Why Your Business Needs A Succession And/Or Exit Plan

While reading the September 2019 edition of INC Magazine, I was surprised to learn that a small percentage (21%) of the companies in the 2019 INC 5000 have list succession plans, and an even smaller percentage (12%), have a plan but have not identified successors.   Therefore, two-thirds of the fastest growing private companies in America are at risk of a major disastrous, disruptive event.  While the INC 5000 companies have grown extraordinarily fast, in most other respects they are typical of the general private business landscape in the USA, and probably the world.  I’m guessing that at least two-thirds of you don’t have a succession plan.  That adds up to a lot of potential clients for me and my ActionCOACH colleagues.

Why do you need a succession plan?  There are numerous reasons, some of which include:

  • As mentioned in my blog Why You Should Prepare Your Business To Be Sold dated 10/23/2018, A business that is designed and built for the owner’s exit will provide protection to the business’ team and the owner’s family. There are too many instances of businesses that failed after an owner’s disability or death.  The potential for destruction of value, jobs and fortunes is reason enough for you to prepare your business for your exit.”
  • A long time ago, a very wise insurance broker explained that a business owner in their forties or fifties is eight times more likely to become disabled than to pass away before retiring.
  • A business that is prepared for succession and owner exit is a stronger business.
  • If at some time in the future you sell your business to outside potential buyers, they will be attracted by the increased potential to retain the company’s human capital.
  • If at some time in the future you sell the company to your employees, the key employees are more likely to remain. The result is a company with a much greater potential for longevity and ability to retire the financing used to purchase the business.
  • For all these reasons a business that is prepared for succession and owner exit is a more profitable, valuable business.

One of the main focuses of the ActionCOACH coaching process is planning.  Among the many types of plans our clients have is a succession plan and, depending upon their age, an exit plan.  If you wish to protect your business should you become incapacitated or prepare your business for your exit and earn more money until you decide it is time to exit, my colleagues and I are ready to assist you.

2019 Business Excellence Forum – Blinding Flashes of the Obvious Part 4

Our next speaker was the amazing Sheri Riley, author of “Exponential Living – Stop Spending 100% of Your Time on 10% of Who You Are” Her presentation included many BFOs:
  • What will you give up to grow? If you don’t give things up, you limit your capacity to grow.
  • Personal development fuels professional growth
  • Our skills and talents can take us to levels of success that our character can’t sustain
  • Personal development is LEADERSHIP
img_2933-for-blog Her book includes a road map to the title subject, Exponential Living img_2939-for-blog The balance of Sheri’s presentation was about the five steps to Living Your Power
  1. Perspective – “I don’t know” is not the truth, it clouds your vision
    • “Be realistic with your goals and unrealistic with your thinking and your effort.” – Paul Martinelli, President, The John Maxwell Team
  2. Ownership – What are you focused on?
    • When looking at peoples to do lists it was found that
      • People didn’t remember why 1/3 of the items were on their lists
      • 1/3 of the items were for others, and
      • 1/3 were chronologically out of order
    • Most suffered from FOMO – Fear Of Missing Out
  3. Wisdom – What is your plan?
    • Determine your 1 to 3 MOST important NEXT steps
    • Ask yourself, “Am I chasing opportunities that are actually distractions?
  4. Engagement – What adjustments do you need to make to implement?
    • Presence is not enough, being present is the key
    • Multi-tasking is a lie!
  5. Reward – How will you remain consistent?
    • Don’t walk away from a goal because the plan isn’t working
    • Be committed to the goal, be committed to consistency, be flexible with the plan
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  • Broaden our definition of success
  • Eliminate the fear of success
img_2954-for-blog Brad Sugars returned to the stage as our final speaker of BEF.  He discussed reaching critical mass:
  • You must grow into your role and goal
  • Wisdom comes from the application of knowledge
  • Commitment – with bacon & eggs
    • The chicken is a participant
    • The pig is committed!
  • The concept of BE x DO = HAVE
    • Applies to a person
    • Applies to a couple
    • Applies to a team
    • Applies to a company
At the awards dinner the evening of the second day, one of the award winners had a different spin on one of our PowerPoint slides: Instead of You have to learn more to earn more, It’s not about what you earn, it’s about who you become. If you wish to discuss any of the BFOs or concepts presented in this 4-part series, my colleagues and I are just a phone call, email to website inquiry away.  You simply have to take ACTION!

You Can’t Do It All

The cover story in the current (January-February 2019) edition of Entrepreneur Magazine is a profile of Michael Strahan (Link to the article).  Not being a daytime TV viewer, or a NY Giants fan, I was not very familiar with him.  Until I read the article, I was almost totally unaware of Michael Strahan’s many accomplishments after retiring from the National Football League.  There are a few things we can learn from his business career after his playing days were behind him. It Is What It Is Until It Isn’t – Not unlike many pro athletes, Strahan had no plan what he would do once the game ended for him.  Nonetheless, he piled up an impressive playing record; fifteen seasons (the average NFL playing career is only 3 years).  That level of longevity speaks to a dedication to be the best defensive end he could be.  He gave his all to his football career until it was over.  Are you totally engaged in your business? Deal With Pressure – After the NFL, Strahan went into sportscasting.  Leaving football introduced the concern and possibility the he would “suck” (his word) at something.  “You don’t want to be the weak link.” He said.  He realized that facing a 350-pound opponent who was trying to smash his head in was more pressure than “shaking a dude’s hand and asking him a few questions.”  He put the pressure of a new role into perspective.  Are you putting the day-to-day pressure you face in your business into perspective? Build Your Team – Along the way, Strahan, influenced by his career in professional football, a team sport, assembled a very effective team.  As he said in the article:

“I understand that it’s a bigger team than just you on the camera.  The most important people are the ones behind the camera.”  He went on to say, “You understand how important the support system is in sports, and that has carried over to me in business.  Because there’s nothing worse than feeling that you do a job no one values.  Each job is important – I don’t care if you’re cleaning out the garbage cans or working the phones or running the company.  Everybody has value, and football taught me to make people feel that value to get the best out of them.” (emphasis added)

Great insight toward building an effective TEAM. If you want to build a highly effective team for your business, a team that will enable you, your business and the team itself to bring amazing value to your customers and community, my ActionCOACH colleagues and I are ready to help.  All you must do is pick up the phone, tablet or keyboard and contact an ActionCOACH business coach.

Why Should I Be Your Customer?

I often ask my clients to answer, “Why should I be your customer (client or patient) (CCP)?” from the point of view and value proposition of their ideal CCP’s, not their point of view.  That question is also featured in many of my seminars and workshops.  In fact, I posted a blog in October 2015 entitled “What is Your Product or Service?” which expanded on that very important question.  I just finished an article in the December 2018 edition of Builder magazine entitled “Closing The New vs. Existing Divide” by Vincent Salandro which offers another very practical take on this subject. While focusing in on the factors that lead home buyers to buy newly constructed homes rather than existing homes, the article presents a statistical approach to understand home buyer preferences and how a builder might increase their market penetration.  The article quotes data from the Zillow Group New Construction Consumer Housing Trends Report 2018 to make a strong case for developing a very deep understanding of the value proposition of the ideal customers of new home builders. The Zillow Group report found that while 38% of potential home buyers considered buying a newly constructed home in 2017, only 11% purchased one.  In delving deeper into the data, the author expands on many of the factors that would be useful in refining a builder’s definition of their ideal customer.  Some of the factors included where:

  • Age – new home buyers tend to be older
  • Ethnicity – 74% of new home buyers self-identified as Caucasian/White
  • First-Time buyers vs. Moving Up or Downsizing buyers
  • Geography

The article goes on to look at the top fourteen reasons buyers purchase new homes.  Such factors as:

  • Everything is new/never used – 48%
  • Ability to customize features of the home – 23%
  • Ability to have smart home features – 6%

These were a great look at new home builder’s customer value proposition. Finally, the article looked at how new construction home buyers shop for their home.  Most who purchase newly constructed homes relied on technology, 68% using a laptop or desktop and 46% using mobile devices to shop for their home.  Only one-third of new home buyers used mobile, much less than buyers who purchased existing homes. What does this have to do with your business?  To answer that, I have a homework assignment for you.  I suggest you ask yourself the following questions:

  • How well do you understand your ideal Customer, Client or Patient? – When is the last time you gathered any market statistics that might be used to refine who your ideal CCP is?
  • How well do you understand ALL the various factors that make up your ideal CCP values? – Have you asked your CCPs why they buy from your company?
  • How well do you understand how your ideal CCPs found you? – Are you “hanging out” in all the places you should?

My colleagues and I are well equipped to assist you to better define, understand and find your ideal customers, clients or patients.  The better you are at serving them, the more successful you will be.

Good Enough Never Is

I am re-reading “Built To Last” the 2002 book with the subtitle of “Successful Habits of Visionary Companies” by Jim Collins and Jerry I. Porras.  In Chapter 9, entitled Good Enough Never Is (I borrowed it as the title of this blog), the authors make the following key points:
  • The critical question asked within many of the visionary companies cited in the book is “How can we do better tomorrow than we did today?”
  • The companies in the book institutionalized the asking of that critical question as a way of life.
  • The visionary companies attained their extraordinary position because they were very demanding of themselves, never content to cease building and improving.
  • The author’s research clearly supports a strong correlation between the success of the visionary companies and the concept of “continuous improvement (CI)”, in some cases going back more than 100 years (way before CI became a management catchphrase in the 1980s).
  • Visionary companies put mechanisms of discomfort in place as a defense against complacency.
  • While taking the long-term view, the visionary companies did not back away from pushing for current growth at the same time they pushed for growth in the future. In other words, they didn’t plan for lower sales this year to fund higher sales next year.
  • The visionary companies consistently invested for the future.
These key points and several others were nailed down in the book with specific examples from the author’s research of both the visionary companies and the lower performing “comparison companies.”  For instance, in the case of Marriott (the visionary company) and Howard Johnson (the comparison company) they point out that in 1960 Howard Johnson was one of the best-known American companies.  J. W. Marriott, Jr. said at the time that he hoped that the company he had inherited from his father could one day be as successful as Howard Johnson.  By 1985, Marriott was seven times the size of Howard Johnson.  The book credits this to “Marriott’s relentless self-discipline as a continuous improvement machine versus Howard Johnson’s complacency.”  Marriott instituted mechanisms to stimulate improvement, including:
  • “Guest Service Index” reports – a major KPI based upon customer comment cards and surveys.
  • Annual performance reviews for every employee – EVERY EMPLOYEE.
  • Incentive bonuses.
  • Investment in extensive interviewing and screening of potential new hires.
  • Management and employee development programs.
  • Investment in a corporate “Learning Center.”
  • Employing “Phantom Shoppers.”
In comparing Motorola with Zenith, the author’s point out that Zenith squandered its reputation for quality by becoming complacent.  Zenith was the last company in their industry to invest in solid-state electronics, printed circuit boards and was late to get into color TV.  As an aside, I was in Chicago last month and noticed that the former Zenith headquarters building was being demolished. So, considering this, the questions I want you to ask yourself are:
  • What “mechanisms of discomfort” can you create to defeat complacency in your company?
  • What are you doing to invest in the future of your company? Leadership development? R&D? Enhanced recruiting & training? Technology?  Before your competitors do.
  • When business takes a dip, does your company continue to invest for the future?
  • Does your company’s culture not accept “comfort”, or do you constantly work to do better tomorrow?
You may be thinking that your company is not nearly as big as Marriott or Motorola (now part of Zebra Technologies).  They all started as small companies but adopted these concepts very early in their history.  You can too. Both the good news and the bad news from the author’s is “Good old-fashioned hard work, dedication to improvement, and continually building for the future will take you a long way.”  There are not shortcuts, magic potions or work-arounds. “Success is never final.” My colleagues and I at ActionCOACH are ready to assist you to build your company to last.

Why You Should Prepare Your Business To Be Sold (Even If You Don’t Plan To Sell It)

One fact I often site is that on average, 10,000 baby boomers in the USA turn 65 every day.  This has been going on for the past seven years and will continue for another eleven years.  This fact presents two major opportunities to the business world:
  1. What products or services does this huge portion of the population need as they become “senior citizens?”  And they are living longer.
  2. Many Baby Boomers are business owners. Their businesses will eventually be sold, transferred, or they will use some other form of exit in the coming years.
This leads me to the main point of this blog … preparing businesses and business owners (even if they are not Baby Boomers) for their exit, even though they have no plan to exit soon.  Here are the top six reasons you should prepare your business for exit:
  1. Maximize – A business that is prepared for the owner’s exit will be much more valuable than a business that is dependent on the owner’s day-to-day contribution to operations. During ActionCOACH training we learned that a business owners’ product is the business, not the product or service of the business.  Therefore, we coach our clients to invest a major portion of their time toward working “ON” their business, rather than only working “IN” their business.  An owner’s prime responsibility is to design and create a business environment that enables their team to succeed.
  2. Money – A business that is prepared for the owner’s exit will be more profitable than a business that is totally, or partially dependent on the owner’s involvement. Owners need to design their operations to maximize the leverage of their and the team’s time and talents.
  3. Time – The owner of a prepared business will have more time and freedom to pursue other interests, be they business or personal.
  4. Harmony – We all seek work-life harmony. A well designed, prepared business enhances their owner’s ability to achieve work-life harmony.
  5. Contribution – A well prepared business will deliver more value to its customers, clients, patients, team, owner and community.
  6. Protect – A business that is designed and built for the owner’s exit will provide protection to the business’ team and the owner’s family. There are too many instances of businesses that failed after an owner’s disability or death.  The potential for destruction of value, jobs and fortunes is reason enough for you to prepare your business for your exit.
One of the main focuses of the ActionCOACH coaching process is preparing our clients and their businesses to be sold.  If you wish to prepare your business for your exit and earn more money until you decide it is time to exit, my colleagues and I are ready to assist you.

Stress Test Your Business

One of the most important concepts my colleagues and I at ActionCOACH coach our clients on is being proactive.  Everything from our GrowthCLUB (90 Day Planning Workshop), our use of the ActionCOACH Business Chassis (5 Way Formula), to the alignment consultation we use to start each of our client’s coaching programs, is aimed at promoting proactivity.  Unfortunately, too many of the businesses I am introduced to operate on a reactive basis, reacting on a daily, sometimes hourly, rhythm of solving crisis after crisis after crisis.  The consequences of operating in reactive mode are many; lack of growth, low company morale, low or no profit, high levels of stress, and in some cases, bankruptcy! Chief among the steps toward proactivity is to periodically Stress Test your business.  Here are a few of the tests you must perform:
TEST Explanation
What if this works? “What if this works?” is one of my best coaching questions.  You cannot achieve continuing success without preparing for it.  This doesn’t mean starting a second shift before your sales increase, for example.  It does mean having the plans and processes for starting a second shift prepared as part of introducing your new product.
What if a key part of your business goes down? Machinery breakdowns, illness of key team members, storms, key team retirement or resignations, etc. are a fact of business life.  How much cross training and employee development is part of your daily routine?  How many strategic alliances have you developed?  Do you have succession plans?  Being prepared is a major responsibility of business ownership and leadership.
What is my customer retention? Low customer retention, and/or a low customer referral rate are leading KPIs, indicating a need to proactively redesign your operations.  Simply, if you are not at minimum, satisfying your customers, you have a big problem.  Of course, your goal should be to consistently WOW your customers.  Customers who are only satisfied are not loyal, raving fan customers.
  The results of these stress tests and others, whether good or bad, should lead you to proactive activities.  My colleagues and I at ActionCOACH are ready to assist you to stress test your business and to implement proactive processes.  All you need to do to start your proactive journey is contact us.  

Work on your business, not just in your business.

It (Almost) Never Fails

While flossing my teeth this morning I recalled my late mother’s expression “It never fails.”  I decided to write this blog about my top three list of things that never fail, well almost never fail. Of course, top of mind and number one on the list:
  1. The last piece of dental floss in the container is too short to be useable – Unless you are a dental floss savant, this “never fails” is based on pure luck.
The second “never fails” applies to most amateur golfers:
  1. A golf ball that strikes a tree on either side of a fairway will (almost) always bounce away from that fairway – While this “never fails” has an element of luck associated with it, a golfer could improve their odds by being coached and taking lessons with a PGA professional. As their ability to hit a golf ball where they aim increases, they will reduce the number of trees hit.  By the way, a great golf KPI is number of fairways hit.
Number three on the list of “never fails” is about, unfortunately, most business owners and their businesses:
  1. A business owner without written plans will fail to reach their business and personal goals – My colleagues at ActionCOACH and I have witnessed too many businesses that have grown organically, without plans. Before I joined ActionCOACH I had several turn-around engagements.  Every company I worked to rescue exhibited a lack of planning.  The effect of lack of planning was a major reason they arrived in a turn-around situation.
Our ActionCOACH clients benefit from our planning culture.  All my clients have some, if not all of the following plans:
  • 90 Day working on the business plans
  • Classical business plans with budgets, cashflow, revenue and expense projections
  • 1, 3 and 5-year Organization Charts
  • Hiring plans with trigger benchmarks
  • Marketing plans
  • And others
As the expression goes; “If you fail to plan, you plan to fail.” The benefits of planning are numerous:
  • Plans, especially written plans, have a very high correlation with success.
  • Plans are essential if you have a team. They communicate your goals and engage your team toward goal achievement.  Simply put, plans help you, and your entire team get leverage of skills, knowledge and time.
  • Plans inoculate your business against failure. While there are no guarantees, planning certainly stacks the desk in your favor.
  • The process of producing and maintaining your plans is just as important as the actual plans. It is a major part of your responsibility as a business owner to create a success environment for you and your team.
  • And many more.
If your business is not about to require a rescue, it is not too late to become a proactive, planning high-achieving business owner with an exceptional business.  The choice is up to you, don’t plan to fail! Should you choose not to plan to fail, my colleagues and I at ActionCOACH will be happy to assist you on your path to business success.  Simply contact me or your local ActionCOACH. Finally, please let me know what some of your top “never fails” are in your comments to this blog.

2018 Business Excellence Forum – Blinding Flashes of the Obvious Part 3

The second day of BEF began with Darren Hardy, former publisher of Success magazine, and founder of Darren Hardy, LLC Success Mentor to CEOs & High-Achievers.  His presentation was entitled Productivity Secrets of SUPERACHEIVERS and was based on what he learned during his many interviews with some of the most successful people in the world. The following are a few of the many BFOs I got from Mr. Hardy’s presentation: img_1637-for-blog
  • YES is easy. NO is the master skill
  • 3 Activities – consider:
    • What should I have said NO to last week?
    • What should I say NO to next week?
    • What should I say NO to on my Idea, Project, Commitment & Communication Lists?
  • “To many choices create paralysis”
  • Warren Buffet’s Method
    • Step 1 – WRITE all your priorities
    • Step 2 Narrow the list down to your TOP 3
    • Throw the rest of the list away
  • Don’t mistake:
    • Movement for Achievement
    • Activity for Productivity
    • Rushing for Results
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  • Create a “Give Up” list
  • Identify your Vital Few Functions
    • Delete / Delegate
    • Find & Focus on and leverage VITAL FUNCTIONS
  • “There is nothing so useless as doing efficiently that which should not be done at all.” – Peter Drucker
  • To be a SUPERACHIEVER
    • Stop doing
    • Master the Vital FEW
    • Out FOCUS
    • Out LAST (consistency)
    • Out GROW
    • Out FAIL – learn from mistakes
    Our next speaker was Travis Bell, The Bucket List Guy.  Travis was a speaker at the 2017 BEF (see 2017 Business Excellence Forum – Blinding Flashes of the Obvious Part 4 for my BFOs from 2017).  Travis repeated a presentation he delivered to the ActionCOACH coaches only.  This year he presented to the entire audience.  There is a few additional BFOs added to last year’s Travis Bell BFOs:  
  • The ultimate KPI is How Many People Come to Your Funeral
  • Go from Selfish to Selfless
  • Separate bucket list from to do list
Our next presenter was Steve Rogers, CEO of Alchemy Advisors.  Before founding Alchemy Advisors, Mr. Rogers was the President of Berkshire Hathaway Home Services.  Here are a few of the many BFOs from Mr. Rogers:
  • There is no perfect
  • The constant question – What will have occurred in the next 12 months to consider it a very successful year?
  • And
img_1744-for-blog Brad Sugars took the stage to wrap up day 2:
  • All of my clients have a Future Organization Chart (3 to 5 years in the future) These need to add a Timeline & Triggers to each new position on the chart
  • “Saving a wage cost me a fortune” – Brad Sugars
  • Hiring is not the same as Recruiting
  • Have at least 1 personal goal in your 90 day plan
  • Success:

See Your Goal Understand The Obstacles Create a Positive Mental Picture Clear Your Mind of Self-Doubt Embrace The Challenge Stay On Track Show The World You Can Do It

  Day 3 – A few BFOs from the coach’s session From ActionCOACH Kevin Simpson, a coach in Canada.  A few insights from his clients:
  • His bike shop client reduced the number of bikes on the sales floor, resulting in selling more units at higher prices
  • Conversation around what is possible. In the 19th century during the construction of a railroad, 32 spikers hammered in 63,000 spikes, each averaging 600 blows per hour for 14 hours.  They constructed 6.3 miles of track that day, which at the time was a record.  So the question is – Do we limit ourselves by our perception of what is possible?
  • To eliminate Bottle Necks – Communicate Priorities
  img_1774-for-blogimg_1785-for-blog
    • be in Area 4
    • Area 1 – Intention & Attention / no money – EXCUSE (below point of power)
    • Area 2 – Money & Intention / no attention – BLAME
    • Area 3 – Money & Attention / not aligned – DENIAL
    • Area 4 – Congruency (above the point of power)
  And finally, from a couple of conversations during breaks:
  • A business is finished (Step 6 of 6 Steps to Massive Results) when it achieves the ActionCOACH definition of a successful business
  • Content is GREAT / Context is IT!
  • “Where there is SHIT, there is FERTILIZER
  I hope you have formed your own BFOs from this blog series. The 2019 Business Excellence Forum will be in Charlotte, SC from February 17th to the 19th.  If you wish to join me and about 1,000 other business owners, CEOs, leaders, executives and business coaches, or if you would like to accelerate your success, please contact me or any of my ActionCOACH colleagues.  Our mission is to create

World Abundance Through Business Re-Education

Are Things Going Well?

Earlier this week I attended a breakfast event, part of the Hofstra University Scott Skodnek Business Development Center’s Distinguished Lecture Series.  The event was a Keynote Conversation with Brett Yormark, the CEO of Brooklyn Sports & Entertainment.  Mr. Yormark was interviewed by Kevin Law, the President & CEO of the Long Island Association. Brooklyn Sports & Entertainment (BSE) owns and operates the Barclays Center in Brooklyn, the Brooklyn Nets NBA team and redeveloped and manages the Nassau Veterans Memorial Coliseum in Nassau County, Long Island.  Since Hofstra University is basically across the street from the Coliseum, many of the interview questions revolved around its redevelopment.  After answering some questions about improvements to the venue, the construction process and its cost verses the budget, Mr. Yormark moved onto the performance of the Coliseum since it reopened in April of this year.  The venue reopened with a Billy Joel concert.  In the seven months since the Coliseum reopened, they have had more than 100 events, including concerts by Barbara Streisand, Paul McCartney, Bruno Mars and other performers. Other events including G-League professional and college basketball games also occurred there.  So far, the Coliseum is ahead of BSEs projections. So, when Kevin Law asked Brett Yormark if he is happy with Coliseum results so far, Yormark replied:

“I am happy, but not satisfied.”

He used that exact wording to answer several additional questions as the interview progressed.  I was struck by how simple and yet very powerful this phrase is.  The concept represented by these six words is extremely important.  How many businesses have stopped growing or failed because management or owners became “satisfied?”  When I had my consulting practice before joining the ActionCOACH team, I met many business owners who were earning more than $500,000 per year who became satisfied with their businesses.  “Why should I continue to push hard, I’m making more than I need?”  “I am working too hard and have no time to enjoy my wealth.”  Many wanted to start enjoying the fruits of their success, reducing the attention and time they devoted to their businesses.  Many of those businesses no longer exist, failed due to over-satisfaction and the resulting lack of attention. Two things need to be highlighted here:
  1. I don’t mean to imply that you shouldn’t celebrate when a major goal or milestone is achieved. There is nothing wrong with a brief pause to celebrate and “smell the roses.”  Celebration is very important, for you and your team.
  2. One of the motivating factors that drove my decision to join ActionCOACH (and many of my colleagues) is our definition of a successful business:

A commercial, profitable enterprise that works without YOU (the owner)

I work with my clients to design, plan, structure and build their businesses so they will earn more and work less.  I enable them to achieve the state of happy life, but continuing dis-satisfaction with the value their business brings to their team, customers, community, and themselves.

At lunch, that same day, I continued my rereading of John C. Maxwell’s The 21 Irrefutable Laws of Leadership ((10th Anniversary Edition). I came to Law 18-The Law of Sacrifice.  The following from Law 18 makes the point.

“…today’s success is the greatest threat to tomorrow’s success. And what gets a team (or company) to the top isn’t what keeps it there.”

I couldn’t have said it better. My ActionCOACH colleagues or I will be happy to assist you to build your business, so you can earn more and work less.