Articles

Square One

Leadership development is a big industry by now, and comfortably falls under the banner of Talent Management. Like many innovations in business, targeted development of high performers started as a worthy cause.

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Hank’s Uncertain Future

Hank was the 54 year old owner/operator of a second-generation chemical company which he had worked in for 33 years. Hank had lost passion for the business and was preparing to sell. Hank derailed the process a few times with potential buyers due to some erratic behaviors.

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Generation To Generation

Robert was the chairman of his single family office which served two branches and four generations. I was invited initially on a specific matter of an underperforming employee who was unable to meet the competing demands of two bosses and a customer.

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No Matter What Type of Transition You Choose, Managing Your Talent Is Paramount

Business owners steer their organizations through a series of transitions as they grow their businesses. Transitions directly impact people, and without good leadership, guidance and communication, people worry and feel anxious and vulnerable, and often become disenfranchised from a shared vision and common purpose.

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Want To Avoid Deal Failure? Ready The Seller

The simple formula for a successful transaction comes down to ready seller, ready buyer. When transactions stall or fall apart, it is often the result of the seller not being ready. It’s tough to know the signs of a seller who has unspoken, un-examined hopes and dreams that can seem in competition with the parameters of the deal.

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Sellers’ Fears Best Tackled Head-On

Your decision to leave your business impacts everything that is most important to you: your business, your employees, your family, your financial security and your future.

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Father & Son Stalemate

Steve was the 67 year-old founder of a medical equipment distribution company. He had anticipated for many years that his son would take over the business when Steve retired. Steve’s dilemma was that he was ready to retire but didn’t think his son was ready to run the company.

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When/How Do I Tell My Employees That I Am Selling My Business?

This is often a looming question that keeps business owners up at night. Left unanswered, this question actually gets in the way of business owners moving forward on plans to transition out of their companies.

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Recruiting is a Team Sport

Face it, the costs of poor talent management processes are staggering: A bad hire can cost up to 10 times salary; ready performers lacking clear goals and objectives perform to only 60 percent of their potential; and failing to have a succession plan can cost you your company. The good news about recruiting is if you’re doing it well, it is to your credit. And if your process is broken, it is completely in your control to fix.

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There are No Short Cuts for Transition Planning, but the Long Way Is Fun

Before Tom could transition his business to his son, Mark, a crucial step was necessary: backfilling Mark’s position as head of operations. The plan was for Tom to move to chairman, and for Mark to ascend to CEO. They knew the main complexity for this plan was their distinctly different management styles: Tom was a benevolent leader who walked the shop floor, and knew the details about his employees’ lives; Mark was a driven leader who asked lots of questions, and knew people by the quality of their work. They wanted someone approachable and also able to push for accountability.

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