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Atlanta Succession Planning

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Atlanta, Georgia

       850.294.3042 (T)
       407.578.4480 (F)

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T. Jeffrey Faulkner, M.S

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Jeff’s private practice in the counseling industry allowed him to gain specialized experience in working with families in crisis and achieving mutually satisfactory resolution of significant family dynamic issues.

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David Weaver, CEC

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David's career spans over 30 years as a successful business executive, where he specialized in the launch and growth of independent startups and new business units across multiple industries. In these roles, he worked with CEOs and executive management to achieve aggressive growth goals and prepare their organizations for eventual sale.

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As Seen in Multi-Unit Franchisee Report - Positional Versus Inspirational Leadership: Where Do You Fall?

As Seen in Multi-Unit Franchisee Report - Positional Versus Inspirational Leadership: Where Do You Fall?

Leadership influences others' choices, priorities, and behavior. Historically, the ability to leverage power and position has been the models of what some would consider great leaders. As our industry evolves due to technological advancements, changing consumer behavior, and demographic shifts, position and power fall short in inspiring good people. There are too many competitors recruiting for good talent, whether it be hourly or senior level leadership positions, which is making it harder for you to retain movers and shakers in your organization. As a result, it's imperative to foster an environment where your people are inspired, respected, and empowered, making them to want to stick around. Power and position may create compliance in your organization but it will also create challenges in nurturing a sense of buy-in amongst your people to your organization's mission and vision. This can demotivate employee loyalty and their drive to go above and beyond the call of duty.

If you asked your employees and those around you to identify your leadership style, how would they answer? Would you be defined as someone that is comfortable managing with authority? Perhaps you are viewed as using strong discipline to motivate performance, or adversely, would you be viewed as being informative, empowering, and passionate? And if you were being very honest with yourself, would you be surprised by your employees' perception of you?

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As Seen in Digital Dealer - Think Big

As Seen in Digital Dealer - Think Big

When starting out in business, most do not naturally look forward to the future and ask, “What do I want my legacy to be, and who will fill my shoes?” Rather, as entrepreneurs, we look at how we can get a business up and running, be profitable, and hopefully live a rewarding lifestyle. It is not until we are looking at what “next” looks like that we start to consider what we want to leave behind. And often, by the time we are looking at what’s “next,” we find ourselves a few steps behind the curve in planning for an effective leadership transition.

Even for those that are ahead of the curve in planning for “what’s next”, there is often a fear of failure. The fear that no one can run the business like you do causes many to get stuck in a rut, creating blinders to untapped resources and obstacles towards development of next generation leaders. Yet today, dealers have exponential opportunity to properly identify and develop their future leaders. To do this, however, you must embrace your vision, build out a leadership transition plan, and position the right leader for success to one-day fill your shoes.

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Who Will Be the Leader?

Ensuring the future success and sustainability of a dealership is not based solely on operational knowledge and efficiencies. In fact, identifying and developing future leaders is critical to building sustainable dealership value. This involves overcoming leadership barriers that lurk in areas that most tend to overlook.

No longer is auto industry knowledge and experience enough to sustain and lead a dealership into the future. Innovations in technology, a lingering fear of economic uncertainty, ongoing regulatory changes and generational perspectives of “old school” and “new school” way of thinking can build organizational tension, impacting performance. Therefore, what may have been good enough previously is no longer good enough to lead your organization into the future.

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As Seen in NCM Institute - Generational Tensions: 4 Barriers to Automotive Leadership

As Seen in NCM Institute - Generational Tensions: 4 Barriers to Automotive Leadership

Ensuring the future success and sustainability of a dealership is not based solely on operational knowledge and efficiencies. In addition to creating robust processes, identifying and developing future leaders is critical to building sustainable dealership value. But first, you must overcome the leadership barriers that sabotage your goals..

In the past, when someone took on the position of “dealer,” it was assumed employees would fall in line and follow the owner’s lead. Today, with up to five generations working together at the same dealership, this expectation doesn’t hold true. Instead, good people check out or leave after a transition in leadership if they don’t feel respected for their contributions and see opportunities for growth.

Read the complete article on the NCM Institute Website website

 

 

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As Seen in Multi-Unit Franchisee - Mapping Out The Road To Success

As Seen in Multi-Unit Franchisee - Mapping Out The Road To Success

The only thing that we can rely on to be constant is change. The political environment is forcing rapid change like we've never seen before. No question that technology continues to evolve in a way that forces us to embrace it or simply get left behind. Demographics are changing with a record number of Boomers who are set to retire in the next few years, causing anxiety for many about who may be their future leader..

A change in leadership brings with it, a distinct change in style. Everyone is unique with their own personality type that impacts inter-office relationship dynamics, how departments operate, as well as how the organization goes to market. There are differences in tastes, motivators, expectations of employees, and even what one views as success or failure. These changes in styles and leadership are going to become more abundant as newer generations develop and move into leadership roles in the workplace.

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As Seen in Multi-Unit Franchisee - Moving From Planning To Executing

As Seen in Multi-Unit Franchisee - Moving From Planning To Executing

No one really knows the outcome of anything and we are seeing that play out in our country’s current political stage. Too often this keeps us from strategically planning for where we want our business to go and what we want from it in the future. However, the unknowns and the unpredictable should not keep us from looking forward, rather, they enforce the need to constantly be planning strategically towards your goals and vision.

We use excuses such as “the unknowns” to stop us from executing plans. Or believe that because we cannot predict something, we cannot guarantee if we will be successful or not. However, not planning and not executing means that we are in limbo, which means the odds of accomplishing great things are pretty bleak. Strategic planning guarantees that you place your franchise business in the position of being agile and flexible when the unknowns and the unpredictable hits. This is a much better alternative than yo-yoing with the market and political changes over which we have no control.

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As Seen in Multi-Unit Franchisee - Prepare For The Future With Strategic Planning

As Seen in Multi-Unit Franchisee - Prepare For The Future With Strategic Planning

2016 was a challenging year. Between proposed legislation impacting family gifting (IRS 2704), the DOL legislation impacting overtime, and the political uncertainty of the election, it is surprising that all our heads have not spun off our bodies. One of the biggest pain points of 2016 that could leave a lasting burn into 2017 is all the speculation around proposed legislations. Many of you last year were likely either chewing on your fingers with panic or moving towards action to button up your estate plans and shoring up HR policies. Now, after all that work, we find ourselves with a new party in office. That could mean that much of the proposed legislation could be reversed, may not go into effect, or may not go into effect to the extent you had planned.

So now what? If you have pro-actively engaged in planning, take a sigh of relief. You are likely in a strong position to adjust to whatever 2017 may (and will) throw at you. It is no secret that we are huge proponents of strategic planning, specifically the kind where you have integrated the plan into your culture, tied performance criteria to achieving the plan, and are actively reviewing your trajectory compared to available resources. We believe it keeps you agile and in the ready position to tackle whatever may be thrown at you – economic, political, regulatory, recruitment and retention, process/procedure - you name it.

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As Seen in Multi-Unit Franchisee - Get Ready For The Next Four Years Now

As Seen in Multi-Unit Franchisee - Get Ready For The Next Four Years Now

The election is over and the 45th president of the United States will be sworn into office this week. Regardless of your political affiliation, a dynamic shift is upon us. We are transitioning from eight years of Democratic policy to a new era of Republican leadership. In addition to the change in party lines, we will have the first president in office that is one of the most recognized business names in the world and promises to run the government more like a business.

So now what do we do to prepare for any changes in the business climate? Put your pen to paper and get moving on your strategic plan. This means that if you have not yet established a plan for your business, you can consider the priority here to be that of critical. If you have a strategic plan in place but have not looked at it in the last three to five years, you are not getting off easy. Understand that what we have grown used to in the last eight years in terms of policy, legislation, business structure, and taxation, are all likely to change. This also means that any planning you have done as it relates to the prior administration, probably will need to be revisited and adjusted accordingly.

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2017 NADA - Visit The Rawls Group at Booth #3937

2017 NADA - Visit The Rawls Group at Booth #3937

The Rawls Group is looking forward to @NADAConvention in New Orleans. Come check out our new digs at booth #3937 across from Digital Dealer and next to Snap-on.

Contact Kendall Rawls at This email address is being protected from spambots. You need JavaScript enabled to view it. to schedule an appointment. 

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As Seen in Digital Dealer - Entitlement- The Kiss of Death in a Family Business

As Seen in Digital Dealer - Entitlement- The Kiss of Death in a Family Business

Entitlement issues are rampant in family owned dealerships. It is a stealthy and dangerous disease that can have a widespread and prolific impact on our business culture, as well as at home. How do we keep it from becoming an epidemic in our business and family lives?

First, you must understand exactly what entitlement means. The simple translation is when a person believes they are special and deserve to be treated different (better) than everyone else. Or perhaps that they are “deserving”..

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As Seen in Multi-Unit Franchisee - Strategies To Create Harmonious Business Families During the Holidays

As Seen in Multi-Unit Franchisee - Strategies To Create Harmonious Business Families During the Holidays

Many franchise owners go into business with or employ close friends and family simply because there is an existing trust factor. As mentioned in one of our previous articles, "Family Business Perspective Matters," you don't have to be blood related to be considered a family business.

The last two months of the year offer more time together with loved ones than any other time of the year. For multi-unit franchisee business owners who view their partners, senior executives, or staff as close friends or family, this means that it often also brings a bit more of a challenge to navigating relationships and work environments. Working with close friends, family, or colleagues who have grown to feel like both, means that you are inheriting all the customary behaviors, habits, and routines that develop between those you care about. Familial-like bonds provide us with personal fulfillment outside of the office and can translate into building management teamwork in the workplace. However, the downside to personal bonds in business is, without clear expectations, role responsibilities, and performance criteria, it is an environment that can harbor attitudes of entitlement and resentment. Personal bonds often make it difficult to hold each other accountable from a business perspective. Even though we make the decision to handle working relationships with intentions of keeping it strictly business, without purposeful facilitation, it never ends up working out as planned.

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As Seen in Multi-Unit Franchisee - Succeeding at Succession

As Seen in Multi-Unit Franchisee - Succeeding at Succession

This month’s Multi-Unit Franchisee article, “Succeeding at Succession” was written by Helen Bond and features The Rawls Group’s, Kendall Rawls. Read more about how transition your business and build a successful future with succession planning in the article below.

For Wanda Sieber, what began as an ordinary phone call became a wake-up call. The person who answered the phone told Sieber that the owner of the business she'd called had died unexpectedly, adding "We don't even know if we're going to have jobs tomorrow." Putting off succession planning is not unusual for multi-unit franchisees, who are preoccupied with running their everyday business--not when they will hand over the reins, whether through careful planning or an unexpected event. And as more Baby Boomers inch into retirement, the need to plan for succession has never been more acute.

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As Seen in Multi-Unit Franchisee - Entitlement Is A Silent Killer Of Business

As Seen in Multi-Unit Franchisee - Entitlement Is A Silent Killer Of Business

Entitlement is a stealthy and dangerous virus that has a widespread and abundant impact in your business. Often it becomes so rampant and normal that multi-unit franchisee owners do not even know there are any entitlement issues going on right in front of them.

Let's start with understanding entitlement. Simply, it is when an individual believes they deserve to be treated differently than the rest of those around them. In business, entitlement exists when an employee or senior executive believes they should receive better or different treatment than their coworkers. There are a number of examples, but there are a few that have significant impact.

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As Seen in Multi-Unit Franchisee Report - Investing in Recruiting and Retention Programs

As Seen in Multi-Unit Franchisee Report - Investing in Recruiting and Retention Programs

Starting December 1, 2016, our industry faces potential impacts from new labor laws, one of which includes creating additional retention challenges to our already stressed talent pool in the franchise industry. The Fair Labor Standards Act (FLSA) of the U.S. Department of Labor (DOL) is making significant changes to overtime pay for employees. As outlined in the article, “New Overtime Rule Compels Problems for Franchisees,” the change means that it is going to force employers to shift the pay status of their employees from salaried to hourly.

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As Seen in Multi-Unit Franchisee Report - People Are Our Competitive Advantage

As Seen in Multi-Unit Franchisee Report - People Are Our Competitive Advantage

Competition in business is what helps to keep us focused on strategic growth. However, in today's landscape, competition is bigger, stronger, wider, and more present than ever. Innovations in technology give your customers access to similar products and services from companies that are not located in their geographic footprint. With a click of a button, an order can be placed, shipped, and received to a buyer that should have been yours.

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Webcast Replay: Turning Investment and Planning Roadblocks into Roadmaps

Webcast Replay: Turning Investment and Planning Roadblocks into Roadmaps
 

 

 

 

Turning Investment Roadblocks into Roadmaps

Click Here to Access Replay of Webcast 

Hosted by The Rawls Group - Business Succession Planners and Bernstein Private Wealth Management.

Entrepreneurs we meet often struggle with turning their vision into reality. Market fluctuations, cash flow, capital expenditures, family, ability to recruit and retain top talent, and a litany of other influences quickly take the business off course. Common questions we hear are:

  • How do I overcome roadblocks to grow my business and increase value?  
  • How can I feed the golden goose while also building personal wealth independent from the business?
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As Seen in Multi-Unit Franchisee Report - Achieving Sustainable Excellence in Your Business

As Seen in Multi-Unit Franchisee Report - Achieving Sustainable Excellence in Your Business

Multi-unit franchisee businesses, regardless of the concept, location, or size, all strive to build value, create longevity, and generate success. Ultimately, with value, longevity and success, the world is your oyster. No matter your short or long term vision, whether it be a high value sale or transfer to a key manager(s) or family.

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As Seen in Multi-Unit Franchisee Report - Technology And The Multi-Unit Operator

As Seen in Multi-Unit Franchisee Report - Technology And The Multi-Unit Operator

How often do you conduct business via your cell phone? And when was the last time you took a picture with a traditional camera? Technology has developed so today, that our phone has become our constant companion fulfilling a variety of needs. If you had to guess when the first camera phone was released, would you know? I was surprised too, it was 2002; and it was one of those flip phones. Today, in addition to taking pictures, we can stream live video, and even see the person with whom we are talking, in the moment! The reality check here is that although the introduction of the camera phone was impressive at the time, it was a very small step to introducing a new way to communicate.

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Pass the Baton So Your Successor Can Fill Your Shoes

Developing a successor is paramount to sustainable business success. It requires empowering your successor to step up to the challenge, while holding them accountable to strategic goals. For a period of time there are multiple hands on the baton. If this delicate transition is not done properly there can be a demotivating tug of war experience - you might run past the disqualification line before the hand off is complete, or even worse, drop the baton.

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Juggling Expectations in the Family Business - By Kendall Rawls

Being in the family business is no easy task. You are juggling expectations amongst your loved ones from two different spectrum – family and business– as well as preconceived notions from managers, employees and vendors that you are likely enabled, under-qualified, and of course, grew up with a silver spoon in your mouth. No matter your work ethic, passion, and drive for the business; all family member employees are fighting the nepotism stereotype.

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