dan schneider headshotDan Schneider

Partner

Succession Advisor

Articles by Dan

Dan Schneider specializes is working with families and organizations to design, build, and implement emotional and logical relationship systems and processes in order to increase human and financial capital and stakeholder value.

Dan’s experience includes business start-ups, business cultural development, succession planning, mergers and acquisitions, and community development. He has served as Vice-president of Development, Chief Operating Officer, and Executive Vice President of firms in the manufacturing, technology, financial, and advertising industries. Dan’s formal education includes a Bachelor of Arts from St. Ambrose University; a Master of Arts in Legal Studies from Antioch School of Law; and a Certified NLP Business Practitioner from the Quadrant 1 Group in London, England. He is a former Chairman of the Board of Governors for Leadership Iowa, a statewide leadership program sponsored by the Iowa Association of Business and Industry.

Dan is a Partner with The Rawls Group, and a founding member of the International Succession Planning Association®. Dan frequently speaks before local, state, and national organizations about leadership and change.

All Articles

Building a High Performance Company – How Long Does it Take?

One of the most frequently asked questions I receive is “How long do you think it will take?” Usually, the question is in reference to implementing some recommendations we’ve made about how to positively impact performance. Unless the company is in a survival crisis, our experience indicates that building a high performance culture usually takes about 12 – 15 months for each layer of management. For many entrepreneurs and early generation businesses, that seems like a couple of lifetimes, which leads to the next question: “What can we do to speed that up?”....... The answer: “Not much.” As an example, [...]

As Seen in Multi-Unit Franchisee Report – 4 Ways to Avoid Losing Key Talent

Turnover in an organization brings a high cost to the company, which unfortunately, much of that cost can be avoided. Findings from the Saratoga Institute, a group that regularly reviews and updates the financial and organizational costs of turnover, estimate the financial costs range between 12-40% of pre-tax income. This translates to anywhere from $120 - $400 of every $1,000 pre-tax profit is absorbed in turnover costs. In this article, Dan Schneider and Renay Winston, President of People Management Solutions share focus areas to help start bridging the gap between turnover and retention. Click the following link to read [...]

As Seen in Digital Dealer – Could Your Culture Use a Little MAGIC?

A couple of generations ago, a group called The Lovin’ Spoonful had a hit record called “Do you believe in magic?” If you are a fan of the “oldies,’ you may have heard it. Magic is fascinating and I see quite a connection between magic and business. Above all, if you treat MAGIC as an acronym, you’ll see the connection too. MAGIC actually means “Must Always Get in Close.” And that, to me, is the secret characteristic of successful dealer/leaders and the organizations they lead – they must always get in close with their team, their vendors, their customers, [...]

As Seen in Automotive Buy Sell Report – Three Steps to Making Business Planning Fun for a Dealer

Some things in life are actually fun to plan, such as weddings, vacations, and special celebratory events. The planning that goes into the event usually leads to a happy outcome, regardless of how long the planning takes and even if there are bumps along the way. Business Planning, on the other hand, can get a bad rap. Even mentioning business planning to a fast-moving, high-energy dealer makes his or her eyes begin glaze over. So how do we make business planning fun, exciting, and worthwhile for dealers? Step 1: Think Big Envisioning what you want your dealership to be [...]

What is Changing In the Areas of Estate Tax?

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Planning Opportunities To Take Advantage of Now

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Leadership in Uncertain Times

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