chandeliers. I have to have cute, beautiful things. Wherever I work, it has to be neat and tidy. If not, I just can't do it. So that's just me, but you have to know thyself.

 

Dr. Robin Sargent  

Yeah, I think it's so interesting that it's like environment over procedure almost. 

 

Tamara McLemore  

It is. It absolutely is.

 

Dr. Robin Sargent  

Oh, so interesting. All right, so I know we're kind of getting to the end, and you've already given us so much. So are there any like final things about project management, managing yourself, managing other people, and I mean, really, ultimately, you're a problem solver, is what it sounds like to me. And what are some of those final tips that you would want to give those that are going into this field and they're gonna have to manage projects and manage people?

 

Tamara McLemore  

So the first thing I would say is, I don't- are you familiar with StrengthsFinder?

 

Dr. Robin Sargent  

Yes, I'm taking one.

 

Tamara McLemore  

It is my favorite. And let me tell you, that has been one of the things that has made me very successful because I know my strengths. My number one strength is I'm a learner. So, you know, when people say, oh, I get bored, I check out. If I get bored, I'm checked out. So I have to be in an environment where I'm thriving. I'm always learning. I'm a connector, relator, so I know my strengths, and I make sure I'm in an environment that complements my strengths. The second thing is, if it's my weakness, I hire, I have somebody that complements my weakness. The next thing is, I- my why is so significant, and it's my why is not just about me, and it is not about business. It is about creating a lifestyle for me and my extended family and friends, and my why is so significant to my short and long-term goals, I can see it on my bulletin board. It's on my phone, it's on my screen. So every time I'm up at two or three o'clock in the morning watching HGTV, and I feel like I won't be able to get up in the morning, I'm like, Tamara, you gotta get it together. You have this big meeting. You gotta do it. You gotta make it happen. And last but not least, I feel like I owe Nike so much money. Just do it. Once you know your strengths, once you know thyself and you know your why, just do it.

 

Dr. Robin Sargent  

Yeah, that's beautiful. I just love it. I just really enjoyed our time here. Where can people find out more about you and your academy and connect with you?

 

Tamara McLemore  

Thank you. The first thing you can do is go to LinkedIn under Tamara McLemore and follow me. We have a lot of inspiration, I have a lot of connections. It's a great environment just to get to know me and my personality, and my community. The second thing is go to my website iwantmypmp.com. I'm gonna say that again, iwantmypmp.com. I have your podcast, Dr. Robin will be on there, other guest speaking engagements that I've been on, and I also have a fundamentals class on there. But more importantly, I have a free quiz that is going to help you identify if you're a project manager already, and people love that quiz because you can see in black and white that, ah, I'm already managing projects. I just don't have the title, so that's where you can find me.

 

Dr. Robin Sargent  

And do you- I wish I would have asked this sooner, but I still want to ask it now, if you don't mind. Are there certain personality types or certain characteristics or anything like that that makes a better project manager? Or is it just that you want to be one is enough because you got to want it.

 

Tamara McLemore  

I will say, if you want to be one is enough, but I have to say this. I have to expand on that because traditionally, it was for extroverts. That's what we traditionally thought because you have to engage with stakeholders. You have to always be talking to this person, the developer, the tech team, the end user, the parents, blah, blah, just everybody. However, introverts they communicate effectively as well. They just do it differently. So now that we know how introverts are very effective, they just do it differently. It is for every personality type, we just have to know and understand and channel that. So I will say that I deal with a lot of engineers because I've been in IT for 20 years. They are some very successful project managers. However, they do things differently, not wrong, not incorrect, just different.

 

Dr. Robin Sargent  

That's beautiful and encouraging. This has just been such a joyful conversation and so insightful. So thank you, Tamara. I really appreciate all that you've shared with us today on the Become an IDOL podcast.

 

Tamara McLemore  

Thank you for having me, and I look forward to helping your clients channel their inner project manager. 

 

Dr. Robin Sargent  

Thank you so much for listening. You can find the show notes for this episode at idolcourses.com. If you like this podcast and you want to become an instructional designer or an online learning developer, join me in the IDOL courses Academy, where you'll learn to build all the assets you need to land your first instructional design job, early access to this podcast, tutorials for how to use the e-learning, authoring tools, templates for everything course building and paid instructional design experience opportunities go to idolcourses.com/academy and enroll or get on the waitlist. Now, get out there and build transcendent courses.

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Are you subscribed to my podcast? If you’re not, I want to encourage you to do that today. I don’t want you to miss an episode. I'll be publishing a new episode every two weeks and if you’re not subscribed there’s a good chance you’ll miss out on those. Click here to subscribe in iTunes!

Now if you’re feeling extra loving, I would be really grateful if you left me a review over on iTunes, too. Those reviews help other people find my podcast and they’re also fun for me to go in and read. Just click here to review, select “Ratings and Reviews” and “Write a Review” and let me know what your favorite part of the podcast is. Thank you!

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Join the Conversation!

We have a wonderful and friendly community of expert and novice IDOLs in the Become an IDOL Facebook Group. We would love to have you join us in the group or chat with IDOL courses on of our social media channels.