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How to Create a Productive and Empowering Culture

How to Create a Productive and Empowering Culture

How do you create a positive business culture where all those associated view your business feel a stewardship responsibility for its success and/or its failures? To navigate this subject, let’s first focus on what generally gets in the way.

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The Strategic Plan: Dust Bunny or Innovative Road Map

The Strategic Plan: Dust Bunny or Innovative Road Map

The Strategic Plan. In some organizations, the strategic plan is a great work of fiction. It may be written off-site by a group of people having a few days away from the office. Once read, it goes on the top shelf and becomes an expensive dust bunny.

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Exit Strategy: Is There A Role For Me After Transitioning?

Exit Strategy: Is There A Role For Me After Transitioning?

I was working with a business owner, John, who was in the process of transitioning management and leadership responsibilities of the business over to a family member. At one point in the process, John asked,

“When Tim takes over my role, what do I do?”

For most business owners, they will develop an exit strategy that unfolds gradually over time. In other words, there will not be a “cold turkey” exit from the business. Developing a strategy that allows a gradual exit rather than a flip of the switch event provides you an opportunity to expand your vision about your future role in the company and identify a new purpose outside of the business. John, had not provided himself that opportunity and felt a little threatened by the fact that Tim would be taking over his role, leaving him feeling “sent out to pasture.”

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As Seen in Multi-Unit Franchisee Report - Positional Power: 5 Ways to Find Common Ground with Your Business Partners

As Seen in Multi-Unit Franchisee Report - Positional Power: 5 Ways to Find Common Ground with Your Business Partners

If you happen to be an active majority partner in a business, you may sometimes find yourself struggling for alignment with your minority partner or partners, especially if the minority partners are also involved in the business. They assume because they have some percentage of ownership that they may have the positional power to make unilateral decisions that move the business in a direction that suits their liking. In short, they throw their "weight" around; and they pay little attention to the unintended consequences of doing so.

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As Seen On Automotive Buy Sell Report- Why do I need a succession plan if I’m going to sell the dealership?

As Seen On Automotive Buy Sell Report- Why do I need a succession plan if I’m going to sell the dealership?

If you plan to sell your dealership, some would say succession planning is a waste of time, emotional energy and money. They might be right. However, I would encourage them to talk with Jay (not his real name) before they make a final decision. 

Click Here to: Read full article on Automotive Buy Sell Report website

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Pursuit of Perfection: The Game That Can’t Be Won

Pursuit of Perfection:  The Game That Can’t Be Won

Some people are obsessed with perfection. Recently, a Board of Directors asked that we conduct a 360 Evaluation of the Chief Executive Officer of their organization. When asked if there were any specific performance concerns, the response was “Not really, we think that Mary Beth is an exceptional leader, organizes well, thinks strategically, and has the full confidence and support of the Board. We just have some concerns that we’re not doing all we can to help her develop, and a 360 will help us identify areas that are deficient.”

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How to Move Under-Performers Up or Out of Your business

How to Move Under-Performers Up or Out of Your business

Take stock of the employees in your company; most likely you have already mentally classified them into categories of nonperformers, underperformers, average performers, or super performers. Hopefully, you have the majority of your people in the super performer bucket, but in all likelihood, you have a mix of all four types.

As the business environment becomes more complex and even more litigious, it's important to know how to deal with each of the 4 groups for two very different and yet related reasons: Risk Management and Productivity Management. With the concept in mind that you are only as strong as your weakest member the following will provide insight into how to address those in the non performer and under performer buckets.

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How to Check Perfectionism at the Door - Keys to Becoming An Effective Leader

How to  Check Perfectionism at the Door - Keys to Becoming An Effective Leader

Mary Poppins described herself as “perfectly perfect in every way”. Some of us nourish that same self image as we sing or think to ourselves, "What’s the matter with people today? Why can’t they be like me, perfect in every way?”

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Why Do I Procrastinate and How Can I Stop?

Why Do I Procrastinate and How Can I Stop?

A friend of mine believes very strongly that no one should do today what they can put off until tomorrow. He is the ultimate procrastinator; and he's quite happy with where that's taken him in life. He simply does not buy in to the notion that any non-emergency has to be dealt with today. His rationale is all based on a Rolling Stones' hit titled "Time Is on My Side."

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Family Feuds and Business Turf Wars: How Do They Start? How Do They End?

Family Feuds and Business Turf Wars:  How Do They Start?  How Do They End?

A lot of people lose sleep over a great divide where two or more people have chosen sides. It happens where ever there are people. It could be among friends, enemies, a family or families, clients, or business partners. Usually it is a disagreement over relatively scarce resources: People; Time; and/or Money.

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2 Key Areas Impacting Your Ability to Take Your Business to the Next Level

2 Key Areas Impacting Your Ability to Take Your Business to the Next Level

When working with a team of business leaders, one of my first questions is "How many of you are ready to go to the next level?” Either a lot of hands go up or there is a chorus of "Absolutely." And then I ask them "How many of you know what the next level looks like?" The near to total silence is deafening. They don't know what the next level looks like; and there is some concern that somehow, it might require more work and effort.

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Interview - Key Issues Impacting Dealership Succession Plans

Interview - Key Issues Impacting Dealership Succession Plans

Check out Dan Schneider's Interview on Car Business Today where he discusses key issues impacting your dealership's succession plan. 

 Click Image to Preview

Dan-Schneider-family-business-succession-advisor

 


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How Do I Become an Effective Cross Generational Coach?

How Do I Become an Effective Cross Generational Coach?

There are multiple generations in almost every organizational and business setting. If not at start up, then during transition periods of one kind or another. Older generations don't get younger ones; and younger ones don't get the older ones. Are you puzzled by why it always seems to be that way?

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Why Do So Many Businesses Underperform?

Why Do So Many Businesses Underperform?

When the opportunity to work with a team of business leaders presents itself, one of my first questions is "How many of you are ready to go to the next level"  Depending on how I ask people to respond, either a lot of hands go up or there is a chorus of "Absolutely" that deafens the room.  It seems like everyone is in love with the idea of going to the next level.

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Feedback – The Breakfast of Champions (and High Performing Cultures)

Feedback – The Breakfast of Champions (and High Performing Cultures)

Feedback is a peculiar animal.  While many of us tell others we want it, we often abuse the messenger brave enough to give it.  Or, if feedback is delivered by a “system”, we look for faults in the way the system was designed to deflect the message and save or rescue ourselves from embarrassment that usually comes with looking foolish.  

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How Do I Build Bench Strength in My Organization?

How Do I Build Bench Strength in My Organization?

Talk about bench strength occupies quite a bit of time in board rooms and kitchens all around the world.  I’ve read some articles that talk about the “marriage” between succession planning and successor development; and I’ve read others that talk about how hard it is to find people suited to be the next generation of leaders.  Still others present business owners and leaders with something akin to “silver bullet” coaching that can get people ready overnight.

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Don’t SWOT the Small Stuff

Don’t SWOT the Small Stuff

Probably since the beginning of strategic planning, business owners and their key leaders have been sitting around tables talking about Strengths, Weaknesses, Opportunities, and Threats.  Maybe you’ve even done engaged in the SWOT process with your team.  The primary reason for a SWOT analysis is to identify and deal with the critical issues affecting your business.

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OPPORTUNITYISNOWHERE

OPPORTUNITYISNOWHERE

Take a close look at the letters above. Now, without changing the sequence of the letters, break those twenty letters into a sentence.

If business has been tough or you don't feel passion or commitment from your people, your sentence might read "Opportunity is nowhere." You might be thinking, "What have I done with that list of business brokers? I know it's around here somewhere."

Tempting as that broker search might be, don’t jump at it. Those same twenty letters can create another sentence: "Opportunity is now here." Same twenty letters, same and yet a completely different approach to finding a solution.

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How to handle non-performers, under-performers, average performers, and super-performers.

How to handle non-performers, under-performers, average performers, and super-performers.

As you look around at the people in your company or in your department, you probably have already made a mental note classifying people into either non-performers, under-performers, average performers, or  super-performers.  Hopefully you have the majority of your people in the super performer bucket, but in all likelihood, you've got a mix of all four types.

As the business environment becomes more complex and even more litigious, it's important to know how to deal with each of the 4 for two very different and yet related reasons:  Risk Management and Productivity Management.

Non-performers and under-performers

There are two extremes of non-performers and under-performers.  

1.Culture Challenge: Those who were hired because a role needed to be filled in the worst way, but their attitude and behavior do not fit the cultural environment. Somebody is always better than nobody, right?

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How To: Jerk Proofing Your Business

How To: Jerk Proofing Your Business

Nasty people do more than make others miserable.  They create economic problems for your business.  And the problem is more widespread than most people think.  Especially in some occupations driven by a “sales” or “technical” culture.  So, that’s the bad news.

The good news is that your business  culture doesn’t have to become a hostage to jerks and bullies.  In a recent article (By Invitation:  Building the civilized workplace) appearing in The McKinsey Quarterly, Robert Sutton defined a workplace jerk as someone who leaves others feeling “oppressed, humiliated, de-energized, or belittled.”  

Jerks and bullies attack in any number of ways, whether in business or in family settings.  Some of the more common include insulting and sarcastic humor; turf invasions; status slaps; two faced attacks; verbal and non-verbal threats and intimidation; and public shaming or time-honored hazing disguised at team building (remember the Miami Dolphins scandal?).  Nasty interactions like these are more powerful than a locomotive, spread faster than a speeding bullet, and affect people five times more strongly than positive ones.  

These kinds of behaviors, often condoned because the perp is a great “producer” who brings in a wonderful revenue stream, can destroy an organization or a family in several ways.  Walls go up, morale goes down, customers and applicants stay away, and family members have as little to do with each other as possible.  Steven Covey, author of Principle Centered Leadership, talked about behaviors like these as withdrawals from an emotional bank account.    

So how do you prevent these behaviors from happening?  Our experience suggests that a variety of covenants – family, management, and organizational – help set the tone for building a civilized culture. A couple of well known companies like Gold’s Gym, Southwest Airlines, Success Factors, and Netflix have a “we don’t hire or keep jerks” covenant or policy.  It’s communicated in three ways:  verbally, in writing, and – most importantly – in practice.  If you’re not ready to part company with a jerk, don’t say you will when you know you won’t.  Your failure to do so speaks volumes.

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