The Lazy CEO Podcast: Recent Episodes
Jim Schleckser
This is The Lazy CEO Podcast where Jim Schleckser, author of “Great CEOS are Lazy” and Founder of The CEO Project, features compelling experts and topics for CEOs of mid to large-size companies.
The next big innovation in the grocery industry isn't happening inside the store. It's changing how families shop before they ever walk through the door.
The grocery industry has experienced rising prices, dynamic pricing, and changing consumer behavior, leaving many families searching for better ways to stretch their budgets. In this episode, Jim Schleckser talks with entrepreneur Andy Ellwood, founder of Stretch, about using AI and technology to bring greater transparency to grocery shopping while sharing lessons from building and scaling multiple successful startups.
By listening to this episode, you'll learn how to:
- Discover how technology is reshaping the grocery industry by helping consumers make smarter purchasing decisions.
- Learn why the best startup ideas begin with solving real customer problems instead of chasing technology trends.
- Hear Andy's philosophy of "Make Room for Many" and how an abundance mindset can help entrepreneurs build stronger businesses and lasting communities.
Listen now to hear how innovation in the grocery industry is creating new opportunities for consumers and entrepreneurs, while learning practical lessons about AI, startup growth, and building businesses that solve meaningful problems.
Check out:
03:50 | Bringing Transparency to the Grocery Industry
Andy Ellwood explains how rising prices and dynamic pricing in the grocery industry inspired him to build Stretch, an AI-powered platform that helps families compare grocery prices across multiple retailers before they shop.
16:20 | AI Show and Tell: A Simple Idea Every CEO Should Copy
Andy shares how his team holds a weekly AI Show and Tell session where employees demonstrate new AI use cases they've discovered. It's a simple practice that accelerates learning, sparks collaboration, and builds an AI-first culture.
22:45 | The Power of "Make Room for Many"
Andy discusses his leadership philosophy of abundance over scarcity, explaining why helping others succeed has been one of the biggest drivers of his entrepreneurial journey and long-term success.
About Andy Ellwood Andy Ellwood is the founder of Stretch, a new AI platform reimagining how families navigate the grocery aisle. A serial entrepreneur behind companies acquired by Facebook and Google, Andy has built everything from global learning communities to purpose-driven tech startups. His philosophy—Make Room For Many—guides his work as he uses technology to create more access, clarity, and opportunity for everyday consumers.
Most AI deployment initiatives don't fail because of the technology. They fail because CEOs start in the wrong place.
AI is transforming business, but buying the latest tool won't create better results on its own. In this episode, Jim Schleckser talks with Christa Hill, Chief AI Learning Officer at Learnit, about why successful AI deployment begins with solving real business problems, preparing your team, and building the right mindset before choosing a single platform.
By listening to this episode, you'll learn how to:
- Discover why successful AI deployment starts with identifying business challenges instead of chasing the newest AI tools.
- Learn how to prepare your organization for AI by improving workflows, training employees, and creating sustainable adoption.
- Understand the common mistakes CEOs make during AI deployment and how to avoid wasted investments while achieving meaningful business results.
Listen now to learn the AI deployment strategies that help organizations move beyond the hype, solve real business problems, and build a competitive advantage with AI.
Check out:
05:15 | Stop Chasing AI Tools and Start Solving Business Problems
Christa Hill explains why successful AI deployment doesn't begin with the latest software. It starts by identifying the biggest challenges in your business and letting those problems determine which AI solutions you actually need.
19:45 | Why Most AI Deployments Fail Before They Begin
One of the episode's biggest insights is that organizations often automate broken processes. Christa explains why mapping and improving workflows before introducing AI dramatically increases the chances of a successful AI deployment.
40:30 | Building an AI-Ready Workforce
As AI reshapes the workplace, Christa shares how CEOs should think about hiring, training, and developing employees who can use AI as a thinking partner rather than simply another software tool.
About Christa Hill Christa Hill helps serious leaders think, decide, and lead well in an AI-shaped world. She is the Chief AI Learning Officer at Learnit, where she leads the design of AI education delivered to organizations across North America, and the CEO of Tacit Edge North America, where she builds AI literacy programs for CEOs, executives, boards, and the operators who run their companies. A product leader and educator with more than 20 years across banking and tech, Christa has educated thousands of professionals and is the author and facilitator of more than 20 programs delivered around the world. Her work centers on a simple conviction: AI leadership is not about tools; it is about judgment, and the leaders who build that judgment now will set the pace for everyone else. Christa will take the stage as keynote speaker at The CEO Project Summit in Dallas in February.
The biggest breakthrough in your business may not come from your next idea. It may come from the other entrepreneurs you surround yourself with.
Building a successful business is about far more than selling a great product. It's about learning from setbacks, creating a strong company culture, and finding people who challenge you to become a better leader. In this episode, Jim Schleckser sits down with Nick Breedlove, founder and CEO of NVB Playgrounds, to discuss the lessons he's learned growing a niche business into a national company and why other entrepreneurs played a critical role in his growth.
By listening to this episode, you'll learn how to:
- Discover why building relationships with other entrepreneurs can help you avoid costly mistakes and accelerate your growth.
- Learn how strong company values create better teams, better decisions, and a healthier culture.
- Hear practical lessons on scaling a business, overcoming major setbacks, and letting go of the need to control everything yourself.
Listen now to hear Nick Breedlove's entrepreneurial journey and learn why surrounding yourself with other entrepreneurs may be one of the smartest investments you can make as a business leader.
Check out:
22:15 | The Entrepreneurial Mistake That Cost $3 Million
Nick shares the painful story of a leadership breakdown that resulted in a multi-million-dollar lawsuit and explains how it completely changed the way he hires, builds culture, and manages his company.
28:30 | Why Values Matter More Than You Think
After years of rapid growth, Nick realized that company values aren't just words on a wall. He explains how clearly defined values became the foundation for building a stronger team and a healthier business.
32:45 | Why Every CEO Needs Other Entrepreneurs
One of the episode's biggest takeaways comes when Nick reflects on the importance of surrounding yourself with other entrepreneurs. He explains how having peers who have faced similar challenges can help you avoid costly mistakes, make better decisions, and grow faster.
About Nicolas Breedlove
NIC BREEDLOVE is a visionary entrepreneur and the CEO of NVB Playgrounds, a company dedicated to creating safe, engaging, and inclusive play spaces that bring communities together. With over a decade of experience in the playground industry, Nic has revolutionized how schools, parks, and organizations approach play design by offering innovative solutions that combine creativity, safety, and durability. Under Nic's leadership,
NVB Playgrounds has become a trusted partner for clients across the country, helping them navigate the challenges of planning, budgeting, and building exceptional play areas. Nic is a sought-after speaker and storyteller who shares insights on leadership, entrepreneurship, and the power of play. When he's not leading his team, Nic enjoys exploring the outdoors, creating impactful content, and connecting with audiences to inspire growth and innovation
What allows some CFOs to lead with influence while others never move beyond the numbers?
Today's CFOs are expected to do much more than oversee financial performance. They must build trust, influence executive decisions, communicate with empathy, and help shape company strategy. In this episode, leadership expert and former CFO Dr. Emilia Bunea shares why technical expertise alone isn't enough and explains the mindset and behaviors that help CFOs lead executive teams, boards, and entire organizations more effectively.
By listening to this episode, you'll learn how to:
- Discover why relationship building and influence have become essential skills as CFOs lead beyond traditional finance responsibilities.
- Learn practical techniques for communicating strategic recommendations in ways that earn buy-in from CEOs, boards, and executive teams.
- Understand the leadership habits that prepare finance executives to become trusted business leaders and future CEOs.
Listen now to learn how CFOs lead with influence, strategic thinking, and emotional intelligence to create stronger organizations and position themselves for greater leadership opportunities.
Check out:
05:10 | Why CFOs Lead Through Relationships, Not Just Numbers
Dr. Emilia Bunea explains the difference between an accounting leader and a true CFO, revealing why relationship management and influence are what separate finance executives from strategic leaders.
14:35 | Influence Is More Powerful Than Logic
Learn why even the strongest financial arguments can fail without emotional engagement, and how CFOs can present ideas that inspire action instead of resistance.
31:10 | Preparing CFOs to Become CEOs
Hear the leadership qualities boards look for when evaluating CFOs for the CEO role, including strategic thinking, executive presence, and building trust outside the finance function.
About Emilia Bunea
Dr. Emilia Bunea, CFA, is a leadership lecturer at VU University Amsterdam and co-founder and CEO of Ed.movie, a California-based edutainment company. She served in CFO and CEO roles at large financial corporations, most recently as CEO of MetLife Romania, and previously as CFO of ING Insurance Europe, and currently serves on the board of directors of an asset management company.
Dr. Bunea received her Ph.D. in Management from VU Amsterdam, her MBA from the University of Washington, and is a CFA charterholder. She delivers lectures and keynotes on leadership at business schools, companies, and events around the world. Her research was published in Human Resource Management Review, Corporate Governance - An International Review, Frontiers in Psychology, Academy of Management Proceedings, and shared through outlets such as Harvard Business Review and Le Monde.
Emilia Bunea is the producer and co-writer of Crossroads Life, the world's first "cinematic management case"—a groundbreaking teaching tool that combines the rigor of the case study method with the storytelling power of film. Based on the real-life leadership journey of a CFO, the film has won multiple international awards (IMDb link). Each chapter of her book, Leadership for the CFO, includes curated film scenes that bring its concepts to life.
Is your leadership team truly aligned, or are competing priorities quietly slowing your company's growth?
Even the most talented leadership teams struggle when everyone is chasing different priorities or measuring success differently. In this episode, Kristen McAlister shares a practical framework to help CEOs stay aligned by defining the right outcomes, assigning clear ownership, and creating accountability through meaningful scoreboards and metrics. If you've ever felt like your team is busy but not making the progress you expected, this conversation will help you build the clarity and focus needed to achieve your biggest goals.
What You'll Gain From This Episode:
- Learn how to stay aligned by starting with the end goal and connecting every leader's priorities to the outcomes that matter most.
- Discover how scoreboards, leading indicators, and clear ownership create accountability without relying on annual performance reviews.
- Understand how CEOs can reduce bottlenecks, leverage fractional leadership, and build a business that operates successfully without depending on the owner.
If you're ready to stay aligned, improve accountability, and help your leadership team execute with greater focus and confidence, this episode provides practical strategies you can start applying immediately.
Check out:
- 7:50 – Why Great Leaders Start at the Finish Line Karen Miscaluce explains why the first step to helping teams stay aligned is defining the desired outcome before assigning work, making every decision easier and more intentional.
- 22:30 – The One Question That Keeps Teams Focused Learn how saying "not now" instead of "no" helps CEOs manage shiny-object syndrome while keeping the organization aligned around its highest priorities.
- 43:10 – Why Every Team Needs a Scoreboard Karen shares how visible scoreboards and meaningful metrics create accountability, improve performance, and help leadership teams stay aligned without relying on traditional performance reviews.
About Kristen McAlister
Kristen McAlister is on a mission to make it easier for businesses through the power of intentional leadership and dynamic teams. As an owner of Cerius Executives, she has dedicated the last 15 years to educating companies on how to leverage interim and fractional leadership to address their challenges and achieve growth.
Her passion for empowering businesses is matched by her personal drive and discipline. As a mother, Ironman triathlete and wife of a retired Marine, Kristen brings a unique blend of real-world experiences and a relentless mindset to every challenge. Her life experiences have honed her ability to navigate complex challenges with resilience and grace.
What does it take to turn a simple idea like Chicken Salad Chick into one of the fastest-growing restaurant franchise brands in America?
Growing a business from a handful of locations to hundreds of restaurants takes more than a great product. It requires the right culture, disciplined leadership, a scalable franchise model, and an unwavering commitment to the customer experience. In this episode, you'll hear how Scott Deviney transformed Chicken Salad Chick from a promising regional concept into a nationally recognized brand by focusing on servant leadership, operational simplicity, and building a franchise system that empowers entrepreneurs to succeed. Whether you're leading a growing company or considering franchise expansion, you'll walk away with practical lessons that apply far beyond the restaurant industry.
What You'll Gain From This Episode:
- Learn how Chicken Salad Chick built a scalable franchise system without losing its culture, hospitality, or commitment to quality.
- Discover why servant leadership, operational simplicity, and disciplined franchise selection have fueled the brand's remarkable growth.
- Understand how successful CEOs balance innovation, franchise relationships, and long-term strategic expansion while staying true to their core mission.
If you're interested in scaling a business, building a franchise brand, or leading a high-growth organization without sacrificing culture, this episode delivers practical insights from the CEO behind Chicken Salad Chick's remarkable success story.
Check out:
- 8:45 – Why Scott Deviney Chose Chicken Salad Chick Scott shares the pivotal moment he recognized that Chicken Salad Chick was unlike any other restaurant concept, citing its people-first culture, unique market position, and long-term growth potential.
- 28:40 – The Secret to Maintaining Culture Across Hundreds of Franchise Locations Learn how Scott and his leadership team preserve the Chicken Salad Chick guest experience by focusing on servant leadership, franchisee selection, operational simplicity, and a shared purpose.
- 47:20 – What's Next for Chicken Salad Chick? Scott discusses the company's ambitious expansion plans, the path toward 500 restaurants and $1 billion in systemwide sales, and why he believes the brand is still in the early stages of its growth.
About Scott Deviney Scott Deviney, CEO of Chicken Salad Chick, has grown his enterprise tenfold in 10 years — from 32 restaurants in six states when he started in May 2015 to 309 eateries in 22 states today. He plans to serve customers in 30 states by year-end 2026. "Chicken Salad Chick is all about people," says Deviney (AB '95). "It's about taking care of our restaurant and franchise teams, taking care of our guests. Making chicken salad fresh, every day, from scratch, is our way to love on people."
Deviney grew up in Carrollton, Georgia. He credits his parents with his work ethic. "They gave me something of tremendous value," he says, "my work ethic. I learned that when things have to be done, you go do them."
Deviney started his professional career at SunTrust Bank, where he spent 13 years, including time in a food and beverage group. In 2008, he left banking to buy 19 Wendy's fast-food restaurants. Six years later, he sold those, plus a few added along the way, then looked for new opportunities. He bought Chicken Salad Chick with a private equity partner. The business was hatched in Auburn, Alabama, in 2008 by Kevin Brown and his wife, Stacy, who named her various chicken salad blends (Fancy Nancy, Classic Carol, Kickin' Kay Lynne) after female family members and friends. Deviney moved headquarters to Atlanta and began spreading the chicken salad gospel.
Are you looking for a way to build additional income without walking away from your career or wondering if franchise ownership is the right path for your next chapter?
If you've thought about creating passive income, diversifying your investments, or transitioning out of corporate leadership, franchising can offer a compelling opportunity—but only if you choose the right business. In this episode, you'll learn how experienced franchise advisor Jeff Schaffertz helps executives identify franchise opportunities that align with their goals, lifestyle, leadership strengths, and financial expectations. You'll also discover why successful franchise ownership is about much more than picking a recognizable brand.
What You'll Gain From This Episode:
- Learn how to evaluate franchise opportunities based on your goals, available time, leadership style, and desired level of involvement.
- Discover which types of franchises are best suited for semi-passive ownership and building multiple income streams.
- Understand the due diligence process, including how to analyze Franchise Disclosure Documents (FDDs), validate financial performance, and avoid costly franchise mistakes.
If you're exploring franchise ownership as a way to create long-term wealth, diversify your income, or transition into business ownership with greater confidence, this episode will give you a practical framework to make smarter decisions before you invest.
Check out:
- 10:10 – Can You Really Build Passive Income with a Franchise? Jeff explains what "manager-run" franchise ownership actually looks like, how much time it requires, and what executives should realistically expect.
- 20:45 – The Biggest Mistake People Make When Choosing a Franchise Learn why matching your skills, personality, and leadership style to the right franchise is far more important than choosing a well-known brand.
- 35:00 – How to Evaluate a Franchise Before You Invest Jeff walks through the Franchise Disclosure Document (FDD), explains which sections matter most, and shares how to validate financial performance before making a decision.
Jeff Shafritz
Jeff Shafritz is a Strategic Franchise Advisor and the founder of Franchise Guidance, helping executives and investors bring clarity and confidence to franchise decisions in an industry often clouded by hype. With over 30 years of experience in franchising, he has led franchise development for major brands, successfully owned and sold his own top-performing fitness franchise, and guided hundreds of individuals through critical financial and lifestyle decisions
How do you know whether you've found a strong franchise or one that could quietly drain your time, money, and energy?
If you're looking for a way to diversify your income, leave the corporate world, or build a business worth, franchising can be an attractive option. But not all opportunities are created equal. In this episode, you'll learn how experienced franchise operators evaluate opportunities, identify red flags, and determine whether a franchise is truly positioned for long-term success. If you're considering franchise ownership, understanding the characteristics of a strong franchise can help you make a smarter investment decision and avoid costly mistakes.
What You'll Gain From This Episode: * Learn the key traits that separate a strong franchise from thousands of average franchise opportunities. * Discover how to evaluate franchise financial performance, leadership teams, systems, and support before investing. * Understand the different paths to franchise ownership, including buying an existing operation versus building one from the ground up.
Before you commit your capital to any franchise opportunity, listen to this episode to learn the proven framework successful investors use to identify a strong franchise with long-term growth potential.
Check out:
- 11:45 – Why Some Franchises Command Higher Exit Values Scott explains how a strong franchise can increase business value, attract private equity buyers, and create a more lucrative exit strategy.
- 21:30 – How to Evaluate a Strong Franchise Before You Invest Learn the critical factors to assess, including leadership, operational systems, franchisee support, and financial performance.
- 34:20 – The Success Rates of Strong Franchises Scott breaks down why franchise success rates vary so dramatically and how to use the Franchise Disclosure Document (FDD) to identify a strong franchise with a proven track record.
Scott Jones
Scott Jones is a franchise consultant and founder of Franchise Guide Group. A multi-unit owner and former franchise brand CEO, he brings more than three decades of experience in the franchising industry. Through his work with FranChoice and his own companies, he helps mid-career professionals, executives, and business owners use franchising as a practical path to independence. Scott has led a company serving tens of thousands of franchise locations and has worked closely with major brands while also sitting in the franchisee chair himself
Could choosing the wrong franchise cost you years of time, money, and opportunity before you even realize you've made the mistake?
If you're considering franchise ownership, it's easy to get distracted by big brand names, flashy marketing, or promises of financial freedom. But as you'll hear in this first episode of a three-part franchising series, the wrong franchise isn't always a bad franchise—it's often a franchise that doesn't fit your goals, skills, lifestyle, or vision for the future. Understanding how to evaluate opportunities before you invest can help you avoid expensive mistakes and increase your chances of building a business worth owning.
What You'll Gain From This Episode:
- Learn the most common reasons entrepreneurs end up choosing the wrong franchise and how to avoid those costly pitfalls.
- Discover the key questions to ask when evaluating franchise opportunities, franchise culture, support systems, and long-term growth potential.
- Understand how your personality, experience, risk tolerance, and goals should influence your franchise selection process.
Before you invest a dollar into franchise ownership, listen to this episode to learn how to avoid the wrong franchise and identify opportunities that align with your vision for growth and long-term success.
Check out:
- 3:35 – Should You Buy an Established Franchise or Take a Risk on a New Concept? Matt Stevens explains why some investors are attracted to emerging franchise brands and the risks and rewards of getting in early.
- 16:50 – The Hidden Costs and Challenges of Becoming a Franchisor Learn why franchising isn't a shortcut to growth and what business owners often underestimate when expanding through a franchise model.
- 29:15 – The Biggest Reason People Choose the Wrong Franchise Matt shares why franchise success starts with understanding your own goals, lifestyle, and motivations—not just finding a popular brand.
About Matt Stevens The Franchise Guy, Matt Stevens, is among the more experienced franchise consultants in the country, with more than thirty years in the industry. He has owned four businesses, been Rookie Franchisee of the Year, turned around struggling divisions, and served as a quality board member and partner inside a two-billion-dollar franchise group. Matt is a FranChoice Gold and Century Club member, a Business First Columbus Forty Under 40 honoree, and the author of Franchising 101, an introductory course to franchising. He holds three business degrees from Florida Southern College and Wake Forest University, and is a MENSA member
In a marketplace where AI is making information and expertise more accessible than ever, standing out has become harder—and more important. If your customers see you as just another option, you're likely leaving growth, loyalty, and valuation on the table. In this episode, Jim Schleckser sits down with branding strategist and futurist Kelly O'Neill to explore what branding really means, why it's much more than logos and marketing campaigns, and how CEOs can build a meaningful brand connection that creates a true competitive advantage.
In this episode, you'll discover:
- How to identify and communicate the unique differentiator that strengthens brand connection and separates your business from seemingly identical competitors.
- Why every customer interaction either reinforces or breaks your brand promise—and what leaders must do to ensure alignment across the organization.
- How AI is reshaping markets, consumer behavior, and thought leadership, making authentic brand connection more valuable than ever before.
Listen now to learn how a stronger brand connection can help your business stand apart, attract the right customers, and build a lasting competitive advantage in an increasingly AI-driven world.
Check out:
2:45 – Branding Is More Than a Logo
Kelly challenges the common misconception that branding is logos and visuals, explaining that branding is the feeling your company creates in the minds of customers and how that drives buying decisions.
16:30 – Finding Your Competitive Differentiator
Kelly shares practical examples of how businesses—from law firms to luxury home builders—discovered their unique "unicorn" advantage and used it to create stronger brand connection and stand apart from competitors.
35:00 – Why AI Makes Branding More Important Than Ever
The conversation shifts to the future, where Kelly explains how AI is leveling access to information and expertise, making authentic brand connection, thought leadership, judgment, and trust the new competitive advantages.
About Kelly O'Neil Kelly O'Neil is an international award-winning entrepreneur, futurist, and brand marketing and profit strategist for visionary entrepreneurs and the companies that support them.
She is the creator of The Fusion Paradigm™, a radically different framework that blends strategy and intuition to help founders scale purposeful, profitable, and legacy-driven businesses. With over 30 years of experience and $750M+ in client revenue, Kelly has built multiple multi-million-dollar companies, launched more than two dozen brands, and is known globally for her expertise in affluent marketing, thought leadership, and intelligent business growth.
She is the founder and CEO of Phoenix Growth Partners, a category-of-one consultancy for 6–9 figure entrepreneurs. Kelly's work has been featured in Forbes, Entrepreneur, and The Wall Street Journal, and she has shared the stage with Tony Robbins, Jack Canfield, and Zig Ziglar. Her mission: to help bold leaders disrupt mediocrity and build legacies that outlive them.
Have you ever wondered why some companies dominate a market while everyone else competes in a crowded space, and what it takes to create a category of your own?
If you're leading a business and looking for a way to stand out, this episode will challenge how you think about growth. Rather than competing in an existing market, you'll learn how category creation can help you define a new space, solve a bigger problem, and position your company as the leader others follow. Whether you're launching a new offering, refining your strategy, or aligning your leadership team around a bold vision, this conversation offers a practical framework for creating lasting competitive advantage.
In this episode, you'll learn how to:
- Identify and define market problems that customers may not even realize they have—and turn them into opportunities for category leadership.
- Build a compelling strategic narrative that aligns your leadership team, sales organization, and entire company around a shared vision.
- Avoid the common pitfalls that cause category creation efforts to fail, including lack of commitment, poor internal alignment, and inconsistent market education.
Listen now to discover how a united leadership team can create and own a category instead of fighting for position in someone else's market.
Check out:
- 2:55 – Why Market Product Fit Beats Product Market Fit Mike explains why category creators design the market first and then position their product within it, challenging one of the most common startup and growth assumptions.
- 8:05 – The Category Point of View Framework Learn the storytelling structure behind successful category creation, including how to define the villain (problem), position the customer as the victim, and introduce the category as the hero.
- 26:20 – Getting Your Leadership Team and Organization Aligned Mike shares why category creation fails when only marketing owns the strategy and how CEOs can align the leadership team, sales organization, and employees around a common vision.
About Mike Damphouse
Mike "Damp" Damphousse brings an experienced, pragmatic aspect to strategic category design from three decades as a founder, CEO, CMO, startup advisor, and a limited partner with Stage 2 Capital. As co-founder of Category Design Advisors and co-author of The Category Creation Formula, he works with management teams and investors to design categories that create enduring market value.
Why do smart CEOs prioritize alignment over conflict when the stakes are highest?
Every major negotiation — with investors, employees, customers, partners, or acquisition targets — shapes the long-term health of your business. But too many leaders still approach negotiations as a battle to win rather than an opportunity to build trust, expand the pie, and create better outcomes for everyone involved. In this episode, Jim Schleckser sits down with negotiation expert Stan Christensen to unpack why the smartest CEOs focus on fairness, relationship management, and strategic preparation rather than pressure tactics and positional bargaining.
By listening to this episode, you'll learn how to:
- Build stronger long-term business relationships by approaching negotiations as collaborative problem-solving instead of zero-sum conflict
- Avoid costly emotional decisions by using pauses, preparation, and strategic thinking to stay in control during high-stakes conversations
- Create better outcomes in salary discussions, M&A deals, and everyday negotiations by uncovering what truly matters to the other side
Play this episode now to discover why the CEOs who consistently get the best deals are the ones who prioritize alignment over conflict in every important negotiation.
Check out:
- 08:45 — Stan Christensen explains why the best negotiations focus on fairness, relationship management, and expanding the pie instead of treating negotiation as adversarial conflict.
- 27:10 — A powerful discussion on how CEOs should approach compensation, ownership, and aligning incentives for long-term wealth creation and leadership growth.
- 45:20 — Stan shares a fascinating real-world negotiation strategy used in a car-buying scenario that completely changes the game and shifts leverage back to the buyer.
About Stan Christensen Mr. Christensen is currently the host of "All Things Negotiation," a popular negotiation podcast. He was a co-Founder of Arbor Advisors, a boutique investment bank in Silicon Valley, which he ran for 20 years. Previously, he worked as a mediator and negotiation advisor at Conflict Management Group. In this capacity, he worked in over 75 countries, negotiating transactions and mediating conflicts. He is a former Kellogg Fellow and a member of the Council on Foreign Relations. He has taught Negotiation at Stanford University for over 20 years. His BA is from Brigham Young University, and he has an MBA from Harvard Business School.
Are you losing customers because AI marketing is changing faster than your business can keep up?
If you're trying to grow your company in a world where ChatGPT, LinkedIn algorithms, YouTube, and AI-powered search are reshaping how buyers discover brands, this episode gives you a practical roadmap to stay visible and competitive. You'll hear how modern companies are using AI marketing to win attention, dominate search results, improve customer acquisition, and build trust across multiple platforms before competitors even know what changed.
What You'll Learn:
- How AI marketing is transforming search visibility — and why ranking #1 on Google no longer guarantees customers
- Ways to reverse engineer AI-driven platforms like ChatGPT, Gemini, LinkedIn, and YouTube to increase authority and attract better leads
- Practical strategies for creating authentic, high-performing content that drives engagement, retention, and long-term business growth
Play this episode now to discover how AI marketing can help you attract higher-value customers before your competitors figure out the new rules of digital growth.
Check out:
- 08:45 – Gilad breaks down how AI marketing is changing search forever and explains why ranking on Google alone is no longer enough to win customers.
- 19:20 – A fascinating look at how LinkedIn's algorithm now rewards authentic, value-driven content while punishing AI-generated "filler" posts.
- 34:10 – The conversation shifts to YouTube, influencer marketing, and how AI tools can turn hours of content into actionable business insights and growth opportunities.
About Gilad Bechar
Gilad Bechar is the visionary founder and CEO of Moburst, a world-renowned, mobile-first digital agency that has become a trusted growth partner to some of the most recognizable tech brands on the planet. Over the last eleven years, Gilad has scaled Moburst into a global powerhouse, working with industry leaders such as Google, YouTube, Uber, Discovery, Robinhood, Playtika, Dropbox, and Samsung to unlock breakthrough results in user acquisition, retention, and mobile innovation.
With more than 14 years of hands-on experience in brand management, media strategy, consultancy, and startup ecosystems, Gilad is a force in digital marketing. He combines creative ingenuity with deep technical insight. His approach to full-funnel mobile growth is comprehensive, encompassing strategy and creative content as well as performance marketing, product optimization, and growth hacking.
What if the biggest barrier to your leadership effectiveness isn't your strategy or team but the emotional patterns you developed long before you ever became a leader?
If you've ever struggled with delegation, micromanagement, conflict avoidance, or the pressure to constantly prove yourself as a leader, this episode will hit close to home. You'll discover how your attachment style quietly shapes the way you lead, communicate, build trust, and respond under pressure, and why improving your leadership effectiveness starts with greater self-awareness, emotional regulation, and psychological safety.
What You'll Gain From This Episode:
- Learn how secure leaders create trust-filled environments where teams feel safe to innovate, collaborate, and perform at a higher level.
- Discover the hidden connection between childhood attachment patterns and leadership behaviors like micromanaging, people-pleasing, or avoiding vulnerability.
- Understand practical ways to strengthen emotional intelligence, improve self-awareness, and intentionally change leadership habits that may be limiting your growth.
Ready to become a more self-aware, emotionally intelligent leader? Play this episode to uncover the mindset shifts that can dramatically improve your leadership effectiveness and transform the way your team responds to you.
Check out:
- 08:45 – Dr. Jaime Goff explains the two core questions that shape leadership behavior: "Am I worthy?" and "Are other people trustworthy?" — a foundational moment for understanding leadership effectiveness.
- 24:10 – The conversation dives into how insecure attachment styles show up in leadership through micromanagement, lack of trust, and difficulty delegating.
- 41:30 – Jim and Jaime discuss how leaders can actually rewire unhealthy leadership patterns through self-awareness, emotional regulation, and intentional behavioral change.
About Dr. Jaime Goff Dr. Jaime Goff is the founder of The Empathic Leader, LLC, where she specializes in helping leaders unlock their full potential through executive coaching, insightful workshops, and thought-provoking keynotes. With her unique blend of expertise in psychology and leadership development, Jaime helps individuals and teams navigate their toughest challenges, build resilience, and achieve transformative growth.
In addition to her coaching and speaking, Jaime serves as the Director of Leadership Development for an international healthcare system, where she designs and leads innovative programs that inspire leaders to thrive. Her career began in higher education as a professor of Couple and Family Therapy and later as an academic dean.
Dr. Goff's thought leadership has been featured in academic journals and industry magazines. She shares her insights regularly on her blog and LinkedIn, where she engages a thriving community. A seasoned speaker, Jaime has delivered presentations and workshops at more than 30 professional conferences.
How is your current approach to AEO tracking impacting your growth, and do you actually know which marketing efforts are driving real revenue?
You're likely investing across multiple channels, Google, LinkedIn, CTV, maybe even experimenting with AI-driven search, but the data doesn't quite add up. Sound familiar? That's because today's marketing landscape is fragmented, privacy-restricted, and increasingly driven by non-click channels. In this episode, you'll see why traditional tracking (and even your dashboards) may be misleading you, and how AEO tracking and AI-driven attribution are reshaping how smart CEOs and marketers connect spend to actual business outcomes.
By listening, you'll walk away with:
- A clearer way to connect marketing activity to real revenue—not just clicks and impressions
- Insight into how AI and AEO tracking are changing where and how customers discover your brand
- A practical understanding of how to unify fragmented data into a single source of truth that can boost ROI significantly
Play the episode now to discover how aligning your marketing data with real performance metrics can unlock up to 50% more ROI—and give you the clarity your CFO has been asking for.
Check out:
- (06:30) – The core problem with marketing data: why attribution numbers don't add up and why CEOs and CFOs often don't trust marketing reports
- (18:45) – How cookies, privacy changes, and walled gardens broke traditional tracking—and what that means for your strategy going forward
- (32:10) – The shift to AI, AEO tracking, and unified data: how modern marketers are rebuilding a single source of truth and driving 25–55% higher ROI
About Jeff Greefield
Jeff is an entrepreneur, advisor, and disruptor with three decades of leadership in strategy, growth, and marketing. Jeff is currently building the next generation of AI-Driven Attribution as the co-founder and CEO of Provalytics, a 'cookie-less' attribution & measurement solution that enables marketers to prove the impact of upper-funnel channels like CTV and grow their budgets.
Are you still running your company like you're in a product business, when your customers are actually buying like it's fashion?
If you're leading a brand today, you've probably felt the pressure: customers constantly asking "what's new," markets shifting faster than your product cycles, and differentiation getting harder by the quarter. In this episode, you'll hear how one CEO realized that success in the beverage industry had less to do with the product itself—and everything to do with thinking like a fashion brand driven by innovation, education, and timing.
By listening, you'll gain:
- A new way to think about your market—shifting from product-driven to trend- and innovation-driven strategy
- Practical insight into how education and continuous innovation create long-term brand loyalty
- A smarter growth approach by expanding with the right customers instead of constantly chasing new ones
Hit play now to learn the mindset shift that can help you stay relevant, innovate faster, and grow alongside your best customers.
Check out:
-
The "Fashion Business" Realization (~14:30) Ron shares the pivotal moment at a trade show when buyers kept asking "What's new?"—leading to the breakthrough insight that he wasn't in the tea business, but the fashion business driven by constant innovation.
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Innovation + Education as a Growth Engine (~12:00) A deep look at how educating customers (green tea, matcha, etc.) and consistently introducing new products created a premium category—and sustained competitive advantage.
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Growing with Customers vs. Chasing New Ones (~27:30) Ron explains his strategy of scaling alongside key accounts like Whole Foods, Panera, and Total Wine—offering a powerful alternative to the typical "always be prospecting" mindset.
About Ron Rubin
Ron Rubin, author of GOLD IN YOUR BACKYARD, has spent more than five decades building iconic beverage brands and giving back to the communities and industries he loves. He began his career in 1972 at his family's business, Central Wholesale Liquor Co. In 1994, he purchased The Republic of Tea, which has become one of the most beloved tea brands in the United States. In 2011, he acquired River Road Family Vineyards and Winery in Sonoma County. Under his leadership, the winery is known for its quality and commitment to sustainability as a Certified B Corporation.
What if getting things done wasn't about more strategy—but about the same high-stakes instincts used by prison bosses to survive and lead?
You're busy, pulled in a hundred directions, and still expected to deliver results that matter. This episode flips the script on productivity by showing you how real execution happens under pressure—where decisions aren't theoretical, and hesitation has consequences. If you've ever felt stuck, overwhelmed, or as if your team isn't truly executing, this conversation will challenge the way you think about leadership, priorities, and impact.
- Learn how to sharpen your decision-making so you can act faster and with more confidence—even when the stakes are high
- Discover how to read people and situations more effectively to drive better outcomes and avoid costly missteps
- Understand what it really takes to build a culture of execution—not just ideas—so your team actually gets things done
Hit play now to discover a radically different approach to getting things done—and start executing at a level most leaders never reach.
Check out:
- [08:45] – Turning "Purpose" into Real Impact Andre breaks down why most corporate giving falls flat—and how a simple 5% shift can create meaningful, measurable change.
- [24:10] – Prison Boss vs. CEO: The Truth About Execution A powerful comparison showing how high-stakes environments force clarity, speed, and accountability—and what leaders can learn from it.
- [41:30] – The Gravestone Test for Better Decisions A memorable framework for aligning your daily actions with what actually matters in the long run.
About Andre Norman
Andre Norman is a globally renowned transformational speaker, strategist, and consultant revolutionizing correctional systems worldwide. As the founder of Second Chance University, a program designed to give access and inspiration to people seeking to improve their lives, Andre embodies resilience and innovation. As a former Harvard University fellow and collaborator with prestigious institutions worldwide, he brings a wealth of knowledge to his engagements.
Through dynamic presentations, practical strategies, and his personal journey overturning an over 105-year prison sentence to becoming a Harvard Fellow, Andre empowers audiences to overcome obstacles, navigate change, and unlock their true potential. His profound impact, global reach, and unwavering dedication make him a trusted expert for personal and professional transformation.
Are you managing your money in a way that actually increases your business worth and helps you start building wealth—or just riding the market rollercoaster and hoping for the best?
You already know money impacts everything—from your stress levels to your long-term freedom—but most advice out there still pushes outdated strategies that leave you exposed when markets shift. In this episode, you'll hear how the "smart money" thinks differently, so you can protect what you've built while still growing it with confidence.
By listening, you'll learn how to:
- Build a stronger financial foundation that protects your downside during market swings
- Shift from outdated investment models to smarter, more strategic wealth-building approaches
- Use legal, strategic tax planning to keep more of what you earn and accelerate wealth growth
Hit play now to discover how to start building wealth with smarter strategies that help you grow and protect your money at the same time.
Check out:
- (02:30) – Why money is the #1 source of stress—and how improving your financial strategy can directly impact your quality of life
- (11:45) – The truth about the "60/40 portfolio" and why relying on it could be putting your wealth at risk
- (24:10) – How the wealthy legally minimize taxes—and the missed opportunities that could be costing you millions
About Mark Miller
Mark Miller, known for his work with Lead Every Day, is a highly respected leadership expert, longtime corporate executive, and best-selling author recognized for his practical, research-driven approach to leadership. He spent more than four decades at Chick-fil-A, starting as an hourly team member and ultimately serving as Vice President of High Performance Leadership, where he played a key role in building and scaling the company's leadership culture through proven, heavily invested development practices. Today, he is the co-founder of Lead Every Day, a platform dedicated to delivering daily leadership insights, coaching, speaking, and content—including a podcast and books focused on actionable leadership frameworks. As a Wall Street Journal and international best-selling author with over one million books sold in more than 25 languages, Miller is known for emphasizing simple, consistent leadership disciplines that drive performance at every level of an organization.
Are you fully tapping your company's growth potential, or are hidden gaps in talent, culture, and client strategy quietly holding you back?
If you're leading a services-based business, or any company where people are the product, you know how hard it is to scale without burning out your team or losing your edge. This episode hits right at that tension: how to grow sustainably when hiring is tough, AI is reshaping roles, and your culture has to do more than just sound good; it has to work. You'll hear how a CEO is navigating these exact challenges in real time, so you can pressure-test your own approach.
Here's what you'll walk away with:
- A clearer way to think about sustainable growth by focusing on clients as long-term partners—not just one-off revenue
- Practical insight into retaining top talent and building a culture people actually want to stay in
- A grounded perspective on how AI should augment your team without undermining your future workforce
Press play now to uncover a smarter, people-first approach to scaling your business—and start unlocking your true growth potential today.
Check out:
- [00:03:00] Employee ownership & culture as a growth driver Why putting employees first—and giving them ownership—directly fuels retention, engagement, and long-term growth potential.
- [00:11:00] AI's real impact on productivity and hiring A practical breakdown of how AI is reducing task time (hours → minutes) and what that means for staffing, efficiency, and future roles.
- [00:16:00] Managing utilization in an employee-owned firm A candid look at how to balance profitability, transparency, and team buy-in when your people are also your shareholders.
About Carrie Stokes
Carrie Stokes, PE, is the Chief Executive Officer and President of Barge Design Solutions. With nearly three decades of leadership experience, she is committed to fostering collaboration, innovation, and growth that empowers employees, strengthens client relationships, and enhances communities.
Stokes began her career at Barge as a student intern and steadily advanced through key leadership roles, including serving as the firm's inaugural Chief of Staff. She has led Barge's largest division, played a key role in shaping its five-year strategic growth plan, and has served as a member of the board of directors since 2015. In 2025, she was appointed CEO, becoming the first woman to lead the company in its 70-year history. As CEO, she is focused on strengthening enterprise systems, expanding leadership development, fostering innovation, and enhancing the company's employee-owned culture.
Are you building an AI workforce that actually increases your business worth—or just adding more complexity to your team?
You're probably feeling the pressure to adopt AI, but the real challenge isn't the technology—it's figuring out how to use it effectively without exposing your data, slowing your team down, or making costly hiring mistakes. This episode flips the script by showing you how AI isn't just a tool—it's something you need to manage like a team. If you've ever wondered why AI initiatives stall or why your team struggles to get value from it, this conversation will hit close to home.
By listening, you'll walk away with:
- A smarter way to think about managing an AI workforce using the same skills you use to lead people
- Practical insight into protecting your data while still moving fast with AI adoption
- Real-world lessons from scaling companies on hiring, leadership, and avoiding costly mistakes in high-growth environments
Hit play now to learn how to turn AI from a confusing experiment into a managed asset that actually drives results.
Check out:
- 00:04:30 — How AI moved from analytics to real business applications Bethany shares her early experience with AI, from voice analytics to pricing and supply chain use cases, and explains where AI creates measurable business impact.
- 00:14:30 — The hidden data risk behind AI adoption A strong section on over-permissioning, Copilot/Gemini/Claude readiness, and why messy access controls can quietly derail your AI workforce plans.
- 00:31:00 — Why managing an AI workforce requires management skills One of the best takeaways in the episode: Bethany explains why delegation, context, feedback, and expectation-setting matter just as much with AI as they do with people.
About Bethany Ayers Bethany Ayers has helped raise over $200M and built the go-to-market engines that transform startups into market leaders. As the CEO at Metomic, an AI cybersecurity company (previously COO @ Peak.ai) and board member for cutting-edge AI companies, she's the executive who turns innovative ideas into revenue-generating machines.
She's not just another executive—she's the leader who's been in the trenches, made the mistakes, and cracked the code on sustainable scaling. When your audience needs real talk about building businesses that last, Bethany delivers.
Are you overcomplicating your path to growing your business worth—when the real advantage might come from a simple focus on people, not processes?
If you've ever struggled to align your team, improve sales conversations, or make better leadership decisions, this episode hits close to home. You're constantly balancing performance, personalities, and priorities—and it's easy to get lost in complexity. What you'll hear here is how simplifying your approach—especially through understanding people—can unlock better results faster.
By listening, you'll gain:
- A clearer way to use personality insights to improve communication, sales, and team performance
- A practical framework for building stronger, more balanced teams that actually work well together
- A mindset shift toward simplicity, practicality, and focus that cuts through noise and drives better decisions
Hit play now to discover how a simple focus on understanding people can immediately improve how you lead, sell, and grow your business.
Check out:
- 00:06:30 – Tony's early door-to-door sales story and how it shaped his career in selling and communication
- 00:18:45 – The pivotal moment he chose simplicity, practicality, and focus as his core philosophy
- 00:32:10 – How assessments (like DISC) can transform team performance and decision-making in real business scenarios
About Dr. Tony Alessandra
Dr. Tony Alessandra has a street-wise, college-smart perspective on business, having been raised in the housing projects of NYC to eventually realizing success as a graduate professor of marketing, Internet entrepreneur, business author, and hall-of-fame keynote speaker. He earned a BBA from Notre Dame, an MBA from the Univ. of Connecticut and his PhD in marketing in 1976 from Georgia State University.
Tony is Founder & Chairman of Assessments 24x7 LLC, a company that offers a variety of online assessments, including the widely used DISC profile, the Emotional Intelligence 360 assessment, the Motivators (Values/PIAV) assessment, and several 360º leadership and sales-effectiveness assessments.
What if the biggest risk in workforce transformation isn't AI replacing people—but leaders failing to adapt fast enough?
If you're leading a company today, you're navigating one of the fastest workplace shifts in decades. AI is putting data, insights, and answers at everyone's fingertips, which means the traditional leadership playbook is quickly becoming outdated. In this episode of The CEO Project, you'll hear why workforce transformation isn't just about adopting new technology—it's about changing how you lead, communicate, and motivate teams in a world where analytics are instant but human leadership matters more than ever.
By listening to this episode, you'll learn how to:
- Understand how AI is reshaping leadership expectations and what workforce transformation means for CEOs today.
- Adapt your leadership style so you can move faster, make better decisions, and lead teams effectively in an AI-driven workplace.
- Balance data, technology, and human intuition to motivate teams and stay competitive as the pace of change accelerates.
Play the episode now to discover how forward-thinking leaders are navigating workforce transformation—and why the CEOs who adapt fastest will gain the biggest advantage.
Check out:
- 06:40 – Why many young professionals enter the workforce unprepared and the practical career habits leaders should be teaching the next generation.
- 16:10 – The core idea behind Rewired Leadership: how AI is forcing leaders to rethink how they make decisions, motivate teams, and communicate.
- 23:30 – Why empathy, intuition, and human leadership skills are becoming more valuable as AI makes analytics and information instantly available.
About Mark Zides
Mark Zides is a seasoned business leader, CEO, investor, and leadership advisor with more than 35 years of experience helping organizations perform at a high level as leadership, strategy, talent, and artificial intelligence continue to converge.
A two-time bestselling author of The #PACE Process for Early Career Success and Rewired Leadership™, Mark focuses on the human side of AI-driven transformation. His work challenges a common assumption in the market—that better technology automatically produces better outcomes. Instead, he argues that sustained performance comes from leaders who think clearly, listen deeply, and make better decisions as AI becomes more embedded in how work gets done.
What if AI engines could drive 10–15x more traffic to your online store—and most businesses don't even realize it's happening yet?
If you run an online store or sell products through e-commerce channels, AI engines are quickly becoming the new gateway to customer discovery. Instead of relying solely on traditional search or marketplaces, companies are now seeing massive traffic surges simply by optimizing their sites for how AI answers questions and recommends products. In this episode, you'll hear how one e-commerce CEO is leveraging AI engines to dramatically increase visibility—and how you can apply the same ideas to grow your own online store.
By listening, you'll discover how to:
- Position your website so AI engines recommend your products when customers ask buying questions.
- Use simple AI-driven content strategies—like FAQs and structured answers—to dramatically increase organic traffic.
- Navigate the rapidly changing e-commerce landscape where AI, Amazon advertising, and global competition are reshaping growth.
Play the episode now to learn how CEOs can tap into AI engines to unlock the next wave of online store growth.
Check out:
- 03:45 – From One Used Book to a Global E-Commerce Business Rupesh shares how a single online sale sparked the idea that eventually grew into a company partnering with over 1,500 brands across 40+ countries.
- 10:40 – How AI Engines Are Driving Massive Website Traffic A deep dive into how optimizing websites for AI-driven questions—through FAQs and structured content—can generate dramatic traffic increases.
- 22:15 – The Two Big Changes Reshaping Amazon Sellers Rupesh explains how advertising and Amazon's AI tools are changing the rules of visibility—and why brands must adapt quickly to stay competitive.
About Rupesh Sanghavi Rupesh Sanghavi is the founder and CEO of Ergode, an e-commerce-first, omni-channel brand growth company that has partnered with over 1,500 brands, expanded reach to 40+ countries, and acquired over 15 consumer brands. His entrepreneurial journey began with reselling a single used book and has since grown into leading a global portfolio of businesses across categories. Under his leadership, Ergode has scaled into a trusted name with 18+ years of experience, 96% lifetime positive feedback, and a 250+ member workforce worldwide. Twice a finalist for the EY Entrepreneur of the Year, Rupesh is known for blending resilience and vision with a hands-on, relatable style. Outside of business, he writes a blog called Cloverbites, where he shares reflections on leadership and life. An avid traveller who has visited 100+ countries, he draws inspiration from diverse cultures and experiences that shape both his business outlook and personal growth.
Are you building a profitable company — or a business that actually proves capitalism can be a force for good through conscious capital?
As a CEO, you feel the tension every day: grow the business, deliver profit, develop your people — and do it in a way that's socially responsible and sustainable. Meanwhile, capitalism itself faces a perception problem. Your employees want meaning. Your customers expect integrity. And the market punishes anything that smells short-term or exploitative.
In this episode of The CEO Project, you'll explore how conscious capital isn't about soft ideals — it's about building a company that earns trust, scales profitably, and strengthens its moral authority to exist.
By listening, you'll learn how to:
- Build a high-growth company rooted in trust behaviors that actually change stakeholder perception
- Balance profit and purpose without falling into coercive "check-the-box" stakeholder models
- Lead through crisis with accountability and culture intact — even when tough financial decisions must be made
Press play now to discover how conscious capital can help you grow your business and elevate its impact — without sacrificing performance.
Check out:
06:45 – The Perception Problem in Business Curtis shares the eye-opening CEO summit moment that exposed the trust gap in the IT industry — and why changing perception became his company's mission.
18:30 – Conscious Capitalism vs. Stakeholder Capitalism A powerful breakdown of classic capitalism, stakeholder models, and the "big tent" philosophy of conscious capital — including why inspiration beats coercion.
32:15 – Leading Through Crisis Without Losing Culture A real-world example of navigating COVID, protecting profitability, and strengthening trust when 90 executives voluntarily gave up compensation to keep the company strong.
About Curtis Hite
Curtis Hite is the CEO of Improving – an international software consulting and training company which he founded in 2007. With a focus on Conscious Capitalism, the company has grown to 2000+ employees across 19 offices and greater than $280 million in revenue. Improving has been named 15 times to the Inc. 500/5000, consistently being recognized as one of the fastest growing privately held companies in the U.S. The company has also received more than 100 local and national best place to work recognitions.
Are you leaving deals on the table because your LinkedIn presence isn't backed by proven strategies that actually build credibility and authority?
If you're leading a company, driving growth, or building your personal brand, LinkedIn isn't optional anymore—it's where buyers, partners, recruits, and even AI engines go to decide if you're legit. And here's the problem: what used to work on LinkedIn (post and hope, chase likes, blast press releases) doesn't work now. The platform has shifted. Reach is down. Algorithms are smarter. And if you're not showing up as a true topic authority, you're invisible—sometimes before you even get the meeting.
This episode breaks down what's actually happening behind the scenes and how you can adapt using proven strategies that align with the new AI-driven reality.
By listening, you'll discover how to:
- Position yourself (and your company) as a credible topic authority that LinkedIn's algorithm wants to reward
- Create content that sparks real conversations instead of getting ignored or "thumbed" into oblivion
- Leverage your team to multiply reach and influence without relying on expensive ads or outdated tactics
Hit play now and learn the proven strategies that will help you turn LinkedIn from a passive profile into a powerful growth engine for your business.
Check out:
- 08:45 – The moment Richard explains why LinkedIn completely changed its algorithm in 2025—and how it now evaluates your credibility before showing your content to anyone.
- 18:30 – A powerful breakdown of why company pages struggle with reach and how to use your people (not just your brand page) to multiply authority and visibility.
- 33:15 – The eye-opening shift from selling to humans to selling to AI engines—and what that means for your LinkedIn content and overall digital strategy.
About Richard Bliss Richard Bliss is the CEO of BlissPoint Consulting and author of Digital-First Leadership, He helps C-suite executives and sales teams transform digital hesitancy into market authority. He is a global speaker across 22 countries, and former Army Artillery Officer. Richard builds scalable influence systems that turn leaders into recognized voices in their markets. Your LinkedIn presence should work harder than you do — building authority, attracting opportunities, and making you top of mind in your market. Richard works with executives who understand that in the 21st century, influence isn't just earned in the boardroom — it's built in the feed.
If mastering negotiation could instantly increase your business worth, how differently would you handle your next deal?
You negotiate every day—whether you call it that or not. From acquisition offers and partnership terms to real estate, compensation, and vendor contracts, you're constantly shaping outcomes that affect your company's growth and long-term business worth. The problem? Most leaders treat negotiation like a tug-of-war over price. In this episode, you'll learn why mastering negotiation is really about leverage, psychology, timing, and knowing when to walk away.
By listening, you'll gain:
- A smarter framework for mastering negotiation that goes beyond price and focuses on leverage, certainty, and deal structure
- Proven tactics like "never go first," strategic silence, and the flinch to strengthen your position without creating conflict
- A clearer understanding of motivation and timing so you can spot desperation, avoid overpaying, and protect your business worth
Press play now to sharpen your negotiation edge—and make your next deal one that compounds your business worth instead of quietly eroding it.
Check out:
- 07:45 – Leverage Changes Everything A practical breakdown of how leverage actually works in real deals—foreclosures, timing pressure, experience, and certainty of close—and why price is rarely the most important factor.
- 18:30 – The Power of Walking Away A sharp discussion on why the best negotiators are willing to walk, how desperation shifts leverage, and why "who comes back first" often determines who really has the power.
- 29:10 – The Flinch, Silence & Controlling the Pen Tactical gold: how to use silence to make the other party negotiate against themselves—and why drafting the agreement gives you structural control over the deal.
About Onyi Odunukwe Onyi Odunukwe is CEO of Glo Tanning Centers, Inc. His specialties are:
- Marshaling limited resources to the most productive uses with the aim of creating maximum value for the company's stakeholders.
- Developing and cascading the organization's strategy/mission statement to the lower-ranking staff, and implementing appropriate rewards/recognition and coaching/corrective practices to align personnel with company goals.
- Planning by prioritizing customer, employee, and organizational requirements.
- Maintaining and monitoring staffing, levels, Knowledge-Skills-Attributes (KSA), expectations and motivation to fulfill organizational requirements.
- Driving performance measures for the operation (including a consideration of efficiency versus effectiveness), often in the form of dashboards convenient for review of high level key indicators
What if improving front line performance—not more marketing or new leads—was the fastest way to grow your business worth?
If you're feeling pressure to grow revenue while controlling costs, this episode speaks straight to that tension. You'll hear how leaders in hospitality use front line performance, personalization, and smart systems to capture revenue that's already there—while creating better customer experiences and stronger loyalty. The same thinking applies to any business with customer-facing teams and real growth goals.
What you'll gain from listening:
- How front line performance directly impacts revenue and loyalty, without turning your team into pushy salespeople
- What it really takes to evolve from a services model to SaaS, while keeping your culture and your people intact
- Where AI disruption actually adds value today, helping managers coach better and make faster, data-driven decisions
Play the episode to spot practical front line performance ideas you can use right now to increase revenue and strengthen your business worth.
Check out:
- ~10:30 – Unlocking revenue through front line performance Where the conversation digs into how connecting frontline teams to real guest needs drives incremental revenue without hurting the experience—and why this applies far beyond hospitality.
- ~28:00 – AI disruption that actually works at the front line A practical discussion on how AI is being used to analyze performance data, deliver coaching insights, and improve results—without replacing people or overcomplicating the system.
- ~44:00 – The real challenge of moving from services to SaaS A candid breakdown of the cultural and identity shifts required to transition from a services model to SaaS, including what leaders often underestimate and how to bring the team along.
About Geoffrey Toffetti
Geoffrey Toffetti is the CEO of Frontline Performance Group (FPG), based in Florida. The firm partners with over 2,500 hotels across 120+ countries, helping them drive millions in incremental revenue. His personal journey in hospitality started humbly, as a car valet at a Florida hotel.
Today, Geoffrey leads FPG, where they work with top brands like Hilton, Marriott, and Hyatt, among others. He has guided the company through strategic growth, including the acquisitions of the company's primary competitors—Drake Beil in the U.S. and TSA Solutions in Asia, the latter during the height of the COVID-19 crisis.
Geoffrey can share insights on conversion from a services business to SaaS, global expansion, leading a remote workforce, how leaders can build resilience by making bold yet calculated decisions, staying agile in unpredictable markets, and building a corporate tribe rather than a team. FPG is always pushing forward and he excited to say their next bold move is just around the corner.
Is your business worth more than your physical inventory… because of the digital assets you don't even realize you own?
If you're like most CEOs, you've delegated websites, domains, ad accounts, logins, and even AI tools to other people—and assumed everything was automatically "yours." But this episode is a wake-up call: your digital assets are some of the most valuable (and vulnerable) parts of your business, and losing control of them can create chaos during growth, vendor changes, or a future sale.
Paige Wiese breaks down how to protect what you've built before it becomes a costly blind spot.
By listening, you'll walk away with:
- A clearer understanding of what counts as critical digital assets—from domains and hosting to analytics, SaaS tools, and intellectual property
- Practical questions to ask vendors and agencies so you don't get locked out of accounts you paid for
- A smarter way to prepare your company for scaling, exiting, or AI disruption by organizing and safeguarding your digital footprint
Hit play now to learn how protecting your digital assets today can increase your business worth tomorrow—and save you from painful surprises later.
Check out:
- 5:40 – The most important questions to ask before hiring an agency Paige explains how CEOs can avoid losing ownership of domains, ad accounts, and logins right from the start.
- 12:15 – The hidden danger of email and asset transfer during an exit or sale A practical discussion on why business emails, history, and contacts become a major issue when transitioning ownership.
- 21:30 – How AI tools are becoming the newest digital asset risk Paige shares why companies need policies around AI accounts now—before employees unknowingly train tools on proprietary data.
About Paige Wiese
Paige Wiese (W-ee-s) is the founder and CEO of Tree Ring Digital, a top-ranked Denver-based marketing agency that develops high performance websites and digital marketing strategies for businesses nationwide. Under her leadership, Tree Ring Digital has helped thousands of businesses across industries streamline their online presence, protect their digital assets, and achieve healthy growth through data-driven marketing strategies.
During her sixteen years in the industry, Paige realized that digital asset management often exists in a knowledge silo, leaving companies unprepared for growth or transition. This led her to develop a proprietary digital asset management service that tracks and protects a company's crucial data points, protecting brands and maintaining legacies.
Are your current growth strategies actually increasing your business worth—or are hidden constraints quietly keeping you stuck as your company scales?
If you're feeling stretched thin, hitting growth ceilings, or wondering why scaling feels harder than it should—this episode is for you. Carl Gould breaks down the real stages of business growth and the predictable pinch points that trip up founders, especially as AI disruption accelerates change and raises the bar for how companies scale, systemize, and create long-term value.
By listening, you'll walk away with:
- A clear framework for identifying exactly where your business is stuck—and what that says about your next growth move
- Practical insight into how to shift from founder-driven hustle to scalable systems without killing momentum
- A sharper understanding of how to build a company that's not just growing, but increasing in enterprise value and exit readiness
Hit play now and steal proven growth strategies that help you scale smarter, protect your time, and build a business that's actually worth more at every stage.
Check out:
- [~12:30] – Carl explains why most founders get stuck in Stage 3 and how ego and control quietly cap business growth
- [~28:45] – A clear breakdown of systems vs. flexibility—and why consistency (not creativity) is what actually scales companies
- [~47:10] – The moment your business becomes a true asset, including the leadership shifts that dramatically increase business worth
About Carl Gould
Carl Gould is a globally recognized authority on business growth and entrepreneurship who built three multi-million-dollar companies by age 40. He is the Chief Growth Advisor at 7 Stage Advisors and has mentored the launch and scaling of over 5,000 businesses, with his methodologies now used in 35 countries and by more than 7,000 certified coaches worldwide. A multi-award-winning author and speaker, Carl co-authored Blueprint for Success with Stephen R. Covey and Ken Blanchard and wrote the bestselling The 7 Stages of Small Business Success. Known for his high-energy, real-world approach, he has delivered over 1,200 keynote speeches and lectures at institutions including MIT and Rutgers.
Is your business worth more when AI writes faster—or when you show up as an authentic leader your team actually trusts?
You're under constant pressure to communicate clearly, move quickly, and keep up with AI without losing your voice in the process. In this episode, Jim Schleckser talks with Allison Shapira about the real tension leaders face today: using AI to gain efficiency while still sounding human, credible, and genuinely connected to the people who matter most.
By listening, you'll gain:
- Clear guidance on how to use AI to strengthen your voice instead of diluting it as an authentic leader
- Insight into why AI-generated communication can quietly erode trust—and how to prevent it
- Practical ideas for balancing speed, clarity, and culture in leadership communication
Hit play to discover how leading with authenticity—while using AI wisely—can increase trust, impact, and the long-term value of your business.
Check out:
- 08:45 – Allison explains why AI-written emails can quietly destroy trust—and how leaders can spot when efficiency starts replacing authenticity.
- 22:10 – A practical breakdown of how to "train" AI to reflect your voice, values, and lived experience as an authentic leader.
- 41:30 – A cautionary story about leaders trusting AI over their team—and what it signals about culture, credibility, and leadership judgment.
About Allison Shapira
Allison Shapira is an executive advisor, Harvard lecturer, keynote speaker, bestselling author, and trained opera singer who helps senior leaders speak with confidence, clarity, and authenticity—especially in high-stakes, high-visibility moments. Since 2003, she has advised leaders from prime ministers to Fortune 50 executives and has designed leadership communication programs that drive trust, alignment, and measurable results. An entrepreneur and global expert in leadership and communication, Allison brings over two decades of experience to every engagement. Her practical frameworks integrate cutting-edge AI tools to help executives sharpen their message, amplify their voice, and Speak With Impact℠. An adjunct lecturer at the Harvard Kennedy School since 2015, her work has been featured in The Wall Street Journal, Bloomberg, The New York Times, and Harvard Business Review. She is the author of three books: the Washington Post best-seller Speak with Impact: How to Command the Room and Influence Others (HarperCollins Leadership), the companion e-guide Speak with Impact VIRTUALLY, and her newest book, AI for the Authentic Leader: How to Communicate More Effectively Without Losing Your Humanity (Spa Creek Press).
Have you thought about what your founder futures look like if you're suddenly not here—and whether your business worth is actually protected?
You spend your time thinking about growth, valuation, exits, and risk—but many founders avoid the uncomfortable questions about legacy, control, and continuity. This episode connects estate planning to founder futures, showing how personal preparedness, governance decisions, and AI disruption all shape what really happens to the value you've built when circumstances change.
By listening, you'll gain:
- A practical framework for protecting your founder futures by understanding how estate plans, healthcare directives, and digital assets prevent chaos for your family and your company.
- Clear insight into scaling a venture-backed platform the right way, including term sheets, preference stacks, board control, and why "IPO-ready" thinking matters more than chasing an IPO.
- A CEO's perspective on AI disruption and defensibility, including how category leaders must rebuild for an AI-native future before competitors force the change.
Press play and learn how to safeguard your founder futures while building a company—and a legacy—that holds up under real-world pressure.
Check out:
- ~06:30–09:30 Why estate planning matters even if you "don't have much" Cody explains why wills, healthcare directives, and digital assets matter regardless of net worth—and why certainty beats assumptions for families and founders.
- ~32:00–38:00 Venture capital reality: term sheets, preferences, and board control A candid CEO-to-CEO discussion on VC tradeoffs, preference stacks, governance, and why founders must be willing to walk away from bad terms.
- ~1:07:00–1:14:00 AI disruption and rebuilding to protect the business Cody outlines why AI is both the biggest threat and opportunity, and how Trust & Will is thinking about becoming AI-native before a challenger forces the change.
About Code Barbo
Cody Barbo is the Co-Founder & CEO of Trust & Will, the leading digital estate planning platform in the U.S., trusted by over one million families. Since launching in 2017, Trust & Will has modernized legacy planning with simple, secure, and attorney-approved online solutions tailored to state-specific laws. Under Cody's leadership, the company has raised over $75 million in funding, and its customers report more than $100 billion in estate assets on the platform. Trust & Will supports 20,000+ financial advisors and 200+ banks and enterprise partners, including AARP, Fifth Third Bank, UBS, and USAA. Recently, the company introduced EstateOS, the first intelligent estate planning platform designed to revolutionize legacy planning through embedded AI guidance, streamlined workflows, and enhanced collaboration between families and financial professionals.
Trust & Will was recognized on the Inc. 5000 list for the second consecutive year in 2024. Cody was named an EY Entrepreneur Of The Year® 2023 Pacific Southwest Award Winner and regularly contributes to Forbes, Fast Company, and Inc. He is passionate about leveraging technology to transform estate planning from a transactional task into a deeply meaningful and personal experience.
Is your company's "AI disruption" happening with you—or quietly without you… and putting your business worth at risk?
If you're leading a mid-to-large company right now, you're probably feeling two pressures at the same time: move faster with AI and don't blow up the business while you do it. Because AI isn't a future trend anymore—it's already being built, tested, and used across departments, geographies, and teams (often without a single unified view). And that creates a real leadership headache: how do you scale AI for competitive advantage while still keeping guardrails in place?
In this episode, Jim Schleckser talks with Pete Foley (CEO of ModelOp) about what happens when AI spreads "like wildfire" inside an organization—and how to regain control without killing momentum.
You'll walk away with:
- A practical way to get visibility into AI across your organization so you know what models exist, what they're doing, and where the biggest risks are hiding.
- A framework for putting governance and guardrails in place without slowing innovation—so you can move faster than competitors and sleep at night.
- A clearer path to scaling AI investments into real business outcomes (revenue, cost reduction, risk control) instead of letting models sit stuck in limbo for 9–12 months.
Hit play now to learn how to build AI guardrails that protect your brand and accelerate results—so you can boost business worth before the market decides who survives the disruption.
Check out:
- [02:10] "In five years, there'll be two kinds of companies…" — Jim frames the stakes of AI disruption and why ignoring it threatens long-term survival and business worth.
- [10:45] The real AI bottleneck: why models take 9–12 months to reach production — Pete explains what's slowing companies down and why that pace won't survive the next wave.
- [23:30] The "air traffic controller" approach to AI governance — visibility, risk assignment, guardrails, and real-time monitoring so AI can scale without chaos.
About Pete Foley
With more than 25 years of executive and entrepreneurial experience in enterprise software and a track record of successful business exits, Pete Foley's leadership gives ModelOp customers, partners and employees a high level of trust and confidence in the company and its future. Prior to co-founding ModelOp, Pete held several chief executive roles, including CEO of RingCube Technologies, a desktop virtualization software solution provider acquired by Citrix in 2011; CEO of PortAuthority Technologies, a provider of data leak protection systems, from 2005 through its acquisition by Websense in 2007; and CEO of Infoblox (BLOX) from 2002 through 2005. In addition, Pete was the Executive Chairman of Graphite Systems, a low latency, flash-based big data appliance that was acquired by EMC, from 2012 to 2015.
Ever catch yourself wondering, "What is my business worth—like, the real number, not the cocktail-party guess?"
If your business represents the majority of your net worth (and for most CEOs, it does), not knowing your true valuation is risky. You could be planning an exit, thinking about succession, considering a partnership change, or even just trying to make smarter growth decisions—but without a real valuation framework, you're basically relying on back-of-the-napkin math. In this episode, you'll get a clear, CEO-friendly breakdown of how valuations actually work and what drives value up (or quietly drags it down).
You'll walk away with:
- A practical understanding of the real valuation methods (market comps, public peer multiples, discounted cash flow, and when asset-based valuation applies) so you can stop guessing and start thinking like an investor.
- A sharper perspective on what increases or decreases your company's value—especially risk factors like customer concentration, shaky financials, key-person dependency, and unreliable forecasts.
- A clearer playbook for "valuation readiness" so you can improve value before a buyer, a partner, or the IRS forces the question.
Press play now and steal the same valuation lens buyers use—so you can protect your wealth, reduce risk, and increase what your business is worth before the next big decision hits.
Check out:
- 0:03:10 — The 3 main ways your business is valued (market comps, public peer multiples, and discounted cash flow—plus why valuation is forward-looking).
- 00:10:55 — How to value intangible assets like patents and trademarks (including the "relief from royalty" method that's surprisingly practical).
- 00:22:40 — The biggest value drivers you can actually control (clean financials, forecasting confidence, reducing key-person risk, and de-risking the business for buyers).
About Dave Bookbinder
Dave Bookbinder is a corporate finance executive with a focus on business and intangible asset valuation. Known as a collaborative consultant, Dave has served thousands of client companies of all sizes and industries.
Dave has conducted valuations of the securities and intangible assets of public and private companies for various purposes including acquisition, divestiture, financial reporting, stock-based compensation, fairness and solvency opinions, reorganizations, recapitalizations, estate planning, S-Corp. conversion, exit strategy, and succession planning.
Have you ever bailed on a "seat at the table" moment because imposter syndrome convinced you you didn't belong?
This episode is basically a reality check for that spiral. If you've ever walked into a room of bigger titles, bigger experience, bigger confidence—and immediately started listing all the reasons you're "not enough," Megan Reilly's story will feel uncomfortably familiar (in the best way). She breaks down what imposter syndrome costs you, how to stop self-eliminating, and how to stay in the game long enough to actually grow—whether you're building a company, scaling a team, or just trying to lead without burning yourself out.
What you'll walk away with * A simple way to quiet imposter syndrome when you feel outmatched—so you stay in the room and find your value instead of fleeing. * A scrappy growth mindset you can copy (no perfect plan required): how momentum, feedback, and "green lights" can guide your next move. * A healthier approach to scaling in real life by recognizing seasons—so you can build something meaningful without feeling like you're failing at everything else.
Press play and borrow Megan's mindset reset for imposter syndrome—so the next time you get the opportunity, you take the seat and don't look back.
Check out:
- 10:00 – The imposter syndrome turning point Megan tells the D1 basketball walk-on story and the moment she quit—then reframes it into her core lesson: why imposter syndrome makes you walk away from rooms you've already earned entry into.
- 25:00 – From "side gig" to real business The shift from teaching dance as a flexible college job to realizing, "Wait, this actually works," and how trusting momentum (not a formal plan) led to massive growth.
- 50:00 – Scaling, seasons, and not doing it all at once A candid conversation about building a 70-location franchise while raising kids—and why recognizing life seasons is critical to sustainable leadership and sanity.
About Megan Reilly
Megan Reilly started as an entrepreneur at age 19 and over the last two decades has built an international franchise, received multiple offers on Shark Tank, started a top 12 podcast, and ignited crowds all around the country as a keynote speaker.
Megan is the creator and host of one of the Top 12 Parenting Podcasts on Apple Podcasts, Who Is Your Momma Podcast, where she speaks to the mothers of some of the world's most successful, CEOs, athletes, and entertainers. Megan speaks to organizations all across the country, sharing the lessons she has learned from more than 20 years as a thriving entrepreneur.
What if the expertise that makes your company valuable today could be replicated—or even surpassed—by AI within a year?
If you're running or leading a business, you're already feeling the pressure: AI disruption is moving faster than your operating model can adapt. This episode helps you understand why the ground is shifting so quickly, what it means for the expertise inside your organization, and how you can stay ahead instead of getting blindsided by competitors who adopt AI more strategically and more rapidly.
You'll walk away with clarity on:
- How AI is lowering the cost of expertise—and what that means for your competitive advantage.
- A practical way to rethink your business and operating model so you can adopt AI at an exponential pace, not a linear one.
- How to help your team embrace AI without fear by understanding new working modes like centaurs, cyborgs, and self-automators.
Hit play now to learn the specific mindset and moves CEOs are using to turn AI disruption into a strategic edge.
Check out:
06:45 — How Karim shifted from open-source innovation to AI This is where Karim explains the surprising path from crowdsourcing and NASA experiments to machine-learning breakthroughs—and why those early signals showed him AI would reshape business, not just technology.
22:10 — The big insight: AI is lowering the cost of expertise A must-hear moment. Karim explains why AI isn't just another tool—it fundamentally changes what expertise means within a company — and why CEOs need to view their business as a "bundle of expertise" being rewired.
36:55 — The three ways humans actually work with AI This section introduces centaurs, cyborgs, and self-automators—and what these modes reveal about adoption, resistance, identity, and where value will come from as AI accelerates.
About Dr. Karim Lakhani
Karim R. Lakhani is the Dorothy & Michael Hintze Professor of Business Administration at the Harvard Business School. He specializes in technology management, innovation, digital transformation and artificial intelligence (AI). His innovation-related research is centered around his role as the founder and co-director of the Laboratory for Innovation Science at Harvard and as the principal investigator of the NASA Tournament Laboratory. Karim is known for his original scholarship on open source communities and innovation contests and has pioneered the use of field experiments to help solve innovation-related challenges while simultaneously generating rigorous research in partnership with organizations like NASA, Harvard Medical School, The Broad Institute, TopCoder, The Linux Foundation and various private organizations. His digital transformation research investigates the role of analytics and artificial intelligence (AI) in reshaping business and operating models. This research is complemented through his leadership as co-founder and chair of the The Digital, Data, and Design (D^3) Institute at Harvard and as co-founder and co-chair of the Harvard Business Analytics Program, a university-wide online program transforming mid-career executives into data-savvy leaders.
Ever feel like you want to embrace AI, but it is moving so fast? What you just learned is already outdated—and you're worried your competitors might be pulling ahead while you're still figuring it out?
This episode is basically a reality check for you as a leader: AI isn't a "someday" thing anymore. It's here, it's democratized, and it's about to split industries into the "haves" who use it to accelerate growth and the "have-nots" who get left behind. If you're trying to grow a mid-to-large company, keep your team relevant, and avoid getting blindsided by tools your people are already experimenting with, this conversation meets you right where you are. You'll hear why AI-first thinking isn't hype—it's how you protect your business and unlock more creativity, speed, and capacity across every function.
By listening, you'll walk away with:
- A clear, CEO-level way to think about AI as a multiplier, not just an efficiency tool—so you can free your team from the mundane and push more energy into innovation and growth.
- Practical guidance on adopting AI without freezing up, including how to handle the very real fear of job disruption by leveling up faster instead of resisting change.
- Concrete, cross-functional use cases you can copy immediately, from smarter customer and HR communications to rapid code generation, finance/M&A insight spotting, legal review, and hiring support—plus the "hybrid model" mindset to keep humans in the loop where it matters.
Hit play now and steal these AI-first leadership moves so you can get ahead of the curve this quarter—not six months from now when the gap is harder to close.
Check out:
- 04:30 — "AI will split the world into haves and have-nots" Jim tees up the urgency, and Eric immediately reinforces that this divide is coming in months, not years.
- 12:00 — "AI as the 5th tectonic tech shift + democratization" Eric walks through the internet → PC → web → iPhone → GenAI progression, and why democratized access changes everything for CEOs.
- 27:30 — "AI-first mindset + real business use cases (HR, finance, legal, hiring)" The conversation shifts into practical deployment: AI-first workflows, hybrid human+AI supervision, and concrete examples like HR response automation, M&A insight spotting, and interview-transcript evaluation.
About Eric Vaughan
Eric Vaughan is a globally sought-after speaker and pioneer of AI-driven digital clones, leading IgniteTech's AI-first transformation and reinventing products, services and the workforce while shaping the future of enterprise AI. He's known for launching two innovative AI products in just ten months and steering the high-profile acquisition of Khoros. Eric founded and led three successful software companies and managed over 50 major M&A deals. He's also a regular writer, tech educator and passionate runner who has completed 50 marathons and more than 50 ultramarathons.
Ever feel like your "new product" ideas stall out — not because they're bad, but because the team can't stay aligned long enough to bring them to life?
If you're trying to grow in a world of constant AI disruption, you can't afford ideation that dies in committee or teams that melt down under pressure. This episode hits the real blocker most CEOs run into: brilliant people get promoted, but nobody ever taught them how to lead, think clearly under stress, or build a team that can take an idea from "interesting" to "in market." You'll hear how misdefined problems, ego-driven leadership habits, and check-the-box people programs quietly slow your growth — and what to do instead.
- A practical way to spot why ideas aren't turning into products (hint: it's usually a problem-definition gap, not a talent gap).
- A clearer read on your own leadership wiring — what's hardwired, what's learned, and how that mix impacts trust, communication, and execution.
- Simple, high-leverage moves to elevate your team's thinking so you can stop living in the tactical weeds and lead more strategically.
Hit play now and steal Curtis Sprouses' tools for sharpening your team (and your own leadership) so your next big idea actually makes it to market — with fewer headaches and better results.
Check out:
06:30 — The perfectionist founder example + why EQ can cap your growth Curtis walks through the real profile of a biotech CEO (high dominance, extreme perfectionism, low emotional intelligence) and shows how that combo derails fundraising, trust, and team performance — even when talent is off the charts.
18:45 — "Do you want to be remembered as the leader who grew people… or the one everyone avoided?" Curtis shares a sharp coaching story about a long-tenured exec who'd been rewarded for harsh habits for decades — and the one reframing that finally got him to shift how he led (with ripple effects at work and home).
28:00 — The #1 fatal flaw: CEOs define the problem wrong Curtis explains the "pressure vs. problem" distinction and gives a quick diagnostic (person vs. process vs. resources vs. priorities). This is the core "aha" for why teams spin and boards get frustrated.
About Curtis Sprouse
Curtis Sprouse is the founder of EurekaConnect and the Institute for Biomedical Entrepreneurship (IBE), where he helps leaders and teams outperform through strategic behavioral programs. With over 5,000 professionals coached and 200+ biomedical innovations advanced, Curtis specializes in turning science and technology into viable, impactful ventures. His programs have helped companies raise tens of millions in capital and bring real products to market. Curtis speaks on leadership, team building, personal development, and the future of business and society.
What if the real competitive edge in your company isn't another strategy shift—but your human sustainability as a leader?
You're expected to perform like a high-level athlete: stay sharp, set direction, handle pressure, and keep your team moving—often while AI disruption speeds everything up. But here's the catch: if your internal system is running at red line, your decision-making, culture, and results eventually pay the price. In this episode, Jim Schleckser talks with Pearce Cucchissi, a former Army Ranger turned executive performance coach, about how leaders build the stamina, clarity, and resilience to thrive long-term—without burning out or becoming the bottleneck themselves.
By listening, you'll gain:
- A fresh way to think about leadership as human sustainability—how to keep your mind and body durable enough for the pace you're running.
- Tools to identify "people bottlenecks" on your team, including what's really behind wrong-person/wrong-seat issues.
- A practical, data-informed approach (like psychometric assessments) to reduce stress deltas, improve fit, and increase longevity for you and your leaders—especially during growth or acquisitions.
Press play to learn Pearce's battle-tested methods for building human sustainability into your leadership—so you can win the long game with more energy, focus, and staying power.
Check out:
- 04:30 – "Business athlete" framing Jim and Pearce connect elite athletic performance to executive leadership—stamina, mental state, keeping score, and bringing the team along.
- 12:40 – Operator syndrome → CEO burnout bridge Pearce explains "operator syndrome" (stuck in fight-or-flight) and why the same pattern shows up in CEOs, athletes, and PE-backed exec teams.
- 24:10 – Psychometric delta + right person/right seat The Culture Index / psychometric "delta" idea: how to spot misalignment, stress, disengagement, and predict longevity—plus what to do with hotspots on a leadership team.
About Pearce Cucchissi
Pearce is a former military special operator who brings battlefield-tested strategic thinking and elite team dynamics to the boardroom. As the founder of Built to Evolve, he helps executives and teams unlock peak performance through a cutting-edge blend of neuroscience, psychology, and physiology. His mission is to create business athletes, leaders with the stamina, clarity, and resilience to thrive under pressure and deliver maximum positive impact.
Pearce has worked with top-tier organizations including Citibank, The Las Vegas Raiders, and Charter Communications. Today, he advises executives within Private Equity-backed portfolio companies, where the stakes are high and the mental toll is real. His coaching style is direct, data-driven, and deeply human, balancing performance optimization with personal well-being to ensure leaders are built to evolve, not burn out.
Do you ever wonder why, no matter how much your business grows, your personal finances still feel out of control?
If you've ever felt like your success at work doesn't translate to financial peace at home, this episode is your wake-up call. Jim Schleckser sits down with money expert and bestselling author Mike Michalowicz—creator of Profit First—to talk about why most people, even entrepreneurs, struggle with money and how simple behavior shifts can create real financial freedom.
In this episode, you'll discover:
- How to "pay yourself first" in a way that guarantees profit instead of hoping for it.
- The behavioral money trap that keeps even smart business owners broke—and how to intercept it.
- A simple system to reduce financial stress for you and your employees, leading to happier, more productive teams.
Hit play now to learn Mike's practical, life-changing approach to mastering your money habits—and start keeping more of what you earn today.
Check out:
- [08:45] – The "Profit First" Mindset: Mike explains how reversing the traditional approach to profit—taking it off the top instead of waiting until the end—can transform how you run your business.
- [22:10] – The Behavioral Intercept: A powerful discussion on why most people fail with budgets and how simple systems at the bank level can automatically change your financial behavior for good.
- [39:25] – Redefining Retirement: Jim and Mike challenge the traditional idea of retirement and explore how to plan for a meaningful, flexible, and financially confident future.
About Mike Michalowicz
Mike Michalowicz is the entrepreneur behind four multi-million-dollar companies and the author of bestselling business books including Profit First, Clockwork, The Pumpkin Plan, and All In. His newest book, The Money Habit, is a groundbreaking approach to personal finance. The television host of The 4 Minute Money Maker and a former columnist for The Wall Street Journal, Mike now travels the world helping individuals grow thriving businesses and live richer lives.
Are you ready to face the AI facts about what it really takes to lead in the age of disruption?
If you're a CEO or senior leader trying to navigate the chaos of AI transformation, this episode is your roadmap. Jim Schleckser sits down with Geoff Woods, bestselling author of The AI-Driven Leader, to reveal the hard truths and surprising opportunities behind AI adoption. You'll see how Geoff went from leading a global industrial powerhouse to helping executives turn AI into their ultimate competitive advantage.
You'll discover how to:
- Use AI as a thought partner to sharpen strategy and decision-making.
- Separate hype from the AI facts that actually drive performance and growth.
- Lead your team through change with clarity, confidence, and purpose.
Listen now to uncover the AI facts that can transform how you think, lead, and compete in the years ahead.
Check out:
- [00:10:45] – The Skill That Changes Everything: Geoff shares the career-defining advice that led him to focus on mastering skills that stay valuable no matter how technology evolves—setting the stage for his journey into AI leadership.
- [00:38:20] – The "AI Boardroom" Breakthrough: Hear how Geoff helped a CEO save his executive team's jobs by using AI to simulate board members' personalities and predict meeting outcomes—a real-world example of AI as a strategic thought partner.
- [01:12:05] – The 100x Value Lesson: Geoff reveals how his assistant used AI to multiply her impact and redefine her role, illustrating what it means to become an AI-driven leader instead of just an AI user.
About Geoff Woods
Geoff Woods is the #1 international bestselling author of The AI-Driven Leader, host of the AI-Driven Leader podcast and the Founder of AI Leadership where he empowers leaders to harness AI, escape operational overwhelm, and think strategically to accelerate growth. As the former Chief Growth Officer of Jindal Steel & Power, his guidance helped their market cap grow from $750 million to over $12 billion in four years. He also co-founded the training and consulting company behind The ONE Thing, where he coached and advised companies with annual revenues from $10 million to $60 billion.
Ever feel like your gut tells you one thing, but the numbers tell you another—and you're not sure which to trust as a CEO?
If you've ever felt overwhelmed by financial reports, hesitant to ask "basic" money questions, or unsure how your cash flow can look great on paper but tight in practice, this episode is for you. You'll hear how understanding your company's finances at a deeper level can help you make smarter, faster decisions—without needing to become an accountant.
In this conversation with financial leader Pam Meissner, you'll learn how to:
- Simplify financial statements so you actually use them to lead, not fear them.
- Build cash flow confidence by spotting problems before they become crises.
- Turn financial data into clear, actionable strategies for growth.
Listen now to discover how trusting your gut and mastering your numbers can transform the way you lead your business.
Check out:
[07:45] – Pam shares her bold early-career leap from Pricewaterhouse to privatization work in post–Cold War Poland, setting the tone for her "say yes to risk" philosophy.
[26:20] – A powerful exchange on why CEOs shouldn't be afraid to admit they don't fully understand the balance sheet—and how asking the right questions can transform financial confidence.
[48:10] – Jim and Pam break down practical, real-world cash flow forecasting tips, including how to spot "bad money" and avoid the traps that quietly sink growing businesses.
About Pam Meissner
Pam Meissner is a seasoned financial and operational leader with experience as CFO, COO, and CEO across multiple industries. She's helped scale companies to billion-dollar valuations by turning complex financial data into clear, actionable strategies for growth.
With a global outlook shaped by extensive travel and cultural immersion, Pam champions adaptability, innovation, and diverse thinking in leadership. Her career is marked by resilience—recently widowed after 30 years of marriage, she continues to lead with purpose and strength. She's also a proud mother: her son, who has autism, recently graduated from college, and her daughter runs marathons to raise funds for autism research.
Are you ready for the AI disruption that's changing not just how you market—but how you show up as a leader?
AI disruption isn't just shaking up industries—it's redefining how executives connect with customers, present themselves, and make smarter business decisions. In this episode, you'll learn how embracing AI-driven innovation can help you stand out, streamline your work, and future-proof your brand in a rapidly evolving digital world.
You'll discover:
- How to turn your company's unique data into a lasting competitive edge in the era of AI disruption.
- The power of blending personal style with technology to project confidence and save time.
- Real-world examples of how AI is transforming marketing, customer feedback, and even product design.
Tune in now to hear how forward-thinking CEOs are navigating AI disruption with confidence—and how you can use these insights to stay sharp, efficient, and ahead of the curve.
Check out:
[08:15] — The Real Source of Competitive Advantage in the AI Era Anya breaks down why unique data—not algorithms—is what gives companies an edge in the age of AI disruption. She shares examples from industries like dentistry and fashion to show how data becomes the real differentiator.
[24:40] — Reinventing the Clothing Industry Through Circular, AI-Driven Design The discussion shifts to how Taelor's rental model leverages AI and feedback loops to reduce waste, personalize experiences, and help brands rethink "ownership." It's a great example of circular economy principles meeting digital innovation.
[45:10] — How to Win at AI Search and Content Strategy Anya reveals how her team beat GQ and other big names to the top of AI search rankings by combining human creativity with AI-generated content—a must-listen for marketers navigating the changing landscape of SEO and ChatGPT-driven discovery.
About Anya Cheng
Anya Cheng is the Founder and CEO of Taelor, a leading men's clothing subscription service that provides personal styling and curated rentals, powered by expert stylists and AI. A Girls in Tech 40 Under 40 honoree, she previously led eCommerce and digital innovation teams at Meta, eBay, Target, and McDonald's.
What if the winning strategies for your business weren't locked in the boardroom—but hidden in the minds of your frontline team?
If you've ever hesitated to share financials or key metrics with your employees, you're not alone. But what if open-book management could turn your entire team into business thinkers who drive profit, accountability, and innovation? In this episode, Jim Schleckser talks with Kylie Jackson from The Great Game of Business about how transparency can transform the way your people play—and win—at work.
By listening, you'll discover how to:
- Turn financial literacy into a powerful driver of motivation and performance.
- Build a culture of ownership where every employee contributes to results.
- Use storytelling and transparency to strengthen trust and alignment company-wide.
Hit play now to learn how open-book management can unlock your team's winning strategies—and your company's next level of success.
Check out:
- [08:42] – Kylie explains the "game" in The Great Game of Business—how rules, scoreboards, and stakes create a culture of shared success.
- [23:15] – The conversation dives into the power of transparency and how open-book management turns accountability into empowerment.
- [41:30] – Kylie shares inspiring stories of employees who took financial literacy home—transforming not just their work, but their lives.
About Kylie Jackson
Kylie Jackson is the Learning and Development Manager and internal coach at The Great Game of Business, as well as a dynamic speaker known for her storytelling and practical insight. With a background in theatre and a career that began in talent representation, Kylie helps people grow through financial literacy, leadership development, and open-book management. Whether she's delivering a keynote, leading a workshop, or facilitating a panel, Kylie sparks fresh thinking, builds trust, and inspires people to step into their potential.
What does it really take to turn a good product into a great brand—one that people can't stop talking about (or eating)?
If you've ever wondered how to revive a once-famous brand or stand out in a crowded market, this conversation is for you. Host Jim Schleckser talks with David Clarke, CEO of Chipwich, about how he brought a nostalgic favorite back to life and built a great brand story that connects with both retailers and consumers.
In this episode, you'll learn how to:
- Identify undervalued brands with untapped potential and bring them back to relevance.
- Turn operational setbacks into opportunities for growth and stronger customer trust.
- Build a great brand by focusing on consistent quality, retail partnerships, and real consumer connection.
Treat yourself—press play now to hear how Chipwich became a great brand comeback story that every business leader can learn from. 🍦
Check out:
[00:14:45] — The "Real Estate" Mindset Behind a Great Brand David Clarke shares why he sees grocery shelves as real estate—and how treating retailers as your real customers (not just end consumers) changes everything about how you build a great brand that lasts.
[00:31:10] — Reviving the Chipwich: From Forgotten to Great Brand Hear the origin story of how David rediscovered the Chipwich name, realized its massive latent brand equity, and brought it back to life—proving that a great brand can be reborn with the right focus and persistence.
[00:55:20] — The Listeria Crisis: Protecting a Great Brand Under Pressure When a contract manufacturer's listeria issue threatened the company, David explains how decisive action, transparency, and leadership kept the great brand reputation intact—and even strengthened retailer trust.
About David Clarke
David Clarke has 25 years of food & beverage leadership experience. From 2004 – 2013, Clarke was CEO of DeMet's Candy Company, where he revitalized the Flipz™ and Turtles™ brands after acquiring them from Nestle growing them from $9MM and $32MM in annual sales respectively to over $130MM combined. In 2014, Yildis (owner of Godiva) acquired DeMet's and named Clarke CEO of the wholesale chocolate business. Prior to DeMet's, Clarke led a similar brand comeback in the sweet popcorn business, growing a set of struggling brands from $21MM to $78MM. Clarke's connection to the ice cream category is derived from his time working in distribution for Häagen-Dazs, and his family's ownership of the Klondike brand from 1978-1989.
What if the secret to stronger client relationships isn’t about selling more — but about creating experiences people can’t stop talking about?
If you’ve ever wondered how to make clients feel genuinely valued instead of just served, this episode is for you. Jim Schleckser chats with leadership strategist and author Neen James about how luxury brands like Ritz-Carlton and Rolex master the art of human connection — and how you can apply the same principles to elevate every client and team interaction.
You’ll learn how to:
- Apply Neen’s “Experience Elevation Model” to strengthen both client and employee relationships.
- Design moments of surprise and delight that transform loyal clients into enthusiastic advocates.
- Combine personalization with technology to create meaningful, lasting connections that set your business apart.
Hit play now to discover how to turn every client interaction into an exceptional experience that builds loyalty for life.
Check out:
- [08:45] — Neen breaks down the Experience Elevation Model and explains how leaders can use it to design exceptional client and employee experiences.
- [21:30] — A powerful discussion on how surprise and delight builds emotional loyalty — with real examples from luxury brands like Ritz-Carlton and Delta.
- [36:10] — Neen and Jim dive into the balance between AI efficiency and human connection, revealing how technology can enhance — not replace — authentic client relationships.
About Neen James
Over the past two decades, Neen James has partnered with some of the most iconic brands in the world, including Comcast, Paramount Pictures, Four Seasons Hotels, and Virtuoso Travel, helping them challenge the status quo by focusing on one fundamental principle: exceptional experiences are built on intentional focus and connection.
Her groundbreaking luxury mindset research—the only study of its kind—shows that luxury isn’t about things, it’s about a way of thinking and communicating that transforms how businesses connect with their audiences. As the author of Attention Pays and the forthcoming Exceptional Experiences, she brings a wealth of insights that have transformed how Fortune 500 CEOs, luxury brands, and global organizations lead and grow their market share.
Are you struggling to find the right people—and wondering if you’ve been fishing in the wrong talent pool all along?
With birth rates down and skilled workers in short supply, the talent pool feels tighter than ever. But what if you could widen your reach by engaging an overlooked group of professionals eager to bring their experience, leadership, and skills back into the workforce—if only given the right flexibility?
In this episode, you’ll learn:
- How to uncover a hidden talent pool of highly educated, seasoned professionals ready to make an impact.
- Why creative approaches like flexible schedules, part-time roles, and returnships can help you stand out in the war for talent.
- What cultural shifts leaders need to embrace to successfully integrate this overlooked workforce segment.
Hit play now to discover how expanding your talent pool could give your company a powerful competitive edge.
Check out:
- [06:45] The hidden talent pool — Why millions of highly educated, experienced women are sitting outside the workforce and how this represents a huge opportunity for CEOs.
- [21:30] Flexibility as the key to unlocking talent — A candid discussion about how part-time roles, fractional leadership, and returnships can help companies attract top performers.
- [39:15] Rethinking hiring practices — How CEOs can overcome biases about résumé gaps and skill gaps to successfully integrate this overlooked talent pool.
What if banana ball held the secret to building a business culture that fans can’t stop talking about?
This episode takes you inside the world of the Savannah Bananas—a team that has turned baseball upside down by creating banana ball, a fast-paced, joy-filled experience that keeps fans lining up for more. And the lessons go way beyond sports. You’ll see how putting customers first, eliminating friction, and daring to innovate can transform your own organization just like it did for theirs.
In this episode, you’ll discover:
- How banana ball grew from one small experiment into a nationwide phenomenon.
- Why “fans first” thinking is the mindset shift every leader needs.
- Practical ways to build culture, spark innovation, and scale without losing your edge.
Press play now to learn how the bold moves behind banana ball can inspire you to reinvent your own playbook for success.
Check out:
- 09:45 – The birth of banana ball on the road Tyler explains how a small test in one city turned into a touring phenomenon that now sells out stadiums across the country.
- 21:10 – Fans first in action Discover the creative ways the Savannah Bananas removed friction—like all-you-can-eat tickets and fan-caught foul balls counting as outs—that made banana ball unforgettable.
- 47:30 – Scaling culture while scaling teams Tyler shares how the Bananas are building a Championship League, expanding teams, and keeping “fans first” at the core as they grow nationwide.
About Tyler Gillum
Tyler Gillum is a coach, educator, and entrepreneur who’s dedicated his life to helping others believe in themselves and chase their biggest dreams. His mantra, “Bet on Yourself” isn’t just a phrase, it’s how he lives, leads, and speaks. From growing up on the rodeo circuit to leading the Savannah Bananas as Head Coach, his journey has been built on resilience, vision, and servant leadership. He has seen firsthand what happens when you bet on yourself, and more importantly, what happens when you help others do the same.
What if the secret to keeping up with rapid change isn’t just better strategy—but joining the right ceo peer advisory or networking groups?
In a world where technology is evolving faster than organizations can adapt, you need more than just headlines to guide your decisions. This episode dives into how networking groups for CEOs and executives create the conversations, connections, and peer learning that help leaders stay ahead of disruption. Alan Murray—former CEO of Fortune Media and now leading the Wall Street Journal’s Leadership Institute—shares why these groups are becoming essential for tackling today’s toughest challenges.
Here’s what you’ll take away:
- How networking groups provide real-time insights into AI, geopolitics, and workforce shifts that no report can match.
- Why connecting with peers outside your company helps you solve problems faster and see blind spots sooner.
- The specific ways top executives use networking groups to strengthen leadership and drive business transformation.
Listen now and learn how the right networking group can give you the clarity, confidence, and edge to lead in uncertain times.
Check out:
- [12:45] – Alan Murray explains why large organizations struggle to adapt as fast as technology and how networking groups help close that gap.
- [28:10] – A candid look at how CEOs are using networking groups to navigate AI adoption, geopolitics, and supply chain risks.
- [44:30] – The future of leadership: how peer exchange and networking groups shape smarter strategies for today’s unpredictable business environment.
About Alan Murray
Alan Murray is the former CEO of Fortune Media. He oversaw the business and editorial operations of the independent media company and is known for expanding its digital and conference franchises. Until April 2024, Murray also wrote a closely-read daily newsletter for Fortune, CEO Daily. Prior to joining Fortune in 2015, Murray led the rapid expansion of the Pew Research Center’s digital footprint as president of that organization. Before that, Murray was at the Wall Street Journal for many years, serving as deputy managing editor, executive editor online, Washington bureau chief, and author of the Political Capital and Business columns. He served for several years as Washington bureau chief for CNBC, and cohost of the nightly show Capital Report. He is the author of multiple books, including Showdown at Gucci Gulch: Lawmakers, Lobbyists, and the Unlikely Triumph of Tax Reform.
What if you could spot employee turnover before it happens—and stop it in its tracks?
Turnover is expensive, frustrating, and disruptive. In this episode, you’ll hear how AI is changing the game for leaders like you by predicting when employees are at risk of leaving and giving you real, actionable strategies to keep your best people engaged.
Here’s what you’ll learn when you listen in:
- How companies are using AI to predict employee turnover and proactively boost loyalty.
- Why recognition, scheduling, and salary optimization can make or break retention.
- How a data-driven approach can save you millions by reducing hidden turnover costs.
Don’t miss this conversation—press play now to learn how you can reduce employee turnover and strengthen your team’s long-term success.
Check out:
- 07:42 – Why AI is better at spotting turnover risks than traditional surveys and reviews.
- 18:15 – The surprising low-cost tactic that outperforms pay raises in reducing employee turnover.
- 33:50 – How one company cut turnover by up to 35% using AI-driven insights.
What happens when your personal brand gets the spotlight—are you ready to make the most of it?
You work hard to earn visibility for yourself and your business, but the truth is: securing the booking is only half the battle. The real impact comes from how you show up, connect, and tell your story in a way that builds trust and grows your influence.
In this episode, you’ll discover how to:
- Sharpen your on-camera and on-mic presence so you come across with confidence and credibility.
- Use personal stories to make your brand relatable, magnetic, and memorable.
- Navigate tough questions and “off-track” moments so you can stay calm, in control, and persuasive.
Press play now to learn how to turn every interview into a powerful opportunity to elevate your brand and expand your reach.
Check out:
- [06:45] – Why Luana walked away from acting and how that turning point led her into PR.
- [21:10] – The real risks (and rewards) of making a CEO the face of a company’s personal brand.
- [38:25] – How to handle tough interview questions and pivot with confidence when things go off track.
About Luana Ribeira
Speaker, actress and founder of Dauntless PR Luana Ribeira gets personal brands booked for TV, radio, podcasts, magazines and the news. This helps experts to boost brand awareness, credibility and to become known as the leading voice on their topic. She has appeared on Forbes, OK Magazine, FOX TV, ITV, BBC, Channel 4, Teen Vogue, Insider and many others.
You can find Luana at http://www.dauntlesspr.com/
What does it really mean to build a purpose driven business—and how can focusing on more than just profit transform your success?
As an entrepreneur, you know the tension between chasing growth and staying true to your deeper mission. In this episode, Kyle Kamrooz, founder and CEO of Bonus Home, opens up about the lessons he’s learned in real estate, technology, and venture capital—and why putting purpose over profit is not only more fulfilling but also a smarter long-term strategy.
By listening, you’ll learn:
- How to align your business decisions with a mission that sustains you beyond financial gains.
- The pitfalls of taking capital from partners who don’t share your values—and how to guard against it.
- Why building wealth through homeownership offers a powerful example of combining purpose with impact.
Press play now to hear how prioritizing purpose over profit can reshape the way you grow, lead, and leave a legacy.
Check out:
- [09:15] — Kyle shares what it was like building one of the largest direct-to-consumer mortgage lenders by age 25 and the hard lessons that came with rapid growth.
- [28:42] — A candid discussion on why taking money from the wrong strategic partners can derail your vision, and how Kyle learned the importance of protecting purpose over profit.
- [47:10] — The inspiration behind Bonus Home, rooted in Kyle’s father’s experience, and how rethinking homeownership can unlock generational wealth for everyday Americans.
About Our Guest:
Kyle Kamrooz is the founder and CEO of Bonus Homes, a groundbreaking platform redefining how Americans build generational wealth through homeownership.
Prior to founding Bonus Homes, Kyle spent nearly two decades in the real estate ecosystem. By the age of 25, Kyle had already built one of the largest direct-to-consumer mortgage lending companies in California. By 27, he built a 50 state national lender that processed over $7 billion in loans annually and employed more than 800 people across all 50 states.
Ever wonder how a CEO goes from managing 2,000 apartments to building multiple seven-figure ventures backed by private equity?
If you’ve ever struggled with scaling a service business, finding reliable vendors, or wondered how to make the leap from bootstrapping to private equity funding, this episode will feel like it’s speaking directly to you. Tyler Dunagin shares the real story of how he solved a problem most property managers know all too well and turned it into a rapidly growing portfolio of companies.
Here’s what you’ll take away from this conversation:
- How to create a focused business model in a crowded industry that instantly speaks to your ideal clients.
- The step-by-step reality of moving from self-funding to securing private equity while keeping control of your business.
- What really works (and what doesn’t) when acquiring companies and integrating teams into your growing portfolio.
Hit play now to learn Tyler’s hard-earned lessons—and discover strategies you can use to scale smarter and faster in your own business.
About Tyler Dunagin
At the crossroads of innovation and leadership, Tyler founded and scaled multiple seven-figure ventures, consistently driving industry transformation. Over the past decade, he started and expanded both service and product-based companies, notably Turnserv—a platform of self-started brands revolutionizing the housing sector by streamlining turnover processes. With operations extending to new locations every few weeks, Turnserv addresses critical operational challenges for property managers with unparalleled reliability and efficiency.
Have you ever wondered why the 80/20 rule works in almost every aspect of life, from business to personal connections, and how you can use it to optimize your success?
The Pareto Principle, or 80/20 rule, has been around for decades, but do you really understand how deeply it impacts your business? In this episode, we explore not just the basics of 80/20, but how digging deeper into this principle can radically shift your approach to everything from customers to employees, and even your own personal life.
- Learn how applying 80/20 can uncover your business’s true power and profit centers.
- Discover how to maximize talent and resources by focusing on the most productive elements of your team and customers.
- Understand why focusing on fewer, better relationships can transform your personal and professional life.
Tune in now to discover how embracing 80/20 could be the key to unlocking exponential growth and serenity in your business.
Check out:
- 4:30 – Discover how the 80/20 rule impacts customer relationships and why focusing on your most profitable clients can save time and boost profits.
- 19:45 – Learn about the “80/20 inside the 80/20” concept and how breaking it down further can reveal hidden opportunities in your business.
- 35:10 – Gain insights into how the 80/20 rule applies to talent management and why doubling down on strengths, rather than weaknesses, leads to explosive growth.
About Our Guest
Perry Marshall is one of the most expensive business strategists in the world. He is endorsed in FORBES and Inc. Magazine and has worked with clients such as FanDuel, InfusionSoft, and LoanBuilder.
He founded the $10 million Evolution 2.0 Prize, with judges from Harvard, Oxford and MIT. Launched at the Royal Society in London, it’s the world’s largest science research award. He is co-founder of the AACR’s Cancer & Evolution Working Group.
NASA’s Jet Propulsion Labs uses his 80/20 Curve as a productivity tool. His reinvention of the Pareto Principle was published in Harvard Business Review.
What if behavioral science—not just branding—was the key to finally getting people to pay attention, change habits, and take action?
Whether you're launching a product, driving cultural change, or working to influence public behavior, you're up against deeply ingrained habits. In this episode, you’ll hear how expert Tim Berney uses behavioral science to create campaigns that do more than inform—they shift mindsets and drive real-world results. This approach works just as powerfully for CEOs as it does for public health leaders.
Here’s what you’ll walk away with:
- A framework for using behavior science to guide people through awareness, belief shifts, and sustainable change.
- Lessons from successful campaigns that moved entire communities—from recycling to water conservation to anti-smoking.
- Insight into how these same tools apply to internal culture change and leadership development.
Listen now to discover how behavior-driven marketing can help you solve your toughest communication and culture challenges.
Check out:
[12:43] – How a $1,300/month media buying side hustle turned into a nationally recognized behavior change agency—and what it took to get there. [24:10] – The 4 stages of behavior change explained with real-world campaigns like recycling, seatbelts, and anti-smoking. [47:22] – A candid take on how AI is reshaping the marketing landscape—and why the winners will be those who lean in, not resist.
About Our Guest
Tim Berney is the CEO and Founder of VI Marketing & Branding, a multi-million-dollar, independent agency known for creating behavior-changing campaigns that drive measurable success. With decades of experience in marketing and branding, Tim has led VI to become a nationally recognized firm, helping businesses scale through strategic innovation. His expertise spans brand development, market growth and leadership in an evolving digital landscape.
Are you leading a high-performing team but still struggling to handle stress as it builds behind the scenes—despite doing all the “right” things?
In this episode, you’ll hear from Keri Ford—former creative director turned global leadership advisor for top-tier women leaders—who explains why success often comes with silent struggles no one talks about. Through her work in nervous system regulation and somatic strategies, Keri helps founders and CEOs break patterns they didn’t know were sabotaging their leadership and well-being. If you’ve ever wondered why the same challenges keep resurfacing no matter how hard you work, this conversation will hit home.
By tuning in, you'll discover:
- How unresolved trauma and nervous system dysregulation show up in leadership decisions, hiring patterns, and team dynamics.
- What “functional freeze” looks like—and why chronic stress might be hiding behind your drive to succeed.
- How building somatic fluency can expand your capacity to handle pressure, avoid burnout, and lead with more clarity, creativity, and control.
If you're ready to lead with less stress and more impact, press play now and hear how Kerry Ford helps elite leaders rewrite their internal wiring for lasting success.
Check out:
[08:43] – From Creative Director to Somatic Leadership: Kerry shares the personal journey that led her from launching luxury brands to discovering the transformative power of somatic work through her son’s sensory challenges.
[24:16] – How Trauma Patterns Show Up in Leadership: A powerful breakdown of how unresolved trauma manifests in hiring decisions, burnout cycles, and the chronic stress that top-tier leaders often normalize.
[39:50] – Building a Bigger Window of Tolerance: Learn how expanding your nervous system’s capacity can help you handle stress more effectively—and why it could be the missing leadership skill no one taught you.
About Keri Ford
KERI FORD, former Creative Director and ex-corporate leader, now serves as the Holy High Council & Elite Advisor to the world’s most influential women in business. As CEO & Founder of Elevate with Keri, a global wellness coaching company, she empowers female founders and executives to achieve new heights through her cutting-edge methodologies in nervous system regulation, peak neuroscience performance, and an embodied approach in leadership.
What if the secret to remarkable sales growth isn’t a new hire, but an AI that works like one?
If you're leading a business and wondering how AI will actually impact your bottom line—not in theory, but in real, everyday decisions—this episode is for you. With AI evolving faster than most leaders can keep up, it's no longer about if you’ll use it, but how well and how soon you adapt.
In this episode, you'll discover:
- Why the most valuable AI applications today aren’t about replacing jobs, but augmenting your team’s performance—especially in sales, marketing, and customer success
- How to think about AI not just as a tool, but as a new kind of “employee” that brings autonomy, initiative, and bottom-line results
- What roles are on the endangered species list, and which skillsets will matter most in the AI-powered workplace
Listen now to learn how you can make smarter decisions about AI before it reshapes your team, your tech stack, and your competitive edge.
Check out:
[06:50] – The Real Business Case for AI Thiago explains how companies are utilizing AI today to achieve practical ROI, such as generating more effective sales follow-ups than top-performing reps. If you’ve been wondering how AI helps close deals, start here.
[24:15] – The Endangered Roles (and the Ones That’ll Thrive) A candid look at which job functions are likely to shrink—project managers, content marketers, even product managers—and which new roles AI is creating instead. A wake-up call for leaders planning their org charts.
[39:30] – What Will Win the AI Race? Thiago breaks down why the future belongs to AI tools with autonomy, not just clever text generation. This is where the conversation shifts from hype to true competitive advantage.
About Our Guest
Thiago da Costa is a technology entrepreneur specializing in physics simulation, cloud computing, and AI. He founded Lagoa, which developed a cloud-based mechanical CAD product later acquired by Autodesk and integrated into Fusion 360. While at Autodesk, he led major cloud, data, and AI initiatives across construction, manufacturing, and media entertainment divisions. Thiago holds two patents in collaborative high-frequency data systems and actively invests in startups and late-stage private companies, including SpaceX, Vention, and others.
His visionary approach to AI-driven innovation, data management, and the transformative potential of technology in traditional industries continues to shape the future of tech. With a career marked by groundbreaking achievements and a passion for pushing technological boundaries, Thiago da Costa remains at the forefront of digital transformation, inspiring the next generation of tech innovators and entrepreneurs.
Are you still managing your team the old way—while others are using breakthrough strategies to build unstoppable momentum?
In a world where AI is reshaping entire industries and the workforce is more dispersed than ever, staying relevant as a leader means more than just adapting—it means radically rethinking how your team operates. This episode is for CEOs and executives who want to build resilient, innovative, high-performing teams—and stop carrying the weight of leadership alone.
In this episode with Keith Ferrazzi, you'll learn how to:
- Build a culture of “teamship” where leadership is shared, not hoarded—so your company thrives even when you’re not in the room.
- Adopt battle-tested collaboration practices that drive innovation, accountability, and psychological safety in remote or hybrid teams.
- Replace outdated “report outs” with “stress tests” that elevate performance, challenge complacency, and deepen peer-to-peer support.
Press play now to discover the 21st-century leadership tools that will help you future-proof your team and free up your time without sacrificing results.
Check out:
[08:52] – The Power of Peer-to-Peer Groups Keith shares how radical innovators—top CIOs and CHROs—are gathering to reinvent the workforce. If you've ever wondered how small groups can spark massive change, this segment reveals why peer-driven collaboration is the real competitive edge.
[39:17] – From Leadership to “Teamship” This is where Keith lays out the heart of his new book: how CEOs can shift from being solo leaders to architects of high-performing teams. You’ll hear practical strategies for empowering others, boosting team energy by 30%, and achieving more by doing less yourself.
[53:00] – The “Stress Test” Meeting Framework Tired of useless status updates? This part introduces a simple but powerful practice that replaces the traditional report-out with a feedback-rich “stress test.” It’s one of the most actionable takeaways in the episode—and could change how your team collaborates starting tomorrow.
About Our Guest
Keith Ferrazzi is a renowned executive team coach, keynote speaker, influential thought leader and founder of Ferrazzi Greenlight, where he has spent more than 20 years coaching Fortune 500 companies, unicorn startups, and even governments. Keith leads the Greenlight Research Institute, which is focused on team transformation. He is a business coach who challenges the way teams work to achieve breakthrough results through more connection and collaboration across silos, with a revolutionary shift from leadership to teamship. His Radical Innovators Collaborative brings together disruptive thinkers for peer-to-peer interaction and ongoing best practice sharing.
What’s the secret behind remarkable sales growth—especially when it comes from landing just a few large, high-stakes accounts?
If you’re tired of chasing endless leads with little payoff, this episode will show you how to stop playing the numbers game and start playing a smarter one. You’ll discover what truly drives growth in companies that consistently win big deals—and how to build a sales process that scales beyond one superstar rep.
You’ll walk away from this episode with:
- A structured large-account acquisition process that transforms sales from guesswork to predictable growth.
- A clear framework for identifying and engaging the right executive sponsors who can actually say yes.
- Insight into how cross-functional alignment and peer-to-peer trust seal deals—and set your team up for long-term success.
Listen now to learn how to engineer remarkable sales growth by mastering the process behind landing big.
Check out:
- [13:20] Why executive sponsors—not procurement—make or break your big sales strategy.
- [28:45] The one mindset shift that keeps your salespeople from wasting time on the wrong leads.
- [51:10] How a robust process protects your business when your “rockstar” rep walks out the door.
Our Guest:
Tom Searcy is a nationally recognized author, speaker, and leading authority on large account sales. His strategies for driving explosive growth are grounded in years of real-world success. Tom is a two-time winner of the Global Gurus “World's Top 30 Sales Professionals” list—ranked #5 in 2024, #8 in 2025, and #1 overall for his expertise in big sales.
What can a smart business leader learn from a softball field to build a thriving, multi-million-dollar company?
If you’ve ever wondered how to build a resilient company culture, lead with decisiveness, and navigate the messy beauty of running a family business, this episode is for you. Derek Volk, third-generation CEO of Volk Packaging, shares unfiltered stories and hard-earned leadership lessons drawn from the softball diamond and decades in the corrugated box industry. Whether you're in manufacturing, family business, or just looking to lead with more clarity, you'll find yourself nodding along.
By the end of this episode, you’ll walk away with:
- A powerful mindset shift around decision-making that could change how you lead under pressure
- A fresh take on company culture rooted in loyalty, trust, and “no bureaucracy” empowerment
- Real strategies for growing a family-owned business without losing your soul—or your sanity
Hit play now to discover how to lead like a coach, build a team that thinks like owners, and create a business your customers love doing business with.
Check out:
- [10:34] – How Derek’s family turned a GE stationery account into a multi-generational manufacturing empire
- [28:47] – The softball coaching philosophy that inspired his bestselling business book, “Go For Third”
- [51:10] – A candid look at succession planning, ESOP dilemmas, and what it really means to build a business worth inheriting
About Derek Volk
Derek Volk is the owner of Volk Packaging Corporation, a third-generation family-owned and operated corrugated box manufacturer in Biddeford, Maine, and Volk Paxit, a contract packaging fulfillment center in Sanford, Maine. He released his second book, Go for Third: Leadership Lessons from the Softball Field to the Workplace in 2024. Derek has been working at Volk Packaging since high school and has been running the company for over 20 years. Derek is a Maine businessman, best-selling author, former radio personality, and nationally recognized public speaker. He is a grateful supporter of veterans’ organizations and created the Volk Packaging Heroes Wall as a way to honor members of the US Armed Forces, past and present. Derek was named the 2015 Spurwink “Humanitarian of the Year.” That same year, Maine Biz named Derek to their NEXT List, recognizing him as one of Maine’s business trailblazers. In 2020, Derek was inducted into the Manufacturer’s Association of Maine’s “Manufacturer’s Hall of Fame.”
What if your childhood love for roller coasters could lead you to build a national empire of amusement parks?
If you're leading a business—or dreaming of scaling one—you’ll want to hear how John Dunlap, CEO of Five Star Parks & Attractions, turned a hospitality background and a Six Sigma mindset into a high-growth, family-focused entertainment powerhouse. In a post-COVID world with rising labor costs and shifting consumer demands, John shares real-world strategies for thriving in a category many thought was on the decline.
Here’s what you’ll get from this episode:
- A playbook for balancing operational excellence with guest experience, including how Six Sigma translates to human-centered businesses.
- The secrets behind scaling through acquisition and development, especially in a fragmented market ripe for consolidation.
- How to compete with big-name parks by delivering affordable, high-value local experiences that build loyalty (and beat the weather).
Hit play now to learn how John turned a childhood game into a national strategy—and how you can apply the same principles to scale your own business with purpose.
Check out:
[09:32] – From Starwood to San Diego Zoo: The Unlikely Career Pivot John shares how a Six Sigma background in hospitality led him to a surprising call from the San Diego Zoo—and how that jump-started his journey into the world of theme parks and cultural attractions.
[26:47] – Solving Seasonality: Why Indoor Parks Became a Strategic Hedge Discover how John and his team countered brutal off-seasons by acquiring massive indoor entertainment centers—and what that did for cash flow, customer base, and geographic reach.
[52:10] – Wristbands, VIP Packages, and the Art of Bundling for Value John breaks down their evolving pricing strategy, including how “best value” and “best experience” bundles are designed to fight inflation, increase revenue, and give families more reason to return.
About John Dunlap
John Dunlap is the CEO of Five Star Parks & Attractions, a rapidly expanding family entertainment company. Since taking on the role in January 2022, he has led the company's growth from three locations to 27 across 13 states. With a background in amusement and hospitality leadership, John has held executive positions at SeaWorld & Sesame Place in California, Iconic Attractions Group, and the San Diego Zoo. He holds degrees from the University of Virginia and Northwestern University's Kellogg School of Management, along with executive certifications from Cornell University. Based in Charlotte, NC, John is passionate about creating memorable guest experiences and fostering a culture of innovation in the industry.
Ever wonder how someone manages 4,000 real estate agents—and still has time to drive real social impact?
If you're navigating today’s volatile real estate market, whether as an investor, entrepreneur, or just trying to make sense of what’s next, this episode offers clarity. Kimber Menkiti, a powerhouse in real estate leadership, breaks down how market dynamics, franchise models, and personal mission intersect—and what that means for anyone trying to build something sustainable.
Here’s what you’ll take away from this conversation:
- A rare behind-the-scenes look at how modern brokerages run like mini-corporations—and why that matters.
- Insight into how real estate is evolving post-commission lawsuit and what it means for both agents and consumers.
- Smart strategies for standing out in a saturated, trust-driven marketplace (hint: it’s not about the house).
Tune in now to hear Kimber’s battle-tested take on real estate, entrepreneurship, and what it really takes to scale impact in a highly competitive industry.
Check out:
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[00:06:30] Attracting Top Talent in a Crowded Field Kimber gives a compelling look into how high-performing professionals—lawyers, finance execs, government leaders—are entering real estate with an entrepreneurial mindset. This segment reframes the stereotype of the “casual agent” and positions real estate as a legitimate business-building path.
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[00:18:30] Post-Lawsuit Market Dynamics & Commission Transparency This part tackles a hot topic in the industry—commission lawsuits and fee structures—while offering a clear explanation of how it’s reshaping consumer expectations and brokerage operations. Kimber’s insights are both timely and practical.
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[00:29:30] Exit Strategy: Are Brokerages Sellable? Jim and Kimber discuss the long-term viability and valuation of brokerages, drawing parallels to tech startups and investment banking. Kimber’s comments on diversifying revenue through services like title and lending are sharp and strategic.
About Kimber Menkiti
Kymber Lovett-Menkiti is a pioneer in the real estate industry. With nearly 20 years of experience in the sales field, Kymber has a proven track record of success in leading teams, driving sales and revenue growth, and building strong relationships with clients, leaders, and industry partners.
Kymber Lovett Menkiti serves as the President of Keller Williams Capital Properties (KWCP), a brokerage with ten offices across the DC, Maryland, and Virginia regions. She is also the Regional Director for the Keller Williams Maryland/ DC (MDC) Region where she oversees 4K+ agents and is the first African American female to hold this position. As Regional Director, Kymber works closely with market center owners, their leadership teams, and agents to develop and implement strategies for improving sales, productivity, and culture.
How can one foster collaboration within a team? Nathan Miller, the CEO of Miller Ink, is a seasoned communication strategist known for advising executives across business, government, and nonprofit sectors. With a strong background in history and public policy, Miller has guided numerous organizations in effectively narrating their stories and managing complex crises through clear communication and strategic thinking. He emphasizes the importance of blending fundamental communication principles with innovative tactics, setting measurable goals, and aligning messages with objectives to reach target audiences effectively. Advocating for transparency and honesty, particularly during the hiring process, Nathan prioritizes creating a harmonious work environment, which he believes is essential for retaining talent and building long-term client relationships. Key Takeaways * Effective communication strategies require blending communication principles, setting clear goals, identifying target audiences, and aligning messages with objectives. * Balancing business development with hands-on involvement in day-to-day operations is crucial for a positive and productive work environment. * Resilience in business involves navigating challenges, having a long-term vision, being adaptable, and seizing growth opportunities. * Key considerations when hiring an ad agency include involving senior personnel, relevant experience, deep expertise, and establishing a trust-based relationship. * Blending strategic communication principles with tactical approaches like digital marketing is essential for successful communication campaigns. * Operational dynamics of PR agencies include avoiding success fee structures, preferring cancel-any-time policies, and involving senior personnel with relevant experience in client accounts.
More from Nathan Miller Nathan Miller is a seasoned entrepreneur and communications strategist known for founding Rentec Direct in 2007, a leading Grants Pass–based software company serving over 16,000 landlords and property managers across the U.S. Under Nathan’s leadership, Rentec Direct has helped manage over $226 billion in real estate assets and has grown to become the third-largest platform in its market—all achieved without external funding or debt. The company has been featured on the Inc. 5000 list for seven consecutive years, a testament to Nathan’s disciplined approach to organic growth and his deep understanding of the property management landscape. Beyond real estate technology, Nathan is also the founder and CEO of Miller Ink, a communications agency specializing in high-stakes messaging, issue advocacy, and crisis management. With experience as Director of Speechwriting and Advisor to the Ambassador at the Permanent Mission of Israel to the United Nations, as well as roles in U.S. policy and public affairs, Nathan brings a rare combination of strategic insight and global perspective. A UCLA graduate with degrees in History and Public Policy, he has built a reputation for turning complex ideas into powerful, results-driven campaigns. Website: https://miller-ink.com/ LinkedIn: https://www.linkedin.com/in/nathan-miller-6909628/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How should climbers prepare financially for the significant costs of climbing Everest? Steven Pivnik, an ambitious mountaineer currently on an expedition with Alpenglow Expeditions, is striving to summit Mount Everest, aiming to join the elite "8000 meter club." Having conquered Kilimanjaro and faced the challenges of Denali, Pivnik brings a wealth of experience to his Everest endeavor, underscoring the importance of meticulous preparation and acclimatization, facilitated by tools like hypoxico tents. His perspective on the ascent highlights the dual priorities of safety and summit success, favoring the north side of Everest for its relative safety from avalanches and rockfall. With a focus on returning alive and reaching at least 8,000 meters, Pivnik's journey is a testament to the lessons learned from past expeditions, where physical readiness and the role of failure contribute to eventual success. Key Takeaways * Proper acclimatization to high altitudes is crucial for climbers to prevent oxygen deprivation. * Hypoxico tents are innovative tools that mimic high-altitude conditions to help climbers build red blood cells. * The south route through Nepal to climb Mount Everest is risky due to obstacles like the Kumbu Icefall and Hillary Step. * Monitoring pulse ox, fitness levels, and health indicators is crucial for safety and predicting summit success. * Planning and timing the summit attempt on Everest involves starting the ascent in the dark to avoid bad weather. * Physical preparation, including legwork, core strength, and endurance, is essential for climbing high mountains like Denali.
More from Steven Pivnik Steven Pivnik is a tenacious and dynamic entrepreneur, bestselling author, and in-demand keynote speaker whose journey from Eastern European immigrant to successful tech founder and endurance athlete has inspired countless others. As the former CEO and co-founder of Binary Tree, he scaled the IT company to over 200 employees across twelve countries, landing multimillion-dollar licensing deals with IBM and Microsoft before orchestrating a successful acquisition by Quest Software. Under his leadership, Binary Tree was named to the Inc. 500 and Inc. 5000 lists of fastest-growing companies for seven consecutive years—thanks in part to its thriving culture of low turnover and high client satisfaction. Away from the boardroom, Steven is equally relentless. He has competed in over a dozen full-distance IRONMAN® triathlons—including the prestigious World Championship in Kona—along with ultra-marathons and high-altitude mountaineering adventures, summiting peaks like Kilimanjaro and Aconcagua. His book Built to Finish weaves together lessons from endurance sports and entrepreneurship, revealing how grit, stamina, and vision fuel long-term success. Whether advising founders, motivating audiences, or tackling unfinished business on Denali, Steven brings an unmatched blend of energy, insight, and lived experience to every challenge he takes on. Website: https://stevenpivnik.com/book/ LinkedIn: https://www.linkedin.com/in/stevenpivnik/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How can CEOs prevent political strife and foster a cohesive work environment? Cameron Herold, widely known as the CEO Whisperer, highlights the critical importance of the COO role through his establishment of the COO Alliance, a global network empowering second-in-commands across numerous countries. Drawing from his experience in scaling companies like 1-800-GOT-JUNK, Cameron articulates how COOs are pivotal in steering organizational growth and operational excellence. He advocates for the strategic insight and decision-making autonomy that COOs must possess, emphasizing the need for clear distinctions between C-level roles and other managerial positions to ensure fair compensation and effective leadership. As an author and speaker, Herold stresses the COOs' essential role in transforming visionary ideas into sustainable success, a perspective that underscores the value of strategic leadership in navigating the complexities of organizational growth. Key Takeaways * The COO role requires strategic insight, P&L responsibility, and the ability to manage functional areas of the business. * Distinguishing between the COO and other operational roles like VP of Operations is crucial to emphasize participation in the strategic process. * Core values play a critical role in shaping organizational culture, and CEOs need to embody these values to create a cohesive work environment. * Investing in leadership development and continuous training for managers is essential for sustainable growth of organizations. * Addressing underperforming employees is crucial to maintaining a strong organizational culture and encouraging accountability among team members. * CEOs need to be aware of natural transitions a company goes through to effectively scale up employees and maintain growth.
More from Cameron Herold Cameron Herold is a lifelong entrepreneur who was raised to think differently. Growing up in a small town in Northern Canada, Cameron struggled in traditional school due to severe ADD, but his father—an entrepreneur himself—recognized his potential and taught him to reject the idea of a job in favor of building businesses that create opportunity for others. By 18, Cameron had launched 14 small ventures, and by 20, he was running a house-painting franchise with a dozen employees. His twenties and early thirties were spent scaling companies and coaching more than 120 entrepreneurs, including Kimbal Musk, Elon Musk’s brother. But his breakout role came when he joined 1-800-GOT-JUNK? as COO, where over six years, he helped grow the company from $2 million to $106 million in revenue, expanding it to four countries and 330 cities—all while cultivating a world-class culture. Today, Cameron is the founder of the COO Alliance, the first-ever peer network dedicated to second-in-command leaders. Inspired by his own experiences in the trenches of hypergrowth and his belief that every visionary CEO needs a powerful operational partner, Cameron created the Alliance to equip COOs with the tools, community, and mentorship they often lack. Known for his hands-on leadership, sharp operational mind, and deep passion for entrepreneurship, Cameron continues to help companies scale and thrive—just as his father once helped him do. Website: https://cameronherold.com/ LinkedIn: https://www.linkedin.com/in/cameronherold/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
Why is speed a crucial competitive advantage in business? Jay Baer, a seventh-generation entrepreneur, has carved out a niche as a leading figure in the tequila industry, becoming the second most popular tequila influencer and educator globally. With a wealth of experience consulting for over 700 brands like Nike and IBM, Baer leverages his marketing prowess and understanding of customer experience to shine a spotlight on the intricacies of the tequila market. He observes the dynamic landscape of the tequila industry characterized by intense competition among 2,000 brands, emphasizing the need for differentiation and effective marketing strategies in a market with only 500 true competitors. Baer highlights the unique production elements of tequila, such as its geographical limitations in Mexico and the critical role that factors like agave growth play in product quality, making it a fascinating realm for business innovation and strategic differentiation. Key Takeaways * Speed is a significant competitive advantage in business and customer experience by allowing companies to deliver value more efficiently. * Eliminating internal handoffs and processes that slow down operations can give a competitive edge. * AI is impacting customer expectations, and businesses need to adapt to meet changing demands. * Businesses need to focus on strategic growth and innovation to stay ahead of competitors and meet customer needs. * Value-added time in business operations must be maximized by minimizing non-value-added activities for increased efficiency and profitability. * Tequila industry faces challenges in marketing and differentiation due to the competitive nature of the market with numerous key players and brands.
More from Jay Baer Jay Baer is a business growth expert, bestselling author, and globally recognized keynote speaker with a career that spans politics, digital strategy, and brand advisory. He began as a direct mail specialist for a U.S. Senator, later serving as a government spokesperson and marketing professional before diving into the early days of the Internet—back when domain names were still free. Capitalizing on that digital frontier, Jay founded and sold multiple marketing and customer experience companies, including the acclaimed advisory firm Convince & Convert. His first book tour in the early 2000s launched a highly successful career as a speaker and event host, known for delivering deeply customized presentations packed with actionable insights. Clients and audiences value his practical frameworks and constantly evolving content designed to drive real business results. In addition to authoring several influential books, Jay founded the widely read Convince & Convert blog and co-created the award-winning Social Pros podcast, which he co-hosted for over 500 episodes. His latest venture, The Spirit Guides podcast, dives into the origin stories of the world’s leading spirits influencers. A passionate tequila aficionado, Jay has turned his interest into a fast-growing education and review platform in the spirits world. He remains an active investor and advisor to dozens of small businesses while continuing to counsel major brands. Based in Bloomington, Indiana, Jay lives with his wife and travels worldwide to share his expertise from a launchpad in nearby Indianapolis. Website: https://www.jaybaer.com/ LinkedIn: https://www.linkedin.com/in/jaybaer/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How do purposeful questions facilitate personal growth and transformation? Phil M. Jones is a renowned expert in effective communication, celebrated for his best-selling book "Exactly What to Say," which empowers individuals to select the perfect words for any situation, whether in business or personal contexts. With a focus on preparing for known conversational moments and using curiosity as a catalyst, Jones's work has become an essential guide for millions seeking to enhance their conversational skills. He emphasizes the importance of intentionality and anticipation in critical conversations, advocating for thoughtful questioning over "lazy questions" to foster growth and transformation. Through his extensive experience and insights, Jones continues to influence thousands worldwide, encouraging the creation of meaningful exchanges and safe spaces for exploration and diverse viewpoints. Key Takeaways * Preparing for known moments and using curiosity as the fuel to great conversation is crucial for impactful interactions. * Challenging oneself to refrain from giving advice in conversations can lead to more meaningful and insightful communication. * Creating frames in conversations helps establish rules of engagement and encourages innovation and change. * Asking purposeful questions and actively listening can foster relationships, facilitate growth, and drive transformation. * Avoiding lazy questions and being intentional with inquiries can create a more effective and productive communication environment. * Identifying critical conversational moments, like the first 15 seconds of returning home from a trip, is key to enhancing success in both personal and business interactions.
More from Phil M. Jones Phil M. Jones has dedicated his life to transforming the way people understand selling, decision-making, and influence. With a mission to help individuals unlock untapped potential, Phil empowers audiences by teaching the precise words and strategies that drive results while preserving integrity. His international best-seller, Exactly What to Say, has become a go-to guide for mastering persuasive communication, equipping people with the confidence and tools to make their conversations count. With over 2,500 presentations delivered across more than 800 industries in 59 countries, Phil brings unparalleled real-world experience and a reputation as a thought leader whose insights are sought by global brands and leaders alike. A born entrepreneur, Phil launched his first business at just 14, quickly scaling it into a thriving venture before leading high-performing sales teams and driving multimillion-dollar growth in industries from real estate to sports sponsorships. Since founding his consulting business in 2008, Phil has helped leaders across sectors—healthcare, finance, SaaS, and beyond—improve critical conversations and achieve lasting impact. Known for his no-nonsense, practical approach, Phil’s passion is clear: helping great people get better and proving that with the right words, anyone can change their world. Website: https://philmjones.com/ LinkedIn: https://www.linkedin.com/in/philmjones/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
Why is collaborating with local and state governments important for businesses in rural areas? Chuck Ruggiero, a seasoned professional in the outsourcing industry with a background in programming, has been a pivotal figure in bringing jobs back to the United States through rural outsourcing. He believes in harnessing the potential of local talent while maintaining high global standards, a vision he continues to pursue as CEO of Optomi Professional Services. Ruggiero advocates for the value of rural outsourcing in the US, emphasizing its role in cultivating an efficient IT workforce by training local communities, veterans, and professionals to fill the talent gaps often overlooked. His approach, which includes strategic partnerships with local governments and a focus on nearshore services, demonstrates a sustainable model that enhances operational efficiency, reduces costs, and revitalizes rural areas by providing comprehensive consulting solutions. Key Takeaways: * Outsourcing involves finding talent that may not be available in-house or seeking lower-cost talent * Investing in rural talent by training them to progress from tier 1 to tier 4 support roles has been a successful strategy. * Recruiting veterans from nearby military bases to transition into technical support roles is a key strategy * Understanding key performance indicators (KPIs) is crucial for providing tailored solutions to clients * The company offers various services including staff augmentation, professional services, and managed services * Starting a class A business in rural America can be challenging but offers job opportunities * Collaboration with local and state governments is crucial for the success and growth of businesses in rural America
More from Chuck Ruggiero Chuck Ruggiero is the CEO of Optomi Professional Services, a purpose-driven technology talent provider composed of Optomi and Provalus. With over two decades of executive leadership, Chuck is known for transforming operations and scaling companies into industry leaders. His tenure includes launching Provalus, guiding Optomi’s explosive growth, and driving U.S.-based outsourcing initiatives that rival offshore alternatives. A seasoned strategist and operator, Chuck has led exponential growth across four major firms—one of which went public—and brings blue-chip experience to every initiative he touches. He’s a master of business transformation, operational excellence, and market expansion, with deep expertise in M&A, succession planning, and executive coaching. Chuck’s leadership philosophy blends entrepreneurial spirit with operational rigor. From overseeing global delivery teams to advising C-suites and boards, he has consistently delivered measurable, sustainable results. With a sharp focus on financials and a passion for building world-class cultures, Chuck is as committed to the bottom line as he is to purpose-driven innovation. Outside the boardroom, he's a DIY enthusiast and self-described “closet coder.” A board member of The TGB Foundation and a longtime supporter of initiatives that uplift underserved communities, Chuck channels his success toward creating meaningful, lasting impact across America. Website: https://www.optomi.com/ LinkedIn: https://www.linkedin.com/in/charlesruggiero/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How can understanding the user journey lead to more authentic relationships and business growth? Josh Elledge, the founder of Up My Influence, is a pioneering advocate for building relationships through influence and integrity. With a background as a Navy journalist and as the creator of a successful seven-figure business, Josh underscores the importance of being a valuable resource and leading with generosity. He believes that by serving others and providing value without expecting immediate returns, businesses can build trust and naturally attract clients without aggressive marketing tactics. Through his Thoughtful Entrepreneur podcast and numerous interviews with business leaders, Josh promotes a mindset of generosity and noble intent, encouraging professionals to focus on relationship-building and authenticity to foster long-term success. Key Takeaways: * Building genuine relationships is key to attracting people to businesses and driving profitable relationships. * Honesty, integrity, and deep relationships are essential in today's skeptical environment to differentiate oneself from lazy marketers. * Adopting a Go-Giver mindset of generosity and serving others leads to valuable connections and collaboration. * Shifting focus from sales to relationship-building and adding value helps establish credibility and expertise in the field. * Selective engagement and pre-screening are crucial in attracting the right audience and fostering long-term partnerships. * Being empathetic and understanding individuals' user journey is vital in building trust and meaningful connections. * Mutual respect, gratitude, and admiration are evident in the positive and collaborative atmosphere of the interaction between Jim and Josh.
More from Josh Elledge Josh Elledge is a serial entrepreneur, media personality, and founder of UpMyInfluence (UMI), a purpose-driven agency dedicated to helping high-ticket B2B service providers grow through authority-building, generosity, and strategic media presence. Since launching UMI in 2014, Josh has made it his mission to empower coaches, consultants, and agency owners to scale their businesses without the burdens of traditional marketing costs and contracts. With a deep belief in the moral imperative to help entrepreneurs own their expertise and serve the world, Josh’s work has impacted thousands of leaders looking to amplify their visibility and influence. He is also the founder of SavingsAngel.com, where he earned a national reputation as a top consumer expert. Josh brings unmatched media savvy to the mic, with over 2,500 media appearances and more than 1,800 podcast episodes to his name. As the host of The Thoughtful Entrepreneur and The SavingsAngel Show, he knows what it takes to deliver value-packed content. His dynamic presence—shaped by his background as an improv comedian and syndicated TV and newspaper host—makes him a highly engaging guest who brings both charisma and tactical wisdom. Whether he's sharing high-ticket sales strategies or helping audiences understand how to build authentic authority, Josh shows up prepared, polished, and ready to make every interview your most downloaded episode yet. Website: https://upmyinfluence.com/ LinkedIn: https://www.linkedin.com/in/joshelledge/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
What is the significance of understanding the distinction between operating and strategic finance in hiring a CFO? Oana Labes, a seasoned CPA and MBA originally from Romania, has made significant strides in bridging the gap between controllers and CFOs through her innovative company focused on CFO brain technology. With her entrepreneurial spirit and extensive experience as a senior commercial lender in Ontario, Labes observed the frequent disconnect between company goals and financial reporting, prompting her to develop solutions that enable smooth transitions and informed decision-making. Labes emphasizes the distinction between a controller and a CFO, noting that while controllers focus on compliance and reporting, CFOs are tasked with interpretation, forecasting, and engaging with external stakeholders such as lenders and investors. She advises CEOs to carefully differentiate between operating finance, managed by controllers, and strategic finance, handled by CFOs, to ensure they hire the right individual who can truly drive the company's growth and success. Key Takeaways: * Financial intelligence is essential for CEOs and executives to make informed decisions and drive growth in businesses. * Aligning business strategy with financial strategy, especially in terms of capital planning and sourcing, is crucial to achieve long-term goals and maximize shareholder value creation. * The importance of communication and alignment between CEOs and CFOs in driving business decisions and financial strategies forward is crucial. * Misaligned objectives between CEOs and CFOs can lead to potential issues in decision-making. * Jim Schleckser emphasizes the importance of Economic Value Added (EVA) analysis in assessing wealth creation and aligning incentives with long-term value creation. * Understanding the different levels of financial expertise required when hiring a CFO is crucial.
More from Oana Labes Oana Labes is a CPA, financial strategist, and founder of Financiario, a groundbreaking platform that delivers CFO-level intelligence to mid-sized businesses through real-time forecasts, automated dashboards, and strategic planning tools. With over 15 years of experience managing hundreds of millions in commercial finance, Oana has helped scale companies from under $1 million to over $20 million in revenue. Her mission is to transform finance from a reactive function into a strategic growth engine—equipping both finance and non-finance professionals with the tools and insights to make confident, value-driven decisions. Through her consulting and work with Financiario, she enables businesses to overcome traditional financial limitations and unlock sustainable, data-powered growth. A global thought leader in strategic finance, Oana is also the creator of the CEO Financial Intelligence Program and The Finance Gem, a bi-weekly newsletter read by over 50,000 subscribers. Her content has reached over 130 million professionals worldwide, with more than 400,000 followers on LinkedIn. She has taught thousands through her best-selling masterclasses on cash flow and financial analysis, empowering leaders to improve performance, optimize capital, and dramatically increase enterprise value. As one of the most prominent finance educators and content creators today, Oana is redefining what it means to be financially intelligent in the modern business world. Website: https://oanalabes.com/ LinkedIn: https://www.linkedin.com/in/oanalabes/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How can tariffs affect employees and what support measures can be taken? On this special episode of The CEO Project podcast, host Jim Schleckser is joined by co-host Sharon McGuire for an in-depth conversation about the ripple effects of tariffs on business strategy and operations. With nearly half of CEOs expecting to raise prices in response to rising input costs, the discussion dives into how leaders are adapting to an unpredictable global trade environment. Topics include the importance of diversifying supply chains, rethinking pricing strategies, and the limits of absorbing costs as a short-term solution. The episode also explores how CEOs, boards, and investors can work together to stay resilient and responsive amid shifting international trade policies. Key Takeaways: * Tariffs can have a regressive impact on consumers by causing higher prices in importing countries, affecting individuals based on their financial situation. * CEOs are planning to increase pricing to cover higher input costs due to tariffs, impacting current business operations and requiring quick adaptation. * Rethinking supply chains by exploring alternative suppliers from countries with lower tariffs can reduce risks and maintain cost efficiency. * Price increases due to tariffs may lead to financial stress for employees, prompting potential compensation adjustments and alternative benefit strategies. * The removal of subsidies can profoundly impact industries like rice production in India or dairy in the United States, altering the landscape of various industries and global trade dynamics.
Continue the ConversationJoin Jim Schleckser for the CEO Roundtable on Thursday, April 17th at 2:00 PM EST. To request an invitation or express your interest in attending, please contact Sharon McGuire at sharonmcguire@theceoproject.com. If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
What is the difference between product solution fit and product market fit? David Hirschfeld is a seasoned software development expert with over three decades of experience, having held leadership roles at renowned companies like Computer Associates and Intel. He is known for his critical stance on traditional software development methodologies, which he argues often lead to prolonged development cycles and excessive costs. Advocating for his innovative "launch first method," Hirschfeld focuses on minimizing risk and accelerating success by integrating AI-driven workflow optimization, thereby reducing dependence on investor funding. His approach emphasizes creating realistic prototypes and fostering early customer interactions to validate business models, ensuring that startups can efficiently and accurately meet market demands. Key Takeaways: * Focus on product solution fit over product market fit is crucial for success in software development. * Early sales are important to validate the business model and confirm product-market fit. * Prototyping with high-fidelity prototypes helps in assessing customer interest and identifying issues early on. * Crafting product demos focused on solving immediate problems helps in achieving product-market fit. * Detailed metrics, Kanban methodology, and constant releases are essential for accuracy and efficiency in software development projects. * Tracking estimates and actuals, spending time in prototyping, and detailed scope management are key for project success. * Maintaining accuracy in estimates and reporting variances is crucial for successful project execution.
More from David Hirschfeld David Hirschfeld is the Founder and CEO of Tekyz Corp, a software development company dedicated to accelerating startups through expert product development, AI integration, and workflow automation. With nearly two decades of experience leading Tekyz, David created the Launch 1st methodology—an innovative approach that helps software founders achieve product-market fit fast while avoiding the most common and costly startup pitfalls. Under his leadership, Tekyz has become a go-to partner for software recovery projects, rescuing troubled initiatives and transforming them into scalable, successful ventures. David also shares his insights as the host of the Scaling Smarter podcast and serves as a trusted board member and advisor across various industries. Throughout his career, David has co-founded several ventures, including the groundbreaking social media startup Kloojj and Anzu LLC, a thriving offshore development hub he continues to lead in Pune, India. His broad expertise spans sectors such as real estate, healthcare, logistics, law enforcement, entertainment, and IoT—bringing a unique, cross-disciplinary perspective to every project. With a passion for solving complex problems and creating beautiful, user-centered systems, David remains deeply committed to helping visionary founders bring bold ideas to life—quickly, intelligently, and with lasting impact. Website: https://tekyz.com/ LinkedIn: https://www.linkedin.com/in/dhirschfeld/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
What is hand raiser marketing and how does it impact the path to purchase? Erik Huberman, the visionary founder of Hawk Media, is renowned for his innovative, data-driven marketing strategies that are customized to meet the unique needs of each business. With a track record of success working alongside industry leaders like Red Bull and Verizon, Erik emphasizes the importance of curiosity and deep analytical insights in developing effective marketing campaigns. His approach underscores the necessity of understanding not just the quantitative data, but also the reasons behind customer behavior, aligning well with the shift towards "hand raiser" marketing that focuses on building awareness and trust. Through his accessible presence on social media and Hawk Media’s offerings of free marketing audits, Huberman fosters long-term relationships with clients, prioritizing quality content and strategic decision-making to drive business growth. Key Takeaways: * Understanding customer behavior through psychology and curiosity is crucial for effective marketing strategies. * The shift in marketing strategies towards hand raiser marketing focuses on awareness, nurturing, and trust. * Transitioning from push marketing to hand raiser marketing shortens the path to purchase by nurturing relationships with prospects. * Content creation for B2B Marketing involves educating and guiding potential clients to establish trust. * Facebook and Instagram advertising are more effective for B2B businesses compared to LinkedIn. * Identifying events that drive demand for marketing strategies is crucial for the success of B2B and B2C businesses. * Quality content and targeted email marketing are crucial in today's digital landscape.
More from Erik Huberman Erik Huberman is a distinguished entrepreneur and the Founder and CEO of Hawke Media, widely recognized as the fastest-growing marketing consultancy in the United States. Launched with the conviction that businesses of all sizes deserve access to top-tier marketing expertise without the traditional overhead, Erik's vision has led to an innovative, flexible service model that adapts to the specific needs of each client, fostering growth and scalability. Before Hawke Media, Erik's entrepreneurial journey was marked by the successful creation, expansion, and sale of two e-commerce brands by the age of 26. His hands-on experience with the trials of business growth informs his approach, emphasizing efficiency and transparency in marketing. In addition to leading Hawke Media, Erik's influence extends through Hawke Ventures and Hawke.AI. Hawke Ventures, which he co-founded, invests in promising startups, enhancing the marketing landscape with advanced tools and analytics. Hawke.AI, his pioneering platform, leverages data from thousands of brands to optimize marketing strategies in real time, significantly improving decision-making and performance. Erik is also a bestselling author and a respected voice in the marketing sphere, with his insights featured in major publications and his speaking engagements drawing audiences worldwide. His accolades include Forbes 30 Under 30 and Entrepreneur of the Year by the International Business Awards, underscoring his impact and leadership in the field. Whether mentoring startups or steering his ventures, Erik remains committed to redefining marketing practices for the digital age. Website: https://hawkemedia.com/ LinkedIn: https://www.linkedin.com/in/erikhuberman/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How do core values influence decision-making processes for success? Dr. John DeMartini's journey is an inspiring narrative of resilience and personal transformation, marked by his triumph over early learning disabilities and a tumultuous youth as a street kid and surfer. Following a pivotal near-death experience at 17, he was motivated to conquer his academic struggles and pursue a path of lifelong learning and teaching. Driven by an unwavering commitment and the support of his family, Dr. DeMartini synthesized knowledge from over 30,000 books into the acclaimed Demartini Method, which he has shared with audiences in more than 100 countries. His unique perspective emphasizes the importance of understanding and aligning with one's intrinsic values, empowering individuals to achieve personal and professional success through thoughtful decision-making and a focus on core missions. Key Takeaways: * Overcoming challenges and turning dreams into reality through determination and hard work * Developing the Demartini Method and impacting lives globally * Evaluating productivity through tracking daily actions and hourly productivity * Achieving significant growth and success in business through effective delegation and strategic focus * Linking job duties to personal mission for motivation and productivity * Filtering reality based on core values and its influence on decision-making processes
More from Dr. John Demartini Dr. John Demartini is a world-renowned human behavior specialist, author, researcher, and global educator who has dedicated over four decades to developing and sharing comprehensive solutions for personal and professional empowerment. His extensive work spans a diverse range of fields, including corporate empowerment, financial strategies, personal growth, relationship enhancement, and social transformation. Through his carefully crafted educational programs, Dr. Demartini addresses the core human factors, employing a variety of powerful tools that have stood the test of time. His profound insights are based on his comprehensive study of over 30,000 books across all academic disciplines, distilling the collective wisdom into transformative presentations that he delivers in over 100 countries worldwide. Dr. Demartini’s impact extends beyond the personal, reaching into the corporate world where he has worked with entrepreneurs, CEOs, managers, and teams from various industries. His tailored presentations and workshops focus on critical areas such as leadership development, team building, productivity, conflict resolution, and more, aiming to foster an environment of excellence and growth. Dr. Demartini's commitment to advancing human potential is evident in his engaging keynotes and seminars, which have inspired audiences worldwide, including public and professional groups as large as 11,000 people. Sharing stages with notable figures like Sir Richard Branson and Deepak Chopra, his work resonates across cultural and linguistic barriers, making a lasting impact on individuals and organizations across the globe. Website: https://drdemartini.com/ LinkedIn: https://www.linkedin.com/in/drjohndemartini/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How can unique language and consistent messaging help brands stand out in a competitive market? Barry LaBov, founder of Labov Marketing Communications and Training, is a visionary leader in the realm of business differentiation. His accolades, including being a two-time Ernst and Young Entrepreneur of the Year and an Entrepreneur Hall of Fame inductee, reflect his mastery in crafting distinctive strategies that help businesses stand out in competitive markets. LaBov's perspective on differentiation is rooted in the belief that a unique value proposition, aligned with market and brand, is crucial for resonating with clients and achieving success. Through his comprehensive five-step process, as detailed in his book "The Power of Differentiation," he guides companies in discovering and celebrating their unique traits, emphasizing the importance of strategic storytelling and maintaining quality to avoid commoditization and secure long-term profitability. Key Takeaways: * Creating a unique value proposition is crucial for business differentiation. * Employees believing in their work can enhance performance and customer satisfaction. * Using unique language and consistent messaging helps brands stand out in a competitive market. * Brand experience should align with the brand's image and values to maintain loyalty. * Strategic differentiation is essential for success in competitive markets. * Focusing on sustainability can drive profitability and distinguish a brand. * Training employees to convey a distinct brand message can prevent commoditization and preserve brand integrity.
More from Barry LaBov Barry LaBov is the founder and CEO of LABOV Marketing Communications and Training, a renowned agency dedicated to brand differentiation and transformation. A two-time Ernst & Young Entrepreneur of the Year recipient and inductee into the Entrepreneur of the Year Hall of Fame, Barry has also been honored with the Better Business Bureau Torch Award for Ethics. Under his leadership, LABOV has earned numerous accolades, including six Indiana Growth 100 Awards, Small Business of the Year, and recognition as one of Indiana's Best Places to Work. The agency’s client work has garnered nearly 100 national and regional awards, reflecting Barry’s commitment to excellence and innovation. Beyond LABOV, Barry has diversified his entrepreneurial ventures with L2 Global Investments, co-managed with his daughter Laura Leamon, and Plow Digital, a full-service digital development and gaming firm. An accomplished author, Barry has written or co-authored over a dozen business books, including his forthcoming The Power of Differentiation, published by Indigo River and distributed through Simon & Schuster. In it, Barry offers actionable strategies to help leaders unlock their brands’ unique potential and overcome the pitfalls of a commodity mindset. Drawing from decades of experience, Barry’s expertise spans brand re-engineering, customer loyalty, employee engagement, and dealer/distributor network performance, with his insights featured on CNBC, Fox Business, and various podcasts. Outside the business world, Barry is a former musician whose Billboard-charting song was featured on American Bandstand. Today, he channels the lessons from his musical past—like collaboration and improvisation—into LABOV’s core values. Alongside his wife Carol, Barry also leads a charitable foundation that supports causes like Make-A-Wish, Big Brothers Big Sisters, and Habitat for Humanity, embodying a legacy of innovation, creativity, and philanthropy. Every day at LABOV is an opportunity for us to do the best work of our lives. Surrounded by inspiring clients and creative, fun-loving co-workers, the greatest reward is working together to help our clients, and our employees succeed. Website: https://www.labov.com/our-team/ LinkedIn: https://www.linkedin.com/in/barry-labov-6965241/ Amazon: https://a.co/d/fNXO2n7 If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How does integrating strategy development and implementation as a double loop learning process benefit organizations? Laura Barnard is a distinguished leader in project management, celebrated as a world PMO Influencer of the Year by the PMO Global Alliance. As the founder of PMO Strategies Project Management Office and the developer of the Impact Engine system, Laura has dedicated nearly three decades to advancing the field by empowering organizations to maximize their strategic goals' return on investment with speed and measurable impact. She emphasizes the importance of project management in driving transformational outcomes aligned with organizational goals, highlighting that every strategic initiative, product launch, and marketing campaign is essentially a project. Through her innovative strategies and concepts such as integrating strategy development and execution via a double loop learning process, Laura aims to help organizations achieve higher returns on investment and create a real execution engine within their operations. Key Takeaways: * Value-driven Project Management focuses on driving better business outcomes by aligning efforts with organizational goals and prioritizing strategic results over perfect outputs.
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Placing project management capability close to the C-suite can effectively drive strategic outcomes and ensure alignment with business goals.
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Integrating project management near the C-suite level helps in achieving strategic results and delivering strategy effectively within organizations.
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Positioning an organization's transformation team near the C-suite is crucial for successful outcomes, effective communication, and driving future strategies.
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Integration of strategy development and implementation as a double loop learning process fosters continuous learning and adaptation within organizations.
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Utilizing Critical Chain methodology can streamline processes, prevent delays, and increase the likelihood of project success by addressing critical factors upfront.
More from Laura Barnard Laura Barnard has dedicated nearly thirty years to forging a path where executive leaders can more rapidly and effectively deliver their organization’s strategic initiatives. As the Founder and Chief IMPACT Driver of PMO Strategies, Laura has been instrumental in helping businesses transform into high-performance engines. Her approach involves empowering organizations through training, coaching, and direct consulting to develop internal capabilities that ensure sustainable success and measurable outcomes. Her methodologies have been honed and shared widely, including in her best-selling book, "The IMPACT Engine," where she introduces the groundbreaking IMPACT Engine System that aligns organizational actions with their visions swiftly and with substantial business IMPACT. Beyond her role in PMO Strategies, Laura's influence extends to her position as Co-Founder and President of Project Management for Change, a nonprofit organization that elevates the project management profession while making a tangible difference globally. Her efforts were recognized when she was named the World PMO Influencer of the Year in 2021 by the PMO Global Alliance. Laura’s commitment to excellence is also evident through her popular PMO Strategies Podcast, where she shares insights and strategies to turn any PMO into a vital strategic asset. With a deep-rooted belief in the power of project management, Laura continues to drive change and foster environments where strategic goals are not just met but exceeded, making her a pivotal figure in the realm of organizational development and strategy execution. Website: https://pmostrategies.com/speaking/ LinkedIn: https://www.linkedin.com/in/laurabarnard/ Amazon: https://a.co/d/65MTVG4 If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
How should thought leadership content be tailored to stand out and solve real problems? Peter Winick, the founder and CEO of Thought Leadership Leverage, is a seasoned expert in guiding individuals and organizations to expand their influence through well-crafted thought leadership platforms. With over two decades of experience, Winick emphasizes the necessity of tailoring these platforms to various settings, whether it be personalized one-on-one interactions or broader broadcast environments, to effectively build brand distinction and avoid commoditization. He advocates for a strategic approach that focuses on leveraging thought leadership in sales and networking to achieve specific business outcomes, rather than relying on superficial metrics. By collaborating with notable figures like Keith Ferrazzi and guiding top CEOs and academics, Winick has consistently demonstrated that substantive and strategic thought leadership can significantly elevate visibility and impact in competitive markets. Key Takeaways: -Develop a strategic business model to leverage and scale ideas. -Differentiate between creating products based on expertise and using thought leadership to build a brand. -Address the audience's pain points and deliver value to stand out. -Connect thought leadership content to client pain points with high specificity. -Incorporate thought leadership in strategic one-on-one conversations for business results. -Thought leadership goes beyond appearances and requires valuable content and insights. -Personal branding is about institutionalizing content in the business world and achieving specific outcomes. More from Peter Winick Peter Winick is the founder and CEO of Thought Leadership Leverage, a company dedicated to helping thought leaders, authors, consultants, and speakers monetize and scale their content and products. With over 20 years of experience in the field, Peter has collaborated with a diverse clientele including New York Times bestselling business authors, Speakers' Hall of Fame members, and executives from both public and private companies. His expertise in strategy, marketing, and customer experience enables him to design growth-oriented thought leadership platforms that create lasting impact and value. A passionate entrepreneur and relationship builder, Peter leads business development initiatives that transform innovative ideas into practical solutions for business leaders and executives. Since founding Thought Leadership Leverage in 2008, he has established himself as an industry authority, hosting the Leveraging Thought Leadership podcast where he interviews leading experts and shares best practices with his audience. Prior to his current role, Peter served as Managing Director at Ferrazzi Greenlight and held leadership positions at Rogen International and Axxess Business Centers. He holds a BA in Economics from Hofstra University. Website: https://thoughtleadershipleverage.com/ LinkedIn: https://www.linkedin.com/in/peterwinick/ If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com You can also reach Jim by email: Jim@TheCEOProject.com LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook: @IncCEOproject
What is the significance of identifying synergies in Mergers & Acquisitions?
In this episode, Jim is joined by Sharon McGuire for an insightful discussion on corporate acquisitions. Drawing from their combined experience, they explore how successful mergers require a strategic and structured approach, treating them as integral processes rather than isolated events. The conversation delves into the meticulous aspects of strategy development, target identification, and diligent execution needed to foster growth and yield substantial returns. Their discussion, enriched by McGuire's background in major industry mergers at a leading oil company, emphasizes how CEOs must proactively seek acquisition opportunities that align with corporate goals while avoiding hasty decisions that could jeopardize leadership and company future.
Key Takeaways:
→Acquisition is a strategic approach to augment growth rate and yield high returns.
→ CEOs need to have a clear vision and strategic direction for their acquisitions.
→ About 80% of acquisitions fail to deliver the intended results due to unrealistic financial projections.
→ Identifying synergies that justify the merger is crucial for long-term value creation.
→ Bidding strategy in mergers involves initially bidding high to clear the room and negotiating a lower price later.
More from Sharon McGuire
Prior to joining The CEO Project as a Member Specialist, Sharon worked for a decade for Chevron Corporation. She held positions in lubricant sales, research, alternate energy, and shareholder services. Sharon interfaces with our members at The CEO Project to support their member experience.
LinkedIn: https://www.linkedin.com/in/sharon-mcguire-125bb595/
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
You can also reach Jim by email: Jim@TheCEOProject.com
LinkedIn: @theceoproject
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Why should companies focus on their uniqueness and meeting customer needs instead of competing directly with industry giants?
Philippe Bouissou, a renowned business strategist and founder of Blue Dots Partners, has dedicated his career to understanding the factors that drive business growth. With extensive experience in entrepreneurship, CEO roles, and venture capitalism, Bouissou has significantly shaped the business landscape through his consulting projects and investments. He believes that alignment is crucial for creating and sustaining business value, emphasizing that businesses must focus on growth to remain competitive, particularly by attracting top talent and meeting customer needs. Bouissou's approach, rooted in a strong analytical foundation, advocates for understanding customer pain points and uniquely positioning businesses in the market to create value and foster enduring success.
Key Takeaways:
→ Aligning a business with its target market is crucial for growth and value creation.
→ Understanding customer pain points and aligning them with business claims is essential for success.
→ Frictionless transactions enhance customer experience and drive brand preference.
→ Businesses should focus on being unique and meeting customer needs instead of competing directly with giants.
→ Setting proper expectations for customers is crucial for satisfaction and retention
More from Philippe Bouissou
Dr. Philippe Bouissou is a distinguished Silicon Valley veteran with over three decades of experience as a best-selling author, TEDx speaker, growth expert, venture capitalist, CEO, and entrepreneur. As the CEO of Blue Dots Partners, LLC, a Palo Alto-based management consulting firm, he employs a universal, data-driven, and prescriptive methodology to accelerate business growth. Dr. Bouissou's career began with the founding of G2i, Inc., a Unix software company that was successfully acquired. He then served as Senior Vice President at Matra Hachette Multimedia, Inc., overseeing business development for electronic publishing within the $12 billion high-tech and diversified media conglomerate.
At Apple, Dr. Bouissou founded and led the company's eCommerce business, scaling its revenue from zero to $350 million under Steve Jobs' leadership—a figure that surpassed $75 billion in 2023. Drawing inspiration from his tenure at Apple, he transitioned into venture capital, investing $43 million with double-digit cash-on-cash returns. Dr. Bouissou has served on 25 Boards of Directors, including three current positions, and has led over 210 management consulting projects. He is an alumnus of the prestigious École Normale Supérieure in Paris, holding a BS in Mathematics, an MS in Physics, and a Ph.D. in nonlinear physics with a focus on chaos theory.
Website: https://bluedotspartners.com/author/admin/
LinkedIn: https://www.linkedin.com/in/phbouissou/
Instagram: https://www.instagram.com/phbouissou/
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
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How do peer groups contribute to continuous improvement and shared experiences over time?
Leo Bottary is a distinguished authority on peer advisory groups, especially in the context of enhancing the experiences and performance of CEOs. He stresses the importance of selecting peer group members based on psychographic traits such as curiosity, arrogance, and a sense of humor, along with a diversity of industries and experiences, to promote comprehensive learning and growth. Bottary also underscores the need to cluster CEOs according to the size and complexity of their companies, as these factors often dictate the challenges they encounter. His approach highlights the creation of a robust cycle of learning and achievement within these groups, focusing on trust-building and addressing root causes to drive higher performance.
Key Takeaways:
→ Peer groups can reach new levels of success and personal growth by creating a supportive environment where members push each other to excel and hold themselves accountable.
→ Selection criteria for CEO peer groups include avoiding arrogance, emphasizing curiosity and integrity, and ensuring a good cultural fit.
→ Utilizing peer groups within organizations can enhance problem-solving, teamwork, trust, and learning opportunities for individuals and teams.
→ Peer groups serve as a powerful tool for personal and professional growth among CEOs by fostering a learning and achieving cycle based on diversity and experiences.
→ Creating effective peer groups within corporations, such as those for plant managers, is crucial to combat isolation, facilitate learning, and promote mutual support.
More from Leo Bottary
Leo Bottary is the founder and managing partner of Peernovation, LLC, where he leverages over a decade of research and experience to transform how organizations approach teamwork and leadership. As an award-winning author of three books, including "Peernovation: What Peer Advisory Groups Can Teach Us About Building High-Performing Teams," Bottary has delivered more than 600 programs across four continents, helping companies build stronger, more collaborative teams. His work is grounded in the belief that effective communication and peer learning are fundamental to organizational success, particularly in an era where ineffective communication costs US companies $1.2 trillion annually.
A respected thought leader in the field of group dynamics and strategic communication, Bottary brings a unique perspective shaped by his roles as an adjunct professor at Rutgers University, Opinion Columnist for CEOWORLD Magazine, and former C-Suite Radio host. His innovative approach combines the proven success of CEO peer advisory groups with practical workplace applications, helping organizations create intentional conversations that drive clarity and performance. Throughout his career, Bottary has worked with organizations of all sizes, from startups to Fortune 500 companies, earning recognition including the Vistage Speaker Top Performer Award for three consecutive years (2020-2022). His mission is encapsulated in the philosophy that "The Power of We Begins With You," emphasizing that building high-performing teams starts with individual commitment to collaborative excellence.
Website: https://leobottary.com/
LinkedIn: https://www.linkedin.com/in/leobottary/
Instagram: @leobottary
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
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Why should CEOs approach litigation as a strategic tool rather than a reactive burden?
In this episode of The CEO Project podcast, host Jim Schleckser sits down with Mo Lovett, founder of Mo Lovett Law and a Chambers-ranked Band 1 trial lawyer. Mo brings her extensive experience handling high-stakes litigation for global corporations. The conversation dives into practical insights for CEOs on navigating legal challenges, managing risk, and leveraging litigation as a business strategy. Mo also discusses her journey from large firms with thousands of lawyers to founding her own practice, emphasizing the importance of proactive legal planning, vigilance, and team alignment to mitigate threats and capitalize on opportunities. From counterclaims that turn the tables to lessons learned from mediation and arbitration, this episode offers indispensable advice for leaders looking to strengthen their legal toolkit.
Key Takeaways:
→ Proactive legal planning minimizes surprises and helps CEOs stay ahead of potential threats.
→ Litigation can serve as a strategic business tool when approached with the right mindset.
→ Communication training for teams at all levels reduces risks from emails and casual messaging.
→ Mediation offers an opportunity to resolve disputes while appearing ready for trial, enhancing negotiation leverage.
→ Knowing when to bring in external legal expertise, whether for strategy or trial preparation—is critical for managing costs and outcomes effectively.
More from Mo Levett
Mo Lovett is a distinguished first-chair trial lawyer with over 30 years of experience, having tried more than 50 jury cases with over $100 billion collectively at stake. She specializes in complex legal matters, including patent and trademark infringement, trade secret theft, entertainment litigation, and high-stakes commercial disputes. Her client roster includes some of the world's largest corporations, and her notable cases range from defending a Fortune 10 software company in a $43 billion trademark dispute to representing Lady A in their naming rights battle. She has also served as lead counsel in over 75 patent cases and represented major players in industries like banking, oil, and manufacturing.
Before founding Mo Lovett Law, she held senior roles at prestigious global firms, including King & Spalding and Greenberg Traurig, where she was the highest-ranking woman among 2,650 lawyers worldwide. Recognized by Chambers USA, The Best Lawyers in America, and Texas Super Lawyers, Mo has earned accolades such as being named a "Top 100 Lawyer in Texas" and a "Top Mentor" by Texas Lawyer magazine. Known for her strategic brilliance and dedication to diversity, she consistently fields inclusive teams to deliver exceptional results for her clients.
Website: https://molovettlaw.com/
LinkedIn: @maryolgalovett
Instagram: @maryolgalovett
Twitter/X: @molovett
Contact: mo@molovettlaw.com
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
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How do family businesses balance tradition, professionalism, and growth to thrive across generations?
In this episode of The CEO Project, host Jim Schleckser is joined by Sharon McGuire, Executive Membership and Marketing Manager at The CEO Project, for a candid discussion on the complexities of running a family business. Together, they examine critical challenges such as balancing family loyalty with professionalism, navigating succession planning, and retaining top talent. Using real-world examples, Jim and Sharon explore how family businesses can align their legacy with sustainable growth and success.
Key Takeaways: → Family businesses face a "professionalism curve," balancing emotional ties with objective decision-making. → Compensation should reflect roles and responsibilities, not familial ties, to maintain fairness and professionalism. → External experience can be invaluable for family members before joining the business. → Retaining top talent requires addressing ceilings in non-family employee growth opportunities. → The "Thanksgiving problem" highlights how family dynamics can interfere with sound business decisions, requiring careful navigation to balance legacy and growth.
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
You can also reach Jim by email: Jim@TheCEOProject.com
LinkedIn: @theceoproject
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How can effective talent management secure your organization's future success? In this episode of The CEO Project, host Jim Schleckser is joined by co-host Sharon McGuire, Executive Membership and Marketing Manager at The CEO Project, for an insightful discussion on effective talent management strategies. Together, they explore essential frameworks like the 9-box analysis to evaluate and develop team members, ensuring organizations have the right talent to thrive today and in the future. From identifying high performers to fostering career growth opportunities, Jim and Sharon share practical advice for CEOs and executive teams. They also dive into common leadership challenges, such as succession planning, retaining top talent, and addressing underperformance. Key Takeaways:
→ The 9-box grid helps assess team members based on performance and potential, guiding strategic talent decisions. → High performers thrive when given opportunities to grow, learn, and face new challenges. → Succession planning ensures leadership continuity by preparing team members for future roles. → Effective talent management includes addressing underperformance with fairness and respect. → Organizations must foster transparency and collaboration to align talent development with business goals. If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
You can also reach Jim by email: Jim@TheCEOProject.com
LinkedIn: @theceoproject
Instagram: @the_ceoproject
Twitter/X: @the_CEO_Project
Facebook: @IncCEOproject
Why is visual communication essential for leadership and driving business success? In this episode of The CEO Project, Jim Schleckser speaks with Olina Glindevi, the Visual Agile Coach and author of The Visual Agile Coach Playbook. Olina shares her unique approach to integrating visual communication techniques into Agile practices to foster better engagement, communication, and value delivery within teams. Drawing on her extensive experience in IT and Agile roles such as Scrum Master and Agile Coach, Olina showcases how visual tools can help leaders and teams streamline their processes, adapt Agile frameworks to their contexts, and align organizational goals effectively. She also provides insights into the cultural and practical applications of visual techniques, ensuring they remain accessible and impactful regardless of individual artistic skill.
Key Takeaways:
→ Visual communication clarifies and enhances Agile practices, making them more engaging and effective. → Using visuals helps leaders and teams identify the core of complex processes and align their strategies. → Practical tools like Miro and Procreate support hybrid and digital collaboration in Agile environments. → Simplifying communication through visuals fosters stronger alignment across diverse organizational cultures. → Conducting retrospectives is essential for continuous improvement and adapting Agile practices to specific needs.
More from Olina Glindevi
Olina Glindevi is a visual communicator, trainer, and project manager with extensive experience in leadership roles, including Agile Coach, Scrum Master, and Release Train Engineer (RTE). Driven by a passion for Agile methodologies and coaching leadership, Glindevi brings creativity, structure, and a focus on business value to every project.
With a proven ability to inspire and motivate, Glindevi excels at bringing people together to achieve common goals. Her coaching-led approach emphasizes communication, visualization, and transparency, creating an environment where teams thrive and deliver high-quality outcomes. She has successfully supported teams and organizations at all levels, fostering alignment, collaboration, and engagement.
Find her book Online: The Visual Agile Coach Playbook
Website: https://thevisualagilecoach.com/
LinkedIn: @thevisualagilecoach
Instagram: @the_visual_agile_coach
Contact: olinasmail@gmail.com
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
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Why is strategic HR leadership essential for driving the success and growth of your business?
In this episode of The CEO Project, Jim Schleckser speaks with Dethra U. Giles, founder and CEO of ExecuPrep, a premier talent and performance management consulting firm. Dethra shares insights from her extensive experience in conflict resolution and organizational development, advocating for intentional career mapping and coaching as essential tools for advancing from managerial to executive roles. Together, they discuss the evolving role of HR professionals, emphasizing the importance of adopting a business-oriented mindset to drive strategic decision-making and effective communication with top executives. Dethra offers practical advice on cultivating a culture of recognition, enabling leaders to delegate effectively, and aligning organizational goals to achieve sustainable growth.
Key Takeaways:
→ How intentional career mapping and coaching help individuals transition from managerial to executive roles
→ Why HR professionals adopting a business-oriented mindset enhances strategic decision-making
→ How delegating responsibilities and creating systems drive organizational growth and scalability
→ Why praising specific behaviors motivates teams and improves performance, productivity, and profits
→ Why aligning HR strategies with organizational goals is critical for driving business success
More from Dethra U. Giles
ExecuPrep's Chief CEO and founder, Dethra’s mission is to architect frameworks that elevate businesses through strategic HR leadership. Her expertise in conflict resolution and organizational development is bolstered by a Senior Professional in Human Resources (SPHR) certification, enabling her to forge robust, high-performing teams.
In her dual role as a transformative keynote speaker, she leverages years of experience to inspire change and drive company-wide growth. Harnessing adept problem-solving skills and a passion for training and development, she is committed to nurturing talent and optimizing employee engagement and retention.
Contact: dugiles@execuprep.com
Website: https://www.execuprep.com/
Listen To The: Happily Ever Employed Podcast
LinkedIn: @dethragiles
Instagram: @dethra_giles
Facebook: @DethraGilesCEO
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
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Are you stressed, anxious and burning out at work and ready to put a stop to it?
In this episode of The CEO Project, Jim Schleckser speaks with Michael D. Levitt, founder and Chief Burnout Officer of the Breakfast Leadership Network and host of the Breakfast Leadership Show podcast. Michael shares his personal experience with burnout and how he now helps, guides, and coaches others to overcome it in their own lives. Together, they explore strategies for overcoming burnout and recognizing its root causes. Michael offers practical advice for reducing worry and explains how organizations can create supportive workplace environments by communicating their core values effectively, helping to address and prevent burnout among employees.
Key Takeaways:
→ How recognizing what you can and can’t control helps reduce stress
→ Why unnecessary worrying leads to future burnout
→ How clear workplace expectations can minimize anxiety
→ Why understanding burnout prevention is crucial
→ How workplace well-being plays a key role in preventing burnout
More from Michael D. Levitt
Michael leads a multi-faceted media firm dedicated to tackling burnout and improving workplace culture. His expertise in these areas stems from his extensive background in HR leadership and executive coaching, which now informs the content produced by his company.
As a Certified NLP and CBT Therapist, Michael brings a unique perspective to the media content produced by his firm. His approach combines psychological insights with practical business strategies, offering valuable resources for individuals and organizations looking to prevent burnout and enhance workplace culture.
Contact: Michael@BreakfastLeadership.com
Website: https://www.breakfastleadership.com/
Listen To The: Breakfast Leadership Show
@Bfastledership on LinkedIn, Facebook, Instagram, Twitter/X
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
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Are you sacrificing your success and happiness by ignoring your core values in the decisions that matter most?
In this episode of The CEO Project, Jim Schleckser speaks with Dino Cattaneo, a veteran executive coach and branding expert with over 30 years of experience. Dino, the host of the Authentic Leadership for Everyday People Podcast, shares his journey from journalist to C-suite executive, offering deep insights into aligning personal values with professional decisions. Together, they explore the importance of cultivating open communication, debating ideas, and why emotional branding creates lasting relationships. Dino also highlights lessons he's learned from industry leaders on his own podcast, including memorable examples from companies like Nike and Snowbird, to illustrate how values drive branding and long-term success.
Key Takeaways:
→ How your core values guide your professional decisions.
→ Why branding is more than just a logo.
→ How saying no to the wrong opportunities benefits your business.
→ Why debating ideas is crucial for better outcomes.
→ How operationalizing company values impacts your organizational culture.
More from Dino Cattaneo
Dino Cattaneo has spent over 30 years partnering with business leaders across different industries in companies ranging in size from start-ups to Fortune 50 companies. After being a banker, strategic consultant, digital marketer and C-suite executive at a private equity backed company, Dino has started his own executive coaching and advisory practice.
Before embarking on his business journey, Dino was a journalist covering American business news for Italy’s largest news agency and wrote feature stories on successful small businesses for Italy’s largest entrepreneurship magazine.
Website: https://authenticleadershipforeverydaypeople.com/
Listen To The: Authentic Leadership for Everyday People Podcast
LinkedIn: @dinocattaneo
Instagram: @al4edp
Twitter/X: @dgcattaneo
If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com
Connect with Jim Schleckser
You can also reach Jim by email: Jim@TheCEOProject.com
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In this episode of The CEO Project Podcast, host Jim Schleckser and Sharon Maguire discuss the critical link between strategy development and execution, emphasizing the importance of treating them as an iterative, interconnected process. Using frameworks like Henry Mintzberg’s "Two Loops of Learning," they highlight how organizations must adapt strategies dynamically—refining tactical approaches while continuously reevaluating overarching goals to stay aligned with market changes and organizational needs. The hosts advocate for small, focused strategy teams composed of systems thinkers rather than relying on large, title-driven groups. This approach enables more effective problem-solving and holistic thinking, which are essential for creating and deploying successful strategies.
The discussion also underscores the importance of prioritizing a single competitive focus—whether cost leadership, customer intimacy, or innovation—while avoiding the trap of trying to excel in conflicting areas. Effective strategies balance leveraging internal strengths with understanding external market dynamics, ensuring that objectives are both actionable and measurable. Leaders are encouraged to focus on three core areas: financial growth, operational improvement, and strategic extension, such as entering new markets or launching new products. By fostering alignment through techniques like the Japanese "catch ball" method and engaging the organization in execution, businesses can ensure their strategies drive meaningful, sustainable outcomes.
In this engaging episode of The CEO Project Podcast, host Jim Schleckser introduces a compelling discussion on productivity with a special guest, Penny Zenker. Penny, a productivity expert, bestselling author, and former C-suite executive, shares valuable insights on overcoming perfectionism, procrastination, and distractions to achieve hyper-focus and productivity.
The episode emphasizes self-awareness, intentionality, and fostering a culture where teams feel empowered and accountable. CEOs can drive greater productivity, innovation, and overall success by optimizing their focus and leadership style.
In this episode of The CEO Project Podcast, host Jim Schleckser interviews Brent Yeagy, the CEO of Wabash, a publicly traded company specializing in transportation and distribution assets, including trailers and digital solutions. Wabash, founded in 1985, operates across manufacturing, service, and distribution locations, generating billions in revenue.
The discussion delves into how Wabash differentiates itself through customer-focused, innovative services, including their subscription-based "trailers as a service" product. This approach helps clients with agile capacity without capital ownership, enhancing flexibility and efficiency for logistics companies. They explore how Wabash’s offerings like agile trailer pools provide a competitive edge in a traditionally low-margin industry.
The CEO also discusses Wabash's joint ventures and lean operational strategies, which extend beyond manufacturing to encompass strategic and innovative business practices, enabling faster deployment and more adaptable processes. Additionally, Schleckser and the CEO discuss navigating the cyclical nature of the transportation industry, with Wabash’s lean balance sheet providing a foundation for resilience through economic downturns.
Welcome to The CEO Project Podcast, where Jim Schleckser, author of Great CEOs Are Lazy, discusses ways top CEOs can optimize their businesses. Jim announces the rebranding of the podcast from "The Lazy CEO" to "The CEO Project Podcast," aligning with the project's broader mission. Today’s guest, Bradley Hamner, a business growth coach, shares his journey from struggling in his first business to developing a scalable process architecture that allowed him to work "on" rather than "in" his business. Now, he coaches entrepreneurs to build systems that drive sustainable growth, especially focusing on small to mid-sized businesses.
Bradley highlights the challenges small businesses face with popular operating systems like EOS and 4DX, often needing custom approaches to suit smaller teams. His "SCALE" framework emphasizes sustainable revenue, profitability, time off, leverage through delegation, and efficient operations. Together, Jim and Bradley discuss the importance of community and peer support among CEOs to reduce ego barriers, foster vulnerability, and achieve personal and business growth. This episode underscores that scalable success requires structured processes and a supportive community for CEOs on their journey.
In this 100th episode of The Lazy CEO Podcast, host Jim Schleckser marks the milestone by announcing the show's upcoming name change to The CEO Project Podcast, reflecting its focus. Beginning with episode 101, listeners will find all content under the new name.
Jim’s guest is Jennifer Frye, the CEO of Appreciated Asset Business Solutions, which specializes in building robust sales pipelines for industry disruptors through a unique prospecting and appointment-setting service. Jennifer emphasizes that successful client acquisition hinges on a personalized, relationship-focused approach. She shares insights into how her firm distinguishes itself by using targeted psychographics and values alignment, going beyond typical demographic data to create meaningful client connections.
In this episode of The Lazy CEO Podcast, host Jim Schleckser, founder of The CEO Project, announces the upcoming name change of the podcast from The Lazy CEO Podcast to The CEO Project Podcast. The current episode is number 99, and the switch will happen after the 100th episode, although all past episodes will remain accessible.
The guest on this episode is Don Schmincke, a researcher with a background in MIT and Johns Hopkins. He shares insights from his research on the high failure rates of management theories, revealing that they often ignore primal human decision-making factors. Schmincke’s work spans across biological, physical, and business systems, blending disciplines to uncover ways to help companies grow faster than traditional methods. His research, which includes looking at human behavior and ancient training programs, has led to breakthroughs in management by focusing on altering human beliefs rather than just providing tactical tools.
In this episode of The Lazy CEO podcast, Jim Schleckser, host and founder of The CEO Project, introduces Ilias Simpson, the new President of Cart.com. Ilias talks about Cart.com's comprehensive supply chain solutions, emphasizing its omni-channel capabilities and how they manage everything from digital storefronts to order fulfillment. He explains the company’s end-to-end approach, handling fulfillment for big brands like PacSun and Toms. Cart.com’s ability to offer integrated marketing, order management, and warehouse services sets them apart in a highly competitive market.
In this episode of The Lazy CEO Podcast, Jim Schleckser, founder of The CEO Project, discusses the growing field of customer experience engineering alongside Sharon McGuire. The episode explores how companies can design processes that delight customers, turning their experiences into key marketing tools. The hosts emphasize that understanding customers, including segmenting them based on their unique needs, is critical for crafting a successful customer journey.
They touch on methods like surveys and qualitative focus groups to gain insights into customer desires, noting that exceptional experiences often come from delivering what customers didn’t explicitly request but would love. They highlight the importance of eliminating friction, such as through seamless technology or low-effort processes, like easy car rentals and fast online checkouts, drawing parallels between B2C experiences (like Amazon) and B2B environments.
In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews, Erwin Visser, a business development leader at Microsoft who has not only achieved success in tech but also in extreme sports, having summited Mount Everest. The conversation covers several key topics, starting with hiring top talent, focusing on exceptional personal achievements like mountain climbing. The guest shares insights on cloud migration trends and the role of AI in enhancing productivity and cybersecurity, discussing real-world examples of AI applications in sales, finance, and auditing.
In this episode of The Lazy CEO Podcast, host Jim Schleckser dives into the world of podcasting as a business tool, exploring how it can drive growth and success. Jim welcomes Seth Greene, an expert in the field and co-host of The SharkPreneur Podcast. Seth shares his unique approach, highlighting that podcasting isn't about getting millions of downloads or sponsorship revenue. Instead, it's about building relationships with guests and leveraging those connections for business success.
Seth explains that the key to podcasting for business growth lies in focusing on two types of guests: potential clients and joint-venture partners. By engaging these individuals in meaningful conversations, podcasts can convert them into clients or referral partners, creating long-term business opportunities. Seth emphasizes that the goal is to establish trust and build a rapport, making the podcast a tool for relationship-building rather than just content creation.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the importance of a relentless desire to learn, particularly for CEOs and leaders. Schleckser introduces his guest, Damon Lembi, a two-time bestselling author and learning platform host, who has helped over two million people enhance their skills. The conversation centers around the concept of learning as a key competitive advantage for companies and leaders.
Lembi shares his personal journey, from his early career in baseball to becoming a leading figure in the learning and development space. He emphasizes the need for individuals to be open to learning, adaptable, and self-aware, highlighting that success often stems from continuous self-improvement. The discussion explores practical ways to assess a person's willingness to learn during hiring, including asking candidates to share recent books they've read and how they’ve applied that knowledge.
In this episode of The Lazy CEO Podcast, host Jim Schleckser talks with Ronak Patel, CEO of Sunflower Labs, about integrating AI and machine learning (ML) into business processes to augment human efforts. Patel explains AI's potential, common use cases, and ethical considerations, especially around AI as an assistant rather than a full replacement for human roles. They discuss AI's current applications, such as automating customer service, HR functions, and financial processes, emphasizing that AI is most effective when used to enhance human productivity rather than replace it.
Patel highlights the growing trend of smaller, purpose-built AI models that are more cost-effective and targeted compared to massive, general-purpose models like ChatGPT. These models can be deployed even by smaller companies, democratizing access to advanced technology that was previously available only to large corporations with substantial budgets.
They also touch on the challenges, such as data requirements for training AI, the high costs of large language models, and the risk of AI hallucinations—where AI generates incorrect or fabricated information. Patel suggests solutions, including adjusting the "temperature" setting in AI models to reduce creativity and ensure more reliable outputs, showing that the future of AI lies in controlled, specific applications rather than generalized, all-encompassing solutions.
In this episode of The Lazy CEO Podcast, host Jim Schleckser, joined by co-host Sharon McGuire, dives into the world of private equity, a hot topic expected to gain even more traction in the coming years. The discussion starts with an overview of private equity firms, comparing them to private mutual funds that invest pooled capital into various assets, often with a lifespan of 8-10 years. These firms face pressure to deploy their cash quickly, especially after the large sums raised during COVID-19, as sitting on uninvested money can upset investors.
Jim explains how private equity firms make money through the "2 and 20" model: a 2% management fee on invested funds and 20% of the profits. They aim for 8-12 investments to diversify risk, and the size of the firm dictates which companies they will invest in, often favoring deals worth millions or more.
The podcast highlights the challenge for business owners looking to sell minority stakes; most private equity firms prefer majority ownership for control. Even when minority deals occur, they come with significant control provisions, giving private equity firms veto power over major decisions. Family offices, which manage wealth for high-net-worth families, are one of the few entities willing to do minority deals without demanding full control.
In this episode about Succession Planning for CEOs and Their Organization
· Talent Assessment and Development: The episode emphasizes the importance of using the ABC rating system and the 9-box exercise to regularly assess and develop talent within the organization, focusing on both current performance and promotability.
· Succession Planning Tools: Jim and Sharon discuss practical tools like depth charts to ensure a robust succession plan, highlighting the need to have a pipeline of talent at different levels of readiness within the company.
· Managing Long-Tenured Leaders: The hosts address the challenges of dealing with long-serving leaders who may be hindering the growth of younger talent, offering solutions such as assigning special projects or encouraging retirement to create opportunities for others.
In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Adam Coffey, a seasoned CEO, board member, best-selling author, and speaker with extensive experience in private equity, particularly in the context of exits and ownership. Coffey, who has led the acquisition of 58 companies and generated over $2.5 billion in exits, shares insights from his career, which includes building three national companies under nine different private equity sponsors.
The conversation delves into the workings of private equity from a CEO’s perspective, explaining how private equity firms operate, including their typical 10-year fund life, the 2% management fee, and the 20% profit share. Coffey explains the concept of arbitrage, where small companies are acquired at lower multiples and later sold as part of larger entities at higher multiples, generating significant returns.
In this episode of The Lazy CEO Podcast, host Jim Schleckser dives into the concept of business models and how they impact the success of a company. He compares a good business model to a low-gravity environment, making it easier for a business to thrive, while a bad business model is like heavy gravity, where progress is slow and challenging.
Jim emphasizes the importance of choosing the right business model, as it determines how a company competes, innovates, and serves its customers. He outlines three primary ways businesses can compete: through low-cost leadership, innovation, or customer intimacy.
Jim also discusses the significance of having a compelling offer that makes it nearly impossible for potential clients to say no, highlighting examples of companies that have successfully implemented such offers. Finally, he touches on market positioning strategies, explaining how businesses can defend their position, attack competitors, or find a niche market to dominate.
In this episode of The Lazy CEO Podcast, host Jim Schleckser, founder of the CEO Project, welcomes Kim Scott, author of "Radical Candor" and "Radical Respect." Kim shares her extensive experience as a CEO coach and faculty member at Apple University, along with her work with tech companies like Dropbox, Qualtrics, and Twitter.
The conversation begins with an exploration of "Radical Candor," a framework that combines caring personally with challenging directly. Kim explains the four quadrants of the framework and highlights the common pitfalls of obnoxious aggression and manipulative insincerity, as well as the more prevalent issue of ruinous empathy.
Kim recounts a personal story about a difficult employee situation, emphasizing the importance of direct and honest feedback to avoid harming both the individual and the team. The discussion touches on the impact of political behavior in the workplace and the detrimental effects of "brilliant jerks" on team performance.
In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Mike Melo, the CEO and co-founder of ITA International. Mike shares his journey from being a US Navy Surface Warfare Officer to founding ITA with his wife, Kathy, in 2005. ITA started with a single government contract and one employee, growing to over 300 employees across 20 states and six foreign countries. Mike discusses the challenges and triumphs of building ITA, including maintaining a strong company culture, handling the transition from small to large business, and executing successful acquisitions. He emphasizes the importance of communication, adaptability, and a commitment to company values. Mike also touches on future plans for ITA, including transitioning from owner-operators to a family-run board, and the potential challenges and strategies for exiting or scaling the business.
Jim Schleckser introduces Kirk Aubry, highlighting their long-standing friendship and Kirk's career trajectory from an ad agency to a Chief Strategy Officer at Textron and now CEO of Savage, a logistics company. Savage, founded 80 years ago by three brothers, has grown from a single truck to a global company with 4,200 team members and 225 locations. They handle the transportation of bulk products, such as petroleum coke and grain, which are critical to their customers' operations.
Kirk discusses the challenges of running a low-margin, capital-intensive business and how Savage has carved out a niche in handling difficult materials. The company owns and operates its own trucks, railcars, and equipment, which differentiates it from traditional logistics businesses. Savage has grown significantly, reaching $4.5 billion in revenue.
One key to Savage's success is their focus on leadership talent, especially at the local operation level. They created the "On Deck" program to train and prepare future managers, ensuring a consistent and scalable leadership pipeline. Kirk emphasizes the importance of a strong cultural foundation, rooted in the company's Vision and Legacy statements, distilled into three guiding principles: Do the right thing, find a better way, and make a difference.
In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Mark Cabrera, the CEO of Saddle Creek Logistics. Mark has been with Saddle Creek for over 20 years, starting as CFO and taking over as CEO a few years ago. He shares insights into managing a family business, the logistics industry's challenges, and the importance of innovation.
Mark explains Saddle Creek’s operations, which span 33 million square feet across the US, employing about 6,000 associates and operating a fleet of 500 trucks. The conversation highlights the dynamic nature of the logistics industry, including labor shortages and the need for innovation driven by escalating labor costs and demographic changes.
The discussion also delves into Saddle Creek's approach to employee development and succession planning, emphasizing the importance of internal promotions and training programs. Mark credits the company's strong culture to its founder's values and the intentional efforts to maintain these through storytelling and leadership behaviors.
In this episode of The Lazy CEO Podcast, the host welcomes Louise McEvoy, VP of US Channel Sales at Trend Micro, to discuss the growth of channel ecosystems and her experience as an Everest summiteer. McEvoy elaborates on Trend Micro’s mission to secure endpoints, data services, and cloud data for businesses of all sizes. Highlighting the relentless nature of cyber threats, she discusses the importance of AI in enhancing security measures and the significant processing power required to stay ahead of cybercriminals. She also addresses the complexities of ransomware and the dark web, shedding light on the extensive underground networks involved in cybercrime and the necessity for businesses to maintain vigilant and comprehensive security practices.
McEvoy also shares insights into Trend Micro's channel sales strategy, emphasizing the importance of partnering with specialized firms to extend their sales reach and expertise. She explains that while Trend Micro could employ a large direct sales team, leveraging channel partners allows the company to focus its resources on core activities such as threat intelligence and zero-day research. Furthermore, McEvoy advises both businesses and individuals to be cautious about sharing personal information, pushing back against unnecessary data collection, and ensuring robust cybersecurity measures are in place to protect sensitive data.
In this episode of The Lazy CEO Podcast, host Jim Schleckser delves into the prevalent issue executives, CEOs, and entrepreneurs face in generating sufficient revenue and establishing trust with clients. He is joined by Todd Duncan, a multiple-time New York Times bestselling author and renowned sales leader, who shares his expertise on these topics. Duncan emphasizes the paramount importance of trust in the sales process, highlighting that tension and suspicion can severely hinder successful business relationships. He advocates for a referral-based approach to business, which eliminates call reluctance and fosters excitement, allowing salespeople to focus on nurturing relationships rather than merely closing deals.
Duncan underscores the need for effective communication, advising sales professionals to talk less about themselves and their companies and more about addressing the client's needs. His research indicates that concise sales pitches can significantly boost conversion rates. Furthermore, he introduces the concept of emotional economics, where building an emotional connection with clients can lead to substantial increases in sales and gross margins. The principle of reciprocity, where providing value to clients encourages them to reciprocate with business, is also discussed.
In this episode of The Lazy CEO Podcast, host Jim Schleckser introduces Simone Severino, the founder and CEO of Strategy Sprints, to discuss revenue growth strategies. Jim highlights that revenue is a common constraint for many CEOs, with about 60% citing it as their primary challenge. Simone, joining from Austria, claims his techniques can double a company's revenue in 90 days.
Simone emphasizes the importance of addressing evergreen bottlenecks, particularly pricing power, to achieve significant revenue growth. He explains that by improving positioning and messaging, businesses can increase their pricing power by 25% without losing clients. Simone's approach is particularly suited for businesses involved in transformation, such as coaches, marketing agencies, and design firms, which offer high-ticket services.
Simone outlines his strategy, beginning with increasing pricing power by refining the value proposition and understanding the client's needs and outcomes. He suggests that for existing clients, companies can keep prices the same but deliver more value or seek referrals. For new clients, prices can be raised, focusing on building a strong sales pipeline.
Welcome to another episode of The Lazy CEO Podcast, hosted by Jim Schleckser, founder of the CEO Project. In this episode, Jim delves into one of his favorite topics: recurring revenue. He emphasizes that a high degree of recurring revenue is a hallmark of a great business, allowing for better sleep, planning, and overall business stability.
Jim defines recurring revenue as contractually obliged revenue over time, distinguishing it from repeat revenue, which lacks contractual commitment. Examples of recurring revenue include cable bills, phone bills, utility bills, and software subscriptions like Salesforce and HubSpot. These services often involve contracts that are hard to exit, ensuring continuous revenue. Recurring revenue provides predictable income, making budgeting and planning easier. Businesses with recurring revenue find it easier to grow as they can rely on a steady income stream and need less aggressive sales and marketing efforts compared to project-based businesses.
The concept of Customer Acquisition Cost (CAC) is crucial here; companies are willing to invest significantly in acquiring customers, knowing they will generate long-term revenue. Recurring revenue models attract investors due to their stability and predictability, unlike project-based models which require constant new sales. Businesses with high recurring revenue often achieve higher valuations, sometimes trading at multiples of revenue rather than profit.
In this episode of "The Lazy CEO Podcast," host Jim Schleckser discusses the integration of purpose into businesses. Jim shares his perspective that businesses shouldn't abandon their platforms once they've established success but should instead use them to make positive contributions. He references his midlife insights from the book "Halftime," which suggests a shift from success to significance in life's second half, a concept Jim feels could be initiated much earlier in a business lifecycle.
Jim introduces Jeff Maine – CEO of Pay Proudly, a payment processing company that not only focuses on providing clarity in transactions but also embeds charitable giving into its business model. Jeff shares his journey of integrating purpose into his business from the onset, influenced by personal experiences and a desire to give back to the community. He explains how his company asks clients about causes important to them and aligns their charitable efforts accordingly, which has become a significant aspect of their business identity.
In this episode of "The Lazy CEO Podcast," host Jim Schleckser delves into the critical topic of delegation within the context of executive leadership. He emphasizes the importance of mastering the basics to excel in any field, comparing it to essential skills in sports like soccer. Jim’s main focus is on how CEOs can effectively delegate tasks to manage their time efficiently and avoid overworking, aligning with the podcast's theme of promoting a 'lazy,' yet highly effective CEO lifestyle.
Jim introduces the concept of the "not do list," a strategic tool that helps prioritize tasks based on their economic impact on the business. He explains how this list is used to identify tasks that should not consume a CEO's time, advocating for the delegation of these lower-priority items. He outlines a method to handle such tasks by deferring them, deleting them from the list, or delegating them to others. This approach not only frees up the CEO's time but also empowers other team members.
He further discusses the "70% rule" for delegation, suggesting that if someone can do a task at least 70% as well as the CEO, it should be delegated. This rule aims to overcome the common hesitation among leaders to delegate due to high personal standards and self-reliance. By setting this threshold, CEOs can feel more comfortable passing responsibilities to others without feeling the need for tasks to be performed perfectly.
In this episode of "The Lazy CEO Podcast," host Jim Schleckser interviews Nancie Ruder, an accomplished marketing strategist with over 25 years of experience working with major brands like Georgetown University, Nike, and Samsung. Nancie shares insights on the complexities of marketing, explaining it as both an art and a science that requires deep understanding and strategic implementation.
Nancie discusses her background, including starting her career in a large ad agency, and her move to establish her own consultancy focused on internal brand development rather than external communications. She emphasizes the importance of internal clarity and authenticity in branding, highlighting that a brand must deliver on its promises and maintain logical consistency with its strategic vision.
In this episode of "The Lazy CEO Podcast," host Jim Schleckser explores the complex and often misunderstood world of strategic thinking and execution. He begins by highlighting the sobering statistic that over 50% of strategies fail due to poor execution or deployment. Schleckser emphasizes that strategic planning and execution should not be viewed as separate processes but as a unified one, drawing on insights from thinker Henry Mintzberg.
Schleckser argues for the effectiveness of small, strategic teams in organizational planning, suggesting that the ideal group size is around 5 to 9 people. He stresses the importance of including team members who are deeply connected to market conditions and internal capabilities rather than just those with high-ranking titles. He advocates for system thinkers who can understand complex interdependencies within the organization and the broader market.
In this episode of "The Lazy CEO Podcast," host Jim Schleckser speaks with Allison Shapira, a former opera singer who now specializes in improving communication styles, particularly public speaking. Though not the founder, she has been involved with the nonprofit Vital Voices Global Partnership. The podcast delves into the universal fear of public speaking, its evolutionary roots, and how public speaking is an opportunity for collaborative leadership.
Shapira emphasizes the importance of identifying one's purpose before speaking, whether it's in a meeting, a pitch, or a presentation. This sense of purpose will inform how leaders communicate with their team and other stakeholders. She advocates for consistent messaging that is authentic and inclusive, focusing on the outcome desired from the communication.
In this episode of The Lazy CEO Podcast, host Jim Schleckser introduces Eric McNulty, an expert on leadership in crisis situations. McNulty, who is the Associate Director of the National Preparedness Leadership Initiative at Harvard University, discusses the importance of understanding energy systems in the workplace and how decisions impact both employees and the broader environment. He emphasizes the power of empowering every level of an organization to create meaningful work experiences.
McNulty shares his personal connection to crisis leadership, which began unexpectedly due to a near-miss experience during the 9/11 attacks and continued with a career shift during the economic downturn of 2008. His work focuses on preparing leaders for high-stakes environments where quick, effective decision-making is crucial. He contrasts average operational leadership with crisis leadership, describing the latter as requiring a higher level of performance, akin to competing in the Olympics. According to McNulty, successful crisis leaders maintain calm, gain perspective quickly, and guide their teams effectively through emergencies.
The podcast episode features an interview with Bill Simmons, the founder of Thrive Business Operations, discussing fractional CXO roles. The host introduces the concept of fractional CXOs, such as CFOs, CMOs, and Chief Revenue Officers, which are hired for specific needs or to fill critical positions temporarily. Bill Simmons explains how his company provides operational support for businesses through fractional CXOs, helping them navigate challenges and improve operational excellence.
They discuss scenarios where businesses might consider hiring fractional executives, such as when a company's growth outpaces its operational capacity or when there's a need for strategic guidance and execution. Simmons emphasizes the value of fractional executives in bridging the gap between vision and execution and highlights the cost-effectiveness and expertise they bring compared to full-time hires.
The interview explores the role of fractional executives in driving strategic outcomes and the importance of clear deliverables and accountability in their engagements. Overall, the conversation offers insights into the benefits and considerations of leveraging fractional CXOs for business growth and operational efficiency.
In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Doug Conant, a seasoned leader with over 40 years of experience, including roles such as Former CEO of Campbell’s Soup, on the Power of People in Achieving Results. Conant shares insights on leadership and teamwork in large organizations. He emphasizes the importance of recognizing the power of the organization over individual contributions and discusses the pivotal role of community and engagement in achieving productivity and fulfillment.
Conant reflects on being fired from a job, highlighting the transformative experience it was for him and the realization of the significance of working with others. He discusses the challenge of leaders who struggle to accept help from their teams due to a belief in their own talent, stressing the importance of cultivating a team-centric mindset.
In this podcast episode, host Jim Schleckser speaks with guest, Sheila Heen, who is an expert in difficult conversations and feedback. Heen co-founded the Triad Consulting Group and has extensive experience in negotiation, including at Harvard Law School. She discusses her journey into this field and the importance of understanding emotions in communication.
Heen emphasizes the need to go beyond surface conversations and delve into the underlying thoughts and feelings in difficult interactions. She introduces three internal conversations: the "what happened" conversation, focused on narratives about past, present, and future events; the emotional conversation, addressing how individuals deal with their feelings; and the identity conversation, concerning what the situation reflects about one's self-image.
The discussion highlights the importance of shifting from blaming individuals to understanding contributions to problems within a system. Heen suggests focusing on learning from mistakes rather than assigning blame, fostering a culture where feedback is seen as an opportunity for growth. The episode underscores the significance of systems thinking in addressing organizational issues and promoting effective communication and accountability among team members.
This podcast features Jim Schleckser, host of The Lazy CEO Podcast, introducing Nicole Grinnel, founder of Mic'd Up Booking and Boseman Solutions, as a guest. Nicole shares her journey into podcasting, starting eight years ago, and discusses how podcasting can benefit various types of businesses. She explains Mic'd Up Booking's services, including assisting with hosting and guest appearances on podcasts, and highlights the importance of targeting the right audience for maximum impact. Nicole provides advice for podcast guests, emphasizing the importance of storytelling, authenticity, and preparation. She also discusses leveraging podcast appearances for networking, online presence, and content repurposing, making it a valuable tool for business owners. Finally, Nicole and Jim discuss the potential of podcasting as a marketing tool and the importance of promoting podcast appearances effectively.
In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Julian, an expert in recruiting and leadership development, to discuss the challenges and strategies for attracting top talent to organizations. Julian, a former head of recruiting at Bottle Rocket and a key leader at Reach Global, shares his insights based on over 15 years of experience in the field.
The conversation begins with discussing the ongoing "war for talent" and the evolving recruiting landscape in today's market. Julian emphasizes the importance of understanding and embracing an organization's Employment Value Proposition (EVP) as a key element in attracting top talent. He provides examples of successful EVPs, such as a private ride-hailing service that emphasizes immediate impact for software engineers.
In this episode of The Lazy CEO Podcast, host Jim Schleckser introduces Valerie Alexander, an expert on happiness and inclusion in the workplace. Valerie is known for her TED Talk on unconscious bias and her work as a screenwriter for Christmas movies on the Hallmark Channel. The conversation focuses on happiness in the workplace, with Valerie highlighting the importance of employee satisfaction for retention and recruitment. She emphasizes the need for employees to feel a sense of accomplishment, autonomy, and acknowledgment in their roles. The discussion also touches on the role of managers in creating positive work environments and the impact of happiness on turnover rates. Valerie shares anecdotes and insights to illustrate these points, emphasizing the significance of fostering a positive workplace culture.
In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Julian Harris, founder of Julian Harris Services and a former commercial lawyer. Julian shares insights from his experience working with various brands, including Manchester United and Twinings. While their initial plan was to discuss soccer, they delve into the Inside Out conceptual model, focusing on the importance of internal awareness in shaping external reality. Julian emphasizes the role of constant mental chatter in distorting perceptions and suggests cultivating awareness to discern truth from judgments. They explore philosophical perspectives on reality and discuss methods for quieting the mind to access inner wisdom and creativity, including showers as a tool for idea generation. They conclude by highlighting the importance of practice in developing self-awareness to navigate daily challenges effectively.
In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Steven Pivnik, former member of The CEO Project and founder of Binary Tree, a successful company he built over 26 years. Steven, also an elite endurance athlete, draws parallels between entrepreneurship and endurance sports, particularly Ironman competitions. He shares how he transitioned from consulting to developing migration products for email systems, which became a multimillion-dollar line of business. Steven emphasizes the importance of setting big goals and perseverance. Despite challenges, he achieved his goal of competing in the Ironman World Championship in Kona, Hawaii. Finally, Steven discusses the process of selling his company and highlights the years of hard work behind the scenes that led to its success.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the topic of liquidity events and business transitions with expert Laurie Barkman from the Business Transition Sherpa. Laurie shares her personal experience going through an M&A process as a CEO and highlights the challenges, emotions, and decision-making involved in such transitions.
Laurie emphasizes the importance of getting good advice during a business transition, considering it as potentially the largest financial transaction of one's life. She mentions her own involvement in numerous transactions and encourages entrepreneurs to seek guidance to navigate the complexities successfully.
The conversation delves into when entrepreneurs should start thinking about a transition. Laurie distinguishes between age and life stage, pointing out that age alone is not the sole factor. She stresses the need to consider external factors like health, family status, and partner issues, which can impact the value of the business and the transition process.
The Lazy CEO Podcast featured Jim Schleckser, the host and founder of the CEO Project, in a conversation with Peter Goldstein from Exchange Listing. They discussed the process of going public, specifically focusing on Initial Public Offerings (IPOs). Peter, with 35 years of entrepreneurial experience, highlighted the accessibility of IPOs for small and medium-sized companies, dispelling the myth that only unicorns can list on major exchanges.
They delved into the advantages of going public, such as increased access to venture capital, liquidity, and a broader investor base. Peter emphasized that IPOs are not exclusive to high-profile companies and provided insights into the changing dynamics of the investment community, with retail investors playing a significant role in public offerings.
Discussing the timeline for going public, Peter suggested a preparation period of 12 to 18 months, starting with a financial audit and the establishment of a well-regulated financial system. He emphasized the importance of having a strategic roadmap in place before embarking on the IPO journey.
In this episode of the Lazy CEO podcast, host Jim Schleckser interviews Bill Bell, a partner at the CEO Project and an expert in sales, sales processes, and measurement. They discuss the challenges CEOs face in generating enough sales and the complexities of solving this problem.
Bill shares his background, highlighting his experience as a vice president of sales for 15-20 years before moving into the CEO position. He emphasizes the importance of not giving up responsibility for sales, as growing the top line is crucial for overall business growth. Bill started his own consulting practice in 2019, focusing on business development and strategic growth.
The conversation delves into the changes in how companies approach sales. Bill notes a shift from making top sales performers into sales managers to recognizing sales as a scientific process, akin to engineering. He discusses the challenges of balancing the roles of individual contributors and sales managers, acknowledging that the skillsets required for each differ.
Bill outlines a four-step approach to sales: market positioning, sales process, sales personnel, and performance metrics. He emphasizes the need for a consistent sales process, including lead management, technical sales support, go-to-market strategy, and standardized tools. The discussion touches on the importance of hiring the right sales personnel, understanding their qualifications, partnerships, motivations, and cultural fit. Performance metrics are highlighted as a crucial aspect, ensuring measurement and clarity on expectations.
They explore the concept of the ideal customer profile, cautioning against the tendency to see everyone as a potential client. Bill advises narrowing down the ideal client profile, developing a compelling value proposition, analyzing competitors, and establishing a pricing strategy. The conversation also touches on the importance of dominating a market segment before expanding into adjacent markets.
Jim raises the question of applying the sales process to different types of sales, such as short-cycle transactions versus lengthy projects. Bill affirms that a process can be applied to both but may involve varying process steps. He shares insights into his experience in an industry with an 18-24 month sales cycle, emphasizing the importance of pipeline management and forecasting.
The conversation concludes with discussions on early decision-making in pursuing opportunities, avoiding "chasing rabbits," and the significance of assessing whether a pursuit aligns with the ideal client profile early in the process.
In this episode of "The Lazy CEO Podcast," host Jim Schleckser interviews a special guest, the CEO of Glow Tanning Center, who is known for his success in the tanning industry and his viral video that mentioned Schleckser. The CEO shares insights into his business philosophy and the influence he has built. Here's a summary of the key points discussed:
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Introduction to Glow Tanning Center:
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Glow Tanning Center is a National Sun Spa franchise with over 75 locations in 13 states.
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The CEO, who started as a bodybuilder, originally owned a supplement store before entering the tanning business.
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Origin of the Tanning Business:
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The decision to enter the tanning business came impulsively when the CEO recognized a market gap in Northwest Arkansas.
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The lack of competition and the high entry cost for new businesses made the tanning industry an attractive opportunity.
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Tanning Industry Dynamics:
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The tanning market has not decreased but has consolidated over the years.
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The CEO mentions that their strategy involves both building and acquiring locations, making them a major player in the industry.
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Competition and Market Consolidation:
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The CEO emphasizes the difficulty for new entrants due to the high upfront costs, leading to limited competition.
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Mention of major fitness franchises like Planet Fitness and Crunch Fitness entering the tanning space.
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Managing Complexity and Leadership:
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The CEO discusses his approach to managing a large number of locations, emphasizing the importance of delegation.
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He believes in creating layers of leadership and making every position replaceable, promoting a culture of continuous improvement.
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Social Media Presence:
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The CEO talks about his social media presence, acknowledging the power of social media for both positive and negative influences.
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He mentions not paying much attention to others' social media to avoid comparison and emphasizes the need to use social media strategically.
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Harnessing Social Media for Business:
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The CEO shares how his social media presence has positively impacted his business.
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Viral videos, including an interview that went viral, contributed to brand awareness and business success.
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Building Leadership Through Ownership:
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The CEO discusses his approach to building leadership within the company and mentions an ownership program for employees who prove themselves.
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The program allows successful employees to become store owners with shared profits.
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Final Thoughts on Social Media:
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The CEO reiterates the potential negativity of social media but emphasizes the need to harness it for positive purposes and to stay focused on personal goals.
Overall, the conversation touches on the CEO's journey in the tanning industry, his leadership philosophy, and the strategic use of social media for business success.
The Lazy CEO Podcast features host Jim Schleckser, founder of the CEO Project, discussing crucial topics for leaders, especially CEOs, in a challenging employment market. The focus is on attracting and retaining top talent, often referred to as A players, who can contribute significantly to a company's success.
In this episode, Jim interviews Matt Walsh, the CEO and founder of Blue Signal Search, a recruiting firm in Phoenix, Arizona. They delve into the current state of the employment market, addressing the misalignment of expectations among leaders and the challenges in finding skilled talent. Matt emphasizes the importance of understanding the labor market dynamics, such as the lower birth rate, decreased immigration, and the impending retirement of baby boomers, leading to a shortage of qualified workers.
The conversation explores strategies for attracting top talent, with an emphasis on showcasing a company's purpose and mission. Matt suggests that educating the workforce about the impact of their roles and emphasizing career growth can be key factors in attracting talent, especially in fields like skilled labor. Purposeful work, according to Matt, is a significant motivator for millennials, Gen X, and Gen Z.
Jim and Matt discuss the issue of retention and the changing dynamics of employee loyalty. Matt shares his perspective on non-compete agreements, advocating for a focus on building a strong company culture and providing an environment where employees feel valued. The conversation also touches on the trend of shorter job tenures and the importance of ongoing communication, feedback, and exit interviews to understand and address employee concerns.
Finally, they explore the role of employment contracts, especially at the executive level. Matt notes the variety in contract structures, ranging from flexible arrangements to international considerations. He highlights the importance of understanding what top talent truly wants and being prepared for counteroffers when dealing with A players.
Overall, the podcast provides insights into the complexities of talent acquisition and retention in a competitive job market, with a particular emphasis on aligning organizational goals with employee expectations.
In this episode of the Lazy CEO Podcast, host Jim Schleckser welcomes a guest from Freedom Travel Systems to discuss strategies for gaining access to lounges, first-class treatment, and VIP travel experiences without breaking the bank.
The conversation kicks off with a discussion on the challenges of modern travel, citing changes in airline cost structures, loyalty programs, and the impact of the COVID-19 pandemic. Eli emphasizes the need for travelers to adapt and find effective ways to enhance their travel experiences.
The discussion then shifts to airline loyalty programs and the considerations for pursuing status. Eli suggests that not everyone may benefit from loyalty status and highlights the importance of evaluating one's travel habits and preferences. He advises listeners to assess the specific benefits offered by different airlines and choose loyalty programs accordingly.
When it comes to achieving airline status, Eli recommends focusing on one airline if you meet certain criteria, such as flying 30 to 40 times a year with that specific carrier. He also emphasizes the significance of credit card spending in earning points and status.
The conversation further delves into the top-tier status levels of airlines, such as Global Services with United and Concierge Key with American. Eli explains the exclusive benefits and experiences that come with these elite statuses, including priority boarding, first-class upgrades, and personalized services.
Shifting to hotel status, Eli discusses the major hotel chains—Hilton, Hyatt, Marriott, and IHG. He suggests that Hyatt offers the best value for points, while Marriott has the largest global footprint. For quick and easy top-tier status, Eli recommends the Hilton Aspire card, which grants Diamond status with Hilton.
The episode concludes with a discussion of the benefits of hotel status, such as complimentary breakfast, room upgrades, and accelerated points accumulation. Eli shares personal experiences of receiving significant room upgrades, including a stay in a $30,000-per-night presidential suite.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the considerations and preparations entrepreneurs should undertake before selling their businesses. Schleckser emphasizes the importance of viewing the process as a trade of asset classes rather than a simple sale. He highlights key factors to address well in advance, including the quality of the executive team, the protection of key team members through contracts, and the necessity of making oneself less critical to daily operations. Additionally, Schleckser delves into the significance of having reviewed or audited financials and the need to present potential upside and opportunities for the buyer to maximize the business's value. The podcast discusses earn-outs and the implications of hanging around after the sale. Overall, the episode provides valuable insights for entrepreneurs contemplating the sale of their companies.
In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Cheryl Lynn Mobley, founder of reCalibrate. Cheryl shares her unique journey that led to the creation of her book, which blends her experiences on a safari with valuable leadership lessons.
The conversation revolves around the challenges organizations face today. Cheryl highlights the issue of organizations heading in the wrong direction at a high velocity, often driven by the desire to please everyone. She observes that leaders can feel held hostage by various stakeholders, leading to exhaustion and a lack of clarity in organizational goals.
To address this problem, Cheryl emphasizes the need for leaders to make a courageous decision to change the status quo. They should redefine their organization's purpose and be clear about what they exist to do. This clarity will help save time and energy by guiding decision-making. Cheryl also advises leaders to have frank conversations with their teams and commit to sticking with the chosen path, even in the face of resistance.
Ultimately, the podcast discusses the importance of leaders being willing to make tough choices and stay focused on their organization's purpose, even if it means some individuals may opt-out. Cheryl's insights provide valuable guidance for leaders navigating the complexities of today's business landscape.
In this episode of "The Lazy CEO Podcast," host Jim Schleckser welcomes Ryan Dahnert, the CEO of Plymold, a manufacturer of furniture and fixtures for commercial service. Ryan discusses the journey of his company and the challenges he faced as a first-time CEO. Here are the key points discussed in the podcast:
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Plymold's Business: Plymold manufactures furniture and fixtures primarily for commercial service, focusing on fast-food restaurant chains, travel stops, and more. The company has been in business for 75 years and has been employee-owned since 1992.
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Reorganization Process: Ryan describes the reorganization process he initiated after becoming CEO in 2019. At the time, the company had five different business divisions with varying customer bases and product offerings. They decided to focus on what they were truly great at, which was metal frame furniture fixtures combining steel, wood components, upholstery, and laminate materials.
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Challenges During COVID-19: The podcast discusses how Plymold navigated the challenges brought about by the COVID-19 pandemic. Initially, their primary clients in the quick-service restaurant industry were severely impacted. However, they adapted by focusing on remodeling and adapting to changing market conditions.
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Lease Negotiations: Ryan shares a successful negotiation experience regarding a lease for a facility they no longer needed, highlighting the importance of assessing the unique situation and being assertive in negotiations.
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CEO Project Support: Ryan credits his involvement in the CEO Project, a peer group for CEOs, as a valuable source of support and guidance during challenging times. The group provided insights and helped him make critical decisions for the company's future.
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Dealing with Tragedy: The episode also touches on the personal tragedy of losing a key team member, which was a difficult experience for Ryan and the company. They discuss how Plymold worked through the grieving process and supported their team during this challenging time.
The podcast highlights the importance of focus, adaptability, and seeking support from peers and mentors in navigating the complexities of running a business and facing unexpected challenges.
In this episode of "The Lazy CEO Podcast" hosted by Jim Schleckser, CEO of the CEO Project, the focus is on the sensitive and vital topic of executive compensation and contracts. Jim discusses the intricacies of compensating CEOs and executive teams, touching on critical components such as base salary, bonuses, and long-term compensation. He emphasizes the importance of aligning compensation with market rates and strategic goals. The podcast also explores the concept of felt fair compensation and the need to ensure executives feel rewarded for their work. Additionally, Jim discusses the role of bonuses in aligning management and ownership interests, highlighting the significance of transparent and calculable bonus structures. He also touches on the use of discretionary bonuses for exceptional performance. Finally, Jim emphasizes the distinction between long-term compensation and equity, cautioning founder-owners about the complexities and considerations of equity distribution within a company. The episode provides valuable insights into executive compensation and contracts for CEOs and their teams.
In this episode of The Lazy CEO Podcast, host Jim Schleckser, CEO of the CEO project, welcomes Richard Routh, an expert in the field of AI from Tri 7 Services. They discuss the impact of AI on business, regulations, technology, jobs, and more. Richard begins by explaining the concept of AI, dating back to the 1950s, where the goal was to make machines intelligent like humans artificially. He highlights early AI successes, such as chess-playing programs and the development of speech recognition like Siri and Alexa.
Richard goes on to discuss how AI has become a part of our daily lives, from search engines like Google to self-driving cars. He also delves into the recent breakthrough in AI, which involves large language model solutions like GPT-3, where neural networks are trained on vast amounts of data to generate human-like text and responses. Richard emphasizes the enormous potential of generative AI, including advancements in healthcare, business analysis, political strategies, and military operations.
Jim and Richard explore why generative AI gains a competitive advantage, thanks to its ability to access and integrate vast amounts of data at a scale beyond human capability. However, they also acknowledge the need for caution, as AI systems can produce hallucinations, requiring human oversight and careful deployment to avoid unintended consequences. They conclude by mentioning the concerns of experts like Elon Musk and the potential risks associated with advanced AI systems like Skynet, as portrayed in popular culture.
In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Raven Solomon, an expert in the field of diversity, equity, and inclusion (DEI). Raven shares her journey into DEI, drawing from her experience managing diverse teams early in her career at PepsiCo. She highlights the importance of understanding generational differences and how leadership approaches can vary based on different age groups. Raven introduces the concept of "lead language," where each generation has a primary way they prefer to receive leadership.
Raven discusses how Gen Z is the most racially and ethnically diverse generation, emphasizing their desire for transparency, authenticity, and accountability in organizations. She explains the significance of developing a diversity, equity, and inclusion (DEI) strategy that encompasses the workforce, workplace, marketplace, supplier base, and community engagement. Raven emphasizes that DEI should be seen as a business imperative, not just a moral obligation and that educating leaders about its benefits is crucial.
The episode touches on the challenges of getting buy-in for DEI initiatives, with some leaders viewing them as threats. Raven suggests that education, awareness, and a shift in perspective can help leaders see DEI as an opportunity rather than a challenge. The conversation also explores whether DEI training should be mandatory in organizations.
Overall, the episode provides insights into the importance of DEI in today's workplace, how it can benefit businesses, and the strategies that organizations can adopt to attract, retain, and engage diverse talent effectively.
In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews JV Crum, the founder of Conscious Millionaire, who is known for bringing elements of Tony Robbins' mental state and mindset teachings into the business world. Crum discusses how he helps entrepreneurs and professionals elevate their performance and achieve a sense of abundance. He describes his own journey, including a phase of achieving financial success but feeling empty, which led him to seek a deeper purpose.
Crum introduces a model with seven levels of mindset and performance, starting with "Infinite Abundance," where most people operate from a scarcity mentality. He explains that his approach goes beyond conventional high performance and aims to help individuals tap into a higher level of consciousness to unlock their potential. He discusses the importance of shifting one's identity and embracing possibilities to achieve desired outcomes. Crum also touches on the concept of "flow" and the three distinctions of flow, offering listeners an opportunity to explore these ideas further.
Overall, the episode explores how individuals can transcend limiting beliefs and tap into their full potential to achieve success and make a positive impact on the world.
In this episode of the Lazy CEO Podcast, host Jim Schleckser welcomes guest Mitch Joel, a luminary in visionary thinking, digital marketing, and professional travel. They discuss Mitch's diverse portfolio of projects, including his startup, Thinkers One, which connects businesses with thought leaders for personalized thought leadership content. They explore the evolving landscape of remote work and its impact on company culture and productivity. Mitch emphasizes the importance of defining the context of work and suggests that certain tasks are better suited for in-person collaboration, while others can be done remotely.
They also delve into the role of social media in corporate marketing, with Mitch highlighting the shift towards a balance between brand storytelling and direct response marketing. He points out that while direct response marketing can yield immediate results, building a strong brand story is crucial for long-term success and differentiation in the market.
In this episode of The Lazy CEO Podcast, hosted by Jim Schleckser, the discussion revolves around the crucial yet often overlooked topic of corporate culture. Jim emphasizes the significance of company culture and its impact on various aspects of business, including mergers and acquisitions.
Jim begins by defining culture as "how we do what we do" and explains that it encompasses how organizations think about their work. He highlights that culture plays a vital role in attracting talent, making partnerships, and determining the success or failure of mergers.
He identifies several measurable factors that define a company's culture:
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Formality: The level of formality within the organization, encompassing dress code, hierarchy, vocabulary, and communication styles.
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Analytics: The extent to which data is used for decision-making, ranging from intuitive decision-making to data-driven approaches.
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Transparency: How open the organization is with sharing data, including financial information, with its employees.
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Team vs. Individual: Whether the company emphasizes teamwork or individual performance in its culture.
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Performance Tracking: The rigor with which the organization tracks and measures individual and team performance.
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Innovation and Curiosity: The organization's attitude toward seeking new solutions and continuous improvement.
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Frugality: The company's approach to spending and resource allocation, from being cost-conscious to more liberal in spending.
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Humor: The role of humor in the workplace, ranging from serious and formal to lighthearted and fun.
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Conformity: The degree to which employees are expected to conform to established norms and practices.
Jim concludes by emphasizing the importance of cultural alignment in mergers and acquisitions and how mismatches in these cultural factors can lead to the failure of such endeavors. Understanding and measuring these cultural aspects is vital for business leaders to make informed decisions about partnerships, acquisitions, and organizational development.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the dynamics of running a business and the choice between being a "king" or being "rich" with his guest Julie. The central question is whether business owners prioritize holding onto control and maintaining their ego-driven leadership style (being a "king"), or if they focus on scaling the business and generating wealth (being "rich"). The conversation revolves around the challenges and decisions faced by founders as their businesses transition from lifestyle-oriented to growth-focused.
Julie highlights that this dilemma is particularly relevant for founder-led businesses at the crossroads of scaling successfully or reverting to a lifestyle-oriented model. The tension between ego-driven leadership and the desire for financial success often influences decisions that can impact the business's direction. The "king" aspect involves maintaining a leadership persona, often tied to personal identity, recognition, and control. The "rich" aspect relates to building wealth and implementing systems for sustainable growth.
The discussion also touches on the significance of a company's mission and values, and how these can reflect the owner's ego-driven tendencies or commitment to scaling for wealth. The podcast delves into the impact on hiring decisions, emphasizing how the types of salespeople and executives chosen can determine the success of the chosen path. The importance of hiring individuals who are motivated by scaling and wealth creation rather than personal recognition or hierarchy is highlighted.
Julie provides examples of business owners who have successfully transformed their businesses by shifting their focus from ego-driven leadership to growth-oriented strategies. The conversation concludes with a discussion about the traits of individuals who are well-suited for a growth-focused environment, including their willingness to bet on themselves, their ability to lead by doing, and their desire to take on higher-stakes risks for the sake of business growth. The idea that building wealth benefits everyone involved in the business journey is also emphasized.
In this episode of the Lazy CEO Podcast, host Jim Schleckser interviews Dave Mitchell, an expert in leadership and founder of Leadership Difference. The conversation revolves around leadership, understanding oneself, understanding others, and creating a positive organizational culture. Here's a summary of the key points discussed:
1. **Defining Leadership and Self-awareness:** Dave Mitchell emphasizes that leadership is contextual and situational. The ability to inspire diverse groups of people toward a shared goal is a defining characteristic of leadership. Self-awareness is crucial for leaders, but being aware of one's toxic behaviors without addressing them can still lead to ineffective leadership.
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Adaptability and Flexibility: Leaders must be adaptable to different contexts and situations, as a leadership approach that works well in one scenario might not be effective in another. Effective leaders adjust their behaviors to meet the needs of their team and situation without sacrificing core integrity.
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Understanding Others: Dave discusses the importance of understanding the attributes of different team members. He introduces his own assessment system that assigns individuals to different personality types inspired by iconic Hollywood movie characters. This system helps leaders better understand their team members and bridge differences.
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Organizational Culture: Dave's recent book "CULTURE - Performance, Peak Performance, and Place" focuses on understanding and engaging with organizational culture. He discusses the five key metrics for evaluating and shaping organizational culture: Horizontal Alignment, Vertical Alignment, Employee Experience, Customer Experience, and Leadership Ideology.
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Vertical Alignment: This involves ensuring that the organization's core ideology aligns with marketplace demands and success metrics. It ensures that the organization's values resonate with customers and employees.
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Horizontal Alignment: This focuses on creating consistency between an organization's core ideology and its practices, policies, and processes. It's about embedding the organization's values in all aspects of its operations.
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Employee Experience: A positive employee experience is crucial for delivering a great customer experience. Leaders need to create an environment where employees can thrive and contribute to the organization's success.
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Customer Experience: A strong employee experience leads to a better customer experience. Organizations need to focus on aligning their culture with their customer's needs.
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Leadership Ideology: Leaders need to bridge the gap between those at the top of the hierarchy and those on the front lines. Open channels of communication and feedback ensure that leadership decisions are grounded in real-world knowledge.
Overall, the podcast discussion emphasizes the importance of self-awareness, adaptability, understanding others, and intentionally shaping organizational culture for successful leadership and organizational performance.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses various topics related to leadership, growth, and challenges faced by CEOs. He is joined by his partners, Pam Singleton and Julie Walker, who are experts in advising CEOs and working with executive teams. They engage in a conversation about the obstacles CEOs commonly encounter and strategies to overcome them.
The conversation touches on several key points:
1. **CEO Succession Planning:** Pam emphasizes the importance of CEO succession planning. Many CEOs fail to consider who would replace them in the event of unforeseen circumstances. The emotional attachment to the company and the fear of relinquishing power often hinder the planning process. However, grooming potential successors and having a strong bench strength is vital for long-term stability.
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Middle Management Development: Julie discusses the significance of building strong middle management. This layer of leadership often gets overlooked, but it plays a crucial role in the organization. Investing in middle management development, coaching, and giving them opportunities to grow helps ensure a strong foundation for organizational success.
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Navigating External Disruptors: The discussion also focuses on how CEOs need to adapt to external disruptions, especially those related to technology. Embracing technologies like AI can lead to enhanced productivity and efficiency. The conversation emphasizes the importance of CEOs leading this transition and fostering a culture of innovation.
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Accountability and Hiring Decisions: The partners emphasize the challenges of holding executives accountable and making wise hiring decisions. They discuss how to identify individuals who are both skilled and culturally aligned with the company. They also highlight the pitfalls of hiring based solely on impressive resumes and titles, emphasizing the need to assess practical skills and alignment with the company's culture.
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Hiring Process and Mistakes: The conversation delves into the hiring process and common mistakes made by CEOs. The partners suggest that CEOs need to understand the difference between skill and will—both technical competence and a genuine desire to perform the job effectively. The importance of an outcomes-based job description and the distinction between sales and marketing roles are also explored.
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Handling Difficult Decisions: Addressing difficult decisions, such as terminating an underperforming executive, is another topic discussed. CEOs are encouraged to address these issues promptly rather than letting them fester. Learning from these experiences is crucial for growth and future decision-making.
Throughout the podcast, the hosts provide insights and practical advice for CEOs seeking to overcome challenges, build strong leadership teams, and foster sustainable growth within their organizations.
On an episode of "The Lazy CEO Podcast," host Jim Schleckser welcomes April Rinne, author of the book "Flux: 8 Superpowers for Thriving in Constant Change." Rinne is introduced as a globalist and futurist with a diverse background. She discusses her book and its focus on embracing and thriving in a world of continuous and unpredictable change.
Rinne explains that change has always been present, but in the modern era, technology has increased our awareness of change, leading to heightened anxiety. She emphasizes the importance of developing a "Fluxx mindset," which views all change, even challenging change, as an opportunity for growth. Rinne contrasts this with a fixed mindset that resists change.
The discussion turns to the role of culture in shaping attitudes toward change. Rinne points out that cultures differ in their approaches to change, whether individualistic or collectivist. She also discusses how trust is crucial in dealing with change and cites examples from her research on different cultural perspectives on trust.
The conversation shifts to how leaders can foster a culture that embraces change. Rinne stresses the need for leaders to start with themselves, being open to change, and modeling the desired behavior. She introduces the concept of "cognitive trust" (reliability) and "emotional trust" (caring for one another), highlighting the importance of building both types of trust within an organization.
The podcast hosts explore the idea of vulnerability as a key element in building trust and creating a safe space for dealing with change. Rinne emphasizes that leaders must be willing to admit mistakes and vulnerabilities, which can increase trust and foster a culture of open communication.
The episode concludes with a discussion of the leadership qualities needed in a rapidly changing world. Rinne highlights the importance of comfort with ambiguity and a tolerance for uncertainty, stressing that acknowledging one's limitations and not having all the answers is an essential aspect of effective leadership in a world of constant change.
In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Joey Coleman, Chief Experience Composer of Design Symphony, as his guest. Joey is a renowned speaker and influencer in the areas of customer and employee experience. They discuss Joey's first book, "Never Lose a Customer Again," which emphasizes the importance of paying attention to customers after they become clients. He explains that 20 to 70% of new customers may leave before their 100-day anniversary, highlighting the need for a strong customer experience.
Joey then introduces his latest book, focusing on employee experience. He believes that a great customer experience is only possible with a great employee experience, as employees are the ones delivering the service. The conversation delves into the challenges of employee disengagement, which Gallup's recent research reveals to be as high as 77%.
The key focus of the discussion is on the first 100 days of an employee's journey in an organization. Joey emphasizes the importance of creating a positive and engaging experience during this period to improve retention rates. He outlines an eight-phase employee journey framework, starting with the "Assess" phase, where prospective employees decide whether to join an organization and the organization determines the fit. The subsequent "Accept" phase involves extending the job offer in a way that makes candidates feel excited about their future with the company.
The conversation touches on the critical "Affirm" phase, addressing new hires' remorse and the doubts that can arise after accepting a job offer. Joey stresses the need for continuous communication and support during this stage to alleviate any uncertainty and make the employees feel valued. The remaining phases of the employee journey involve "Activate" (onboarding), "Adapt" (helping employees acclimate to the culture), "Accomplish" (setting employees up for success), "Advocate" (encouraging them to become advocates for the company), and finally, "Ambassador" (creating raving fan employees who spread positive word-of-mouth).
Joey highlights that employee experience should be an ongoing focus, with leaders continuously striving to improve and engage their workforce. They discuss the importance of aligning employee and customer experiences and how embracing the true nature of the modern workforce, which is often temporary or short-term, can lead to better hiring decisions and stronger employee commitment.
The episode concludes with insights into how emotions play a crucial role in interactions with customers, employees, and all relationships in general. They agree that prioritizing personal and emotional connection in all interactions is key to building successful and meaningful relationships.
In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Rob Volpe, author of the book "Tell Me More About That." The discussion centers around empathy, a crucial trait for great leaders. The podcast explores how empathy is often misunderstood and considered a soft skill that leaders might struggle with. However, Rob highlights that empathy is about connecting with another person's perspective or feelings as they experience them to foster better understanding and relationships.
The conversation revolves around the five elements of empathy that can help leaders develop this essential skill. The first element is dismantling judgment, which involves recognizing and overcoming biases and preconceived notions. Rob encourages self-awareness and practicing curiosity to understand where judgments originate. He suggests keeping a judgment journal to become more aware of biases and stereotypes.
The second element is asking good questions. Leaders should employ open-ended, exploratory questions to gain deeper insights into people's perspectives and feelings. Rob advises reframing questions using "who, what, where, when, and how" instead of "why," as "why" can put people on the defensive.
Next, the podcast explores the importance of active listening. Active listening involves giving someone undivided attention, understanding both the spoken and unspoken aspects of communication. Leaders should pay attention to body language and context to comprehend the complete message being conveyed.
The fourth element is integrating into understanding. Rob clarifies that empathy does not require sacrificing one's own perspective but rather making room for others' viewpoints. He shares an exercise called the ice cream exercise, where individuals find common ground by discussing their favorite ice cream flavors.
Lastly, Rob emphasizes the significance of empathy in leadership, enhancing employee loyalty, a sense of belonging, and fostering innovation. Leaders can incorporate empathy into their decision-making process as a valuable data point that strengthens their leadership skills.
Overall, the episode highlights the importance of empathy in leadership and provides practical steps for developing this essential skill. By dismantling judgment, asking good questions, engaging in active listening, integrating into understanding, and applying empathy effectively, leaders can create a more empathetic and effective work environment.
The Lazy CEO Podcast welcomes Jim Schleckser, the host and founder of the CEO Project, and his guest, John, who runs the CEO Global Network in Toronto. Both have been coaching CEOs for many years and decided to have a candid chat about their experiences. CEO Global Network, like the CEO Project, brings CEOs together in peer groups to learn from each other and help each other succeed.
During the conversation, they discuss the top challenges CEOs face. John highlights that the most common issue is related to people and talent. CEOs often regret hiring or promoting the wrong person, and they struggle with decisions on investing in capital and technology like AI.
The hosts also share the three questions they ask CEOs during the interview process to determine if they are a good fit for their respective networks. The questions revolve around identifying a past decision the CEO would change, the most critical upcoming decisions, and the number one thing the CEO needs to improve on as a leader.
They stress the importance of transparency and vulnerability in establishing a high-trust environment within their peer groups. Both agree that as leaders, they need to be willing to show vulnerability and lead by example. They also use certain techniques, like playing games such as "two truths and a lie" during initial meetings, to create a genuine connection and build trust among the members of the peer group.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the process of publishing a book and its potential benefits. He shares his own experience as an author of two bestsellers on Amazon and provides insights into the various publishing models available.
Jim emphasizes that publishing a book is a personal achievement and can serve as a calling card for businesses. It establishes credibility and can be used as a tool to attract clients or speaking engagements. While the financial gains from publishing a book are typically limited, the indirect benefits can be substantial.
He explains three different publishing models: traditional publishing, hybrid publishing, and self-publishing. Traditional publishing involves selling intellectual property to a publisher, while hybrid publishing requires authors to pay for publishing services. Self-publishing gives authors full control over their work and allows them to retain intellectual property rights.
Jim breaks down the steps involved in publishing a book, starting with writing the manuscript. He discusses the importance of finding a ghostwriter who can capture the author's voice and work closely with them. He advises hiring editors for bulk editing, fine editing, and proofreading to ensure the book's quality. Jim also highlights the significance of cover design and title selection, as they play a crucial role in attracting readers.
Throughout the episode, Jim emphasizes the importance of investing time and effort into the publishing process and recommends seeking assistance from book wranglers or coaches who can help navigate the complexities of publishing.
Overall, the episode provides valuable insights and guidance for individuals considering publishing a book, emphasizing the non-monetary benefits and the different publishing options available to them.
In this episode of The Lazy CEO Podcast, host Jim Schleckser, founder of the CEO project, discusses common mistakes made by leaders and managers. With nearly 20 years of experience working with CEOs and running companies himself, Jim has encountered various patterns of errors throughout his career. He emphasizes that although individuals may believe they are making unique mistakes, there are often common pitfalls that many leaders fall into.
Jim proceeds to share the top 10 mistakes, along with a bonus 11th mistake, that he has observed. While his focus is primarily on CEOs, he acknowledges that these mistakes can also apply to managers overseeing smaller groups or departments. He assures listeners that he will maintain confidentiality by anonymizing the stories he shares, as some may be embarrassing for those involved. However, he encourages listeners to reflect on their mistakes and see if any resonate with their own experiences.
The first mistake Jim addresses is the failure to delegate. He acknowledges that delegation can be challenging and requires a high level of trust. Context is crucial in determining when and how to delegate tasks. High-risk situations or low-experienced teams may require caution, whereas low-risk and reversible tasks should be delegated whenever possible. Jim emphasizes the transformative effects of effective delegation on reducing stress, workload, and the ability to develop others.
Overall, this podcast episode aims to shed light on common mistakes made by leaders and managers, providing valuable insights for improving decision-making and performance in the workplace.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the importance of deal terms in business transactions. He introduces the concept of "your price, my terms," emphasizing that the terms of a deal can outweigh the price in determining its quality. Jim compares two theoretical deals to illustrate this point: a $20 million deal paid over 10 years with potential deductions versus a $16 million cash deal with no backside risk. He highlights the significance of closure risk, timing, level of due diligence, time value of money, escrows, and representation and warranties in deal negotiations.
Jim also discusses the impact of the buyer's fit and treatment of employees, as well as the distinction between asset sales and stock sales. He explains that the choice between the two can have significant tax implications and advises listeners to consult with their advisors to determine the most favorable option.
Throughout the episode, Jim shares personal experiences and insights from his involvement in various deals. He concludes by emphasizing the importance of paying close attention to deal terms and seeking expert advice to ensure a successful transaction.
In this episode of the Lazy CEO Podcast, host Jim Schleckser interviews Trent Gardner, a member of the CEO Project and part of a family-owned business called GJ Gardner Homes. They discuss the dynamics of family-owned businesses, including succession and emotional issues that are unique to such enterprises. Trent provides insights into the evolution of GJ Gardner Homes, which started as a small operation in 1983 and grew into a franchise business with over 150 franchises operating internationally.
Trent explains that the business was passed down from his grandfather, who also worked in the construction industry, to his father, who started GJ Gardner Homes with his mother. Trent and his younger brother are both involved in the business, with Trent primarily focusing on operations in the United States. He highlights the challenges and opportunities of running a family-owned business, emphasizing the importance of surrounding oneself with capable and smart individuals who complement one's own skills.
They also discuss how GJ Gardner Homes differentiate itself in the market by making the homebuilding process fun and engaging for customers. Trent explains their customer-centric approach, which involves open communication, collaboration, and ensuring a positive experience throughout the entire construction process. They have implemented processes like pausing construction to get customer sign-off at key stages, providing transparency, and instilling confidence in the customers.
The conversation touches on the topic of succession planning and future leadership in the company. Trent expresses his commitment to leading the business for the next 30 years but acknowledges that circumstances may change, and he remains open to adjustments in the future. He emphasizes the importance of attracting and retaining talent in a family-owned business, noting that growth and opportunity within the company are key incentives for employees, even if they may not have a direct path to the CEO position.
Trent also mentions the family's commitment to maintaining the business as a family-owned entity, with no intention of selling to private equity or pursuing a liquidity event. He emphasizes the significance of the family legacy and the desire to continue building the brand's reputation and success.
The interview concludes with a discussion about the challenges of family relationships in business and the need to make rational decisions while considering family dynamics. Trent mentions the importance of addressing nepotism and ensuring that family members earn their positions based on merit and competence. He highlights the need for professionalism and accountability within the family business.
Overall, the podcast episode provides insights into the journey and dynamics of a successful family-owned business, offering lessons and perspectives on leadership, succession planning, and maintaining a positive customer experience.
In this episode of the Lazy CEO Podcast, host Jim Schleckser discusses the importance of measurement and different measurement methodologies. He introduces KPIs (Key Performance Indicators) as backward-looking measurements that inform how the business has performed in the past. Financial metrics are highlighted as an example of backward-looking measurements that provide a scorecard view of the business's financial performance.
Jim explains the concept of the balanced scorecard, which incorporates financial, internal, customer, learning and growth metrics. He emphasizes the interconnectedness of these metrics and their alignment with the organization's strategy. The balanced scorecard provides a comprehensive view of the business's performance and helps identify areas for improvement.
Another measurement approach discussed is the strategy map, which takes the balance scorecard one step further by linking strategic goals to specific objectives and key results. Strategy maps create visibility and accountability within the organization, ensuring that everyone understands how their efforts contribute to the overall strategy.
Jim also introduces OKRs (Objectives and Key Results), a popular measurement system used in Silicon Valley. OKRs focus on short-term objectives and measurable results, typically within a quarter. They involve collaborative negotiation and a shared leadership model, encouraging commitment and accountability within teams.
The episode emphasizes the importance of having a measurement system in place, regardless of the specific methodology used. Jim encourages organizations to start implementing a measurement system and iterate over time to refine and improve it. The goal is to have observable metrics that provide a clear indication of the business's performance and alignment with strategic objectives.
In this episode of the Lazy CEO Podcast, host Jim Schleckser, founder of the CEO Project, discusses talent management within organizations. He starts by highlighting the importance of focusing not only on individual talent but also on how the executive team should engage with talent at a broader level. Jim explains the concept of A's, B's, and C's to assess individual performance. A's consistently overperforms, provides innovative ideas, and drives the organization forward. B performs as required and meets expectations, while C's consistently underperforms and fails to meet the standard.
Jim acknowledges the reluctance to rate individuals as C players due to the negative energy and conflict involved. He emphasizes the need for accurate assessment and avoiding a central tendency problem where everyone is rated above average. He shares examples of government employee evaluations that showed 82% of employees rated as above average, highlighting the issue with inflated ratings.
The podcast delves into the consequences of the central tendency problem, particularly during challenging times or raising discussions. It becomes crucial to identify C players for potential exit during a recessionary environment. Additionally, Jim discusses the challenges of giving equal raises to all employees, which can demotivate high performers and lead them to seek opportunities elsewhere.
To address these issues, Jim introduces several tools for talent management within the executive team. The first tool is stack ranking and normalization, where individual ratings are transparently discussed and analyzed collectively. This helps identify and address any disparities in ratings and promotes fair and appropriate compensation distribution.
The podcast also introduces an annual evaluation one-pager, focusing on leadership competencies and the "Five E's" (Energy, Execution, Excitement, and Edge). This one-pager allows for a comprehensive assessment of individual strengths and weaknesses and helps determine the development plan for each employee.
Succession planning is another crucial aspect discussed in the podcast. Jim suggests creating an org chart indicating individuals' current positions and rating their promotability and readiness to move up in the organization. This exercise helps identify potential successors and highlights the need to develop talent at all levels.
Jim emphasizes that talent is owned by the organization and not individual managers, discouraging shielding behaviors that hinder talent development. He encourages executive teams to engage in open discussions and assessments to ensure organizational capacity building and avoid stagnation.
Overall, this episode of the Lazy CEO Podcast provides practical insights and tools for executive teams to effectively manage and develop talent within their organizations, fostering growth and success.
In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the concept of executive gravitas. He explains executive gravitas is about exuding confidence, trust, and credibility professionally. It goes beyond just the content of what you say and encompasses how you present yourself.
Jim highlights the importance of having confidence in oneself and belonging in the role or position. He suggests that poor reference groups often undermine confidence, and one should focus on their accomplishments and merits.
The podcast also delves into gravitas's verbal, vocal, visual, and physical aspects. Verbal skills, including clean and positive language, eliminating verbal crutches, and using effective idioms, play a significant role. Vocal factors, such as tone, pace, and pauses, contribute to the impact of one's communication.
In terms of visual elements, being well-groomed, dressing appropriately in neutral and powerful colors, and paying attention to personal hygiene are emphasized. Physical aspects cover the importance of a firm handshake, appropriate proximity to others, and understanding power positions in different settings.
Lastly, Jim discusses the role of energy and emotional control in projecting gravitas. Effective leaders can calm others and maintain composure in stressful situations. Striking the right balance between managing stress and motivating the team is crucial.
The podcast provides insights and practical tips for developing executive gravitas, enabling individuals to make a strong impression and establish credibility in professional environments.
In this episode of The Lazy CEO podcast, host Jim Schleckser discusses organizational design for mid to large-sized companies. He emphasizes that there is no perfect structure and that the key question is what inefficiencies or problems one is willing to tolerate in a particular structure. Reorganizing too frequently can be detrimental to organizational performance, as it disrupts stability and takes time for teams to readjust and perform. Jim suggests using reorganization as an occasional tool when the current structure no longer delivers value or desired results.
He explains that structure should follow strategy, meaning the organization's structure should align with its strategic goals. Different strategies, such as cost focus, customer intimacy, or innovation, require different organizational structures. The organizational design should elevate critical processes that drive competitive advantage while less important processes can be minimized. The importance of roles should be based on their relevance to the company's success. Jim advises considering talent-driven approaches and ensuring that high-potential employees have room to develop and take on important positions. Middle management is crucial for organizations with around 50 to 400 employees to coordinate work and facilitate progress.
Jim also discusses the impact of reorganization on social networks, power dynamics, and influence within an organization. Reorganization can disrupt these relationships, affecting leaders' effectiveness and performance. He advises being cautious about reorganizing and emphasizes that no structure is perfect, but occasional changes can provide different forms of optimization and improved outcomes.
For more about Organizational Design, listen to the complete podcast wherever you get your podcasts.
These high inflationary complicated environments are a bit unprecedented. There are many people that, in their entire working career, have never seen interest rates over low single digits and never seen more than a couple of points of inflation. And so, 3% raises look pretty good, but that's all changed.
It's common for the people we work with to see 5-7% average raises. Some are even a bit higher because they're behind the market because we've got a few people pressing the point in a constrained labor environment to try bringing people on board. To the extent people have been talking about minimum wage, the new $7.75 an hour is $15 or $17 an hour. It is tough to get anybody to do manual labor and entry-level job for less than $15. That is still a tough number to live on. So is a lot of upward pressure on many costs, making it difficult for us to deliver our business results as we go forward.
As we go through turbulent times, many organizations are what I would call fragile. In other words, when subjected to change, stress levels increase immediately. Not to get too material science geeky, but they have a relatively low high modus, meaning it's stiff like we press on it and create stress immediately. Low modus would be something that we press on it, and it's got a little squishiness in it, right? It's got some give in it. Those are kind of the elements of organizational resilience. The definition is they can easily adapt to changing circumstances without stress, easily adapt to changing circumstances. Look at your organization as to whether that induces stress into your people and your structure in your organization.
Resilient organizations have sort of four key characteristics. One is they are robust, meaning they're not always maxed out. They've got buffers built into the organization, both economic and people buffers so that when there's a problem, we've got some ability to absorb that change with money, people, whatever, as we try to do it.
As we try to deliver results, we're always trying to optimize. Still, I'm advocating in this environment that you want to back off that just a bit to create a buffer to create robustness in your organization, which is an ability to handle change you may not have anticipated. Are we maxed out, running on fumes, pounding it out every day, getting every ounce of everything we can out of every process, person, and dollar? Then you are highly vulnerable to changes. We got some buffer built into the organization to deal with stuff. That's probably where you want to be.
Redundancy is interesting—another one. We talk about single points of failure, and this is the opposite of that, which is to have some redundancy built into your systems. It is too expensive to have a completely parallel organization, like redundant up and down the organization. And so, you may want to think about where are the critical points of failure. Building redundancy into that particular area improves your organization's resilience to change.
Resourcefulness is the nature of people, their ability to find answers that don't currently exist or maybe piece together what you do happen to have to come up with an answer.
The last one is what they call rapidity. Do your people run to the fire, or do they run away from the fire? So houses on fire, do you grab a hose and run in? Those are the people we want in a difficult situation, or do they step back or run away? And so, the willingness to take action in the face of complications and difficulty is a key factor.
For more revenue or cost moves to make in an inflationary environment, listen to this full episode of The Lazy CEO Podcast.
A discussion about the history of wine in Napa, between Jim Schleckser, CEO of The CEO Project and host of The Lazy CEO Podcast, and Mark Gudgel, author and wine expert.
Jim:
For those of you that know me, and maybe some of you do, some of you don't, but I have an alter ego, and my alter ego is my involvement in wine. Several years ago, I decided to get kind of into wine beyond the drinking part, but the studying part, and, if anybody has ever done this, it's got phenomenal history and agriculture and geology and, and chemistry and all of this comes together in wine across thousands of years including, wars, death, taxation and just crazy what intersects with wine. So when offered the opportunity to talk to somebody who is working on a book in the wine space, and particularly for a very, very critical moment in history, I jumped at the opportunity to talk to him. So I have today with me, Mark Gudgel.
So let's start with what got you interested in wine in the first place.
Mark:
Back when we were dating, my wife and I would drink wine. We had gone to a train concert while we were dating right after we got engaged, and Train came out with a wine they sold at Target called Drops of Jupiter, and it cost $12. And occasionally, I would splurge on that, but it cost twice as much as the wine I was used to drinking. So it was a splurge.
Jim:
That's funny. Well, even now, 90% of all wine that's drunk is below $20 a bottle. So, I get asked, is it good wine? For ten bucks a bottle. It's not a bad bottle of wine. It's all relative.
Mark:
A lot of times, people will ask me what's good wine. And I tell them every time - whatever you like, as long as you can afford it. I like Petrus, but I can't afford it. Not good wine for me. But if you like Sutter Home White Zinfandel, enjoy the heck out of it, and know that I'm jealous of you because I don't enjoy that bottle, and it costs about four bucks. So I wish I did.
Jim:
Sutter Home White Zen is known as the gateway drug to all wine drinkers. I think we all started on Sutter Home White Zindel, and hopefully, our tastes evolved over time.
Mark:
That's so true. I reviewed Sutter Home for the American Winery Guide years ago. My editor called me; you're giving Sutter Home four stars out of five. I said this is one of the most important wineries in the world. How do people get from Bush Light to Cabernet Sauvignon? You know, not without rungs in the ladder.
Jim:
Let's go to geography for a minute. Let's go back to the beginning of Napa; what group of people really got Napa started?
Mark:
You've got this beautiful riparian space that carves its way in between these two small but beautiful mountain ranges, and everything grows there. And wildlife and game, and fish were abundant; it was an idyllic space. And the Spanish are attempting to make their way up the coast. The Mexicans become independent, but Mexico is this immense sprawling empire, and there just aren't that many Mexicans. And so they can't keep a grip on it. So, they attempt to build outposts and send expeditions up the coast and to hold onto their land.
This is when California, as we call it today, was part of Mexico. So, they wind up engaging in a strategy, and there are whole books about this where they issue massive, what they call Ranchos to people. Huge swaths of land are usually measured in leagues anywhere. Usually, they're somewhere between six and 12,000 acres. The largest was about 80,000 acres. That one was issued to General Vijo late in the process. But they're issuing big chunks of land to people, partly to encourage them to live there and partly to get some development going, and it works. For the longest time, it was a no man's land, he named that town Sevastopol when he built it. So, you've got these pioneers, if you like to call them that. And then you've got folks really establishing the wine trade and building.
For more on the history of Napa Valley and wine, listen to The Lazy CEO Podcast.
Today we're going to talk about stock. As you know that there is common stock and preferred stock, but we are going to dig deep into preferred stock because it is a less understood instrument. It's particularly important for entrepreneurs because this is an investment vehicle used by private equity firms. So if you are ever considering either a partial sale, maybe bring in some cash or cash for growth, or maybe even a total sale.
You need to understand the ins and outs of private equity because this is the way that the private equity firms use to gain control to gain preference to kind of get to the front of the line. Sometimes that can have tragically bad consequences for you as an entrepreneur. This is also relevant for anybody who's sort of in an early-stage company because preferred equity is used all the time in the early stage. It can have odd and complicated outcomes if you are not careful. You may not have a choice, but at least you know what you're signing up for.
Common Stock
If I buy common stock, I have a little piece of a company; I get a vote. We're in a season where we're all getting our request for voting for annual meetings - you get to vote for your board of directors who represent your interests in the company and so forth. And if there are dividends, meaning the company does well then you get a share of those dividends, right? Provided, of course, that the company does well. Some of these companies hesitate to drop their dividend rate because it can hurt their share price. But, you are at risk on your dividend.
Preferred Stock
We don't play any funny games with preferred stock. When you bring in your friends and family, your first round of money, your first half a million or million, and you got Uncle Bob and, your neighbor and a few other people coming in, normally you are selling them common stock when you do that. So that was common stock, and there was no preference, but preference is a thing, particularly if you get to slightly bigger numbers or involve professional money.
This would be venture capitalists or private equity groups. The first sort of fundamental thing that you get with preferred is that you are in front of the line in terms of getting paid out. So, you're preferred. When there are dividends, you get first. If the dividends are enough to pay everybody something, then all is good. If the dividends are not enough to pay, everybody preferred gets paid, common doesn't get paid.
There have been situations where preferred got their money and common got nothing. And that happens all the time in the case of dividends. And normally there is a dividend rate on preferred shares. Not always, but many times there are, particularly if you're a cash flow positive business, they might say, we're going to put the preferred shares in, and we're going to get an 8% dividend rate or 7% dividend rate. It won't look like bank debt. It will be more expensive than bank debt, but it is different than debt because you don't have all the covenants and you don't have to talk to the bank, but it does come with some other things you need to talk about. But dividends are one thing. And usually, that's in cash on an annual basis.
Cumulative Preferred Stock
You want to grow the business; we want you to have the cash to grow the business to make this thing more valuable for all of us. And so they'll do what's called cumulative preferred stock or pick and pick is called payment and kind. And what that means is there are two ways - A, don't pay me my 8% dividend; just throw it on top of the pile whenever there's a transaction. You owe me what I put in plus my 8% for whatever number of years you didn't pay me. So my 1 million turns into $1.2 million because you owe me some interest that you've never paid me, and I was okay with that, but I'll get paid when we sell the company. Or B - payment inkind or pick, when people talk about picking the interest, you may have heard that phrase before. That means putting it at the end, right? Payout at the end. The other way it's done is they go, look, we'll pick it, and you can pay me in more shares. But the idea of compounding interest and the impact on their value versus your value, particularly if you don't sell quickly, like, let's say 3, 4, 5 years, you're going be shocked at how much you owe your preferred shareholders when the time comes.
Non-cumulative Preferred Stock
There is also a bit rarer preferred, which is non-cumulative. Non-cumulative means if we can't pay you for one year of your dividend, then it just goes away, and we don't owe it to you. The other thing you get is in the case of preference, when there's a distribution of assets, meaning we sold the company or we got a big payout or something, debt goes first, but then second is the preferred shareholders, and then third are the common shareholders in terms of who gets paid.
Cumulative Participating Preferred
It accumulates interest if there is any; most of the time, they do what they call participating preferred; when you're not going to flow any cash, there aren't going to be any dividends. So there's no ongoing payment to them. So they are going to get it all on the backside. So it's going to be juicy for us if we do that. And what that means is they participate in the up. Not only do they all get all of their cash off the table, but they also participate in the upside that has been created while you use their cash participating preferred.
For examples of preferred stock and more from Jim on this topic, listen to the complete episode of The Lazy CEO Project.
We've got another phenomenal guest today, Ian Altman. As a business growth expert and bestselling author, Ian is recognized as one of the top 30 global gurus on sales. And his same side selling academy is ranked in the top five globally for sales development programs.
Everybody's running a business, and when I talk about the secrets of a great business, a great margin is one of them. Ian has identified some areas that are what he calls margin vampires. Ian shared with us what he sees as the biggest margin vampire we should think about as CEOs and leaders.
Margin Vampires
the biggest margin vampire is that oftentimes as organizations, we believe that our client hasn't made a decision because of price. And our sellers often lead with price, and they don't even realize it. So they'll ask somebody in a competitive environment, well, you're working with so-and-so, well, what are you paying now? Maybe I can save you money. And we've just made it so the client has been taught that the most essential part of the conversation is the price when it isn't. So it ends up being we're a victim of our undoing. We caused the problem by how we package what we do, as opposed to if we think about it as a C E O; when's the last time you made a really important decision based on price?
It's almost a selection process when you lead with price. If you sell to them because you were 5% less than somebody else, guess what? Six months from now, they're going to switch away from you. Why? Because somebody else gave up 5% of the margin, and now you're at a race to the bottom, and as Seth Godin says, unfortunately, you might win.
Instead, we want to say that when people are looking for this type of solution, they're usually looking for a partner who operates at one of three levels—our industry's shaped like a pyramid. The base level is what we call the effective level. The next level up is enhanced. And the pinnacle is the engaging level. As long as you fit into one of those models while you can be successful at the highest level, you're dealing with an organization that's tailoring what they deliver to what you need. They measure the results and outcomes, ensuring you're moving market share. So which level are you looking for? And now the client says, I want that top level. Now what I've just done is if my marketing, my sales, and my messaging is aligned around presenting those three levels, then I will attract the people who want that engaged level. And those people generally don't care that much about price. You can't be 300 times what other people are; those selling results are 20% higher than their competitors.
The Finish Line
When I ask people, so what's the finish line? It's the sale, the contract, and getting paid. But when you're the customer, what do you care about? It's just the results. And then people say, well, I think it's delivery on our end. It's not delivery. If you deliver everything you said you would deliver and the client doesn't get the results they're looking for; they wouldn't blame you, would they? Of course, they will. Absolutely. So we need, we need to be focused on results. And when we do that, we get that pivot where people say the price doesn't matter. If you had two vendors, one asking you about the results and the other asking who needs to sign off on this, which vendor would you rather deal with?
The one who's talking about results. Would you pay more for that one? How much more? How much less would you have to pay for it to be a good deal? So if you paid 20% less and didn't get the results, that would be a good deal. No, the answer is it doesn't matter what you pay. It wasn't a good deal if you didn't get the desired results. If we flip that around and say, how do we have that same conversation with our clients? How do we make sure our messaging from a marketing standpoint says, if you don't get results, we're not happy?
What does that tell your client? Our results are more critical than their sale. And what's the net effect? You'll get more sales. They see value in getting better results.
To listen to the entire conversation between Jim Schlecker and Ian Altman as they export the power of selling results, listen to the full podcast wherever you get your podcast.
Jim Schlecker, CEO of The CEO Project and host of The Lazy CEO Podcast has a conversation with Dr. David Burkus.
David:
I help leaders and teams do their best work ever. I think two things fundamentally. One is that work is central to our lives. Even if we had universal basic income and everybody was being paid, most people would still want to do something and make some contribution to the world. So work is central to our lives. And that work is teamwork. Your experience of work, whether or not you're engaged or motivated, whether or not you actually want to put your whole effort into something is shaped less so by broad company culture and more by the teams that you're on. And for a CEO, this is your job. Whether you are the CEO or a middle manager, no matter what team you lead, you are responsible for the culture of that team. That's what I focus on, is teaching teams and teaching team leaders how to have a culture that actually unlocks high performance, unlocks motivation, allows them to be more innovative et cetera.
Jim:
Let’s talk about culture and culture management. Your comment is culture is experienced locally. And so how do we as leaders of scaled organizations deal with the fact that culture is experienced locally, not globally, feels like we don't have the levers of control on that one. So how, how do you help people with that?
David:
So what do you do to scale culture? You teach leaders at all levels what a great team culture looks like, and you make them responsible for the one on their team. I look at it as sort of concentric circles. What do we as an organization want to be about? What are our values, mission, vision, et cetera? And then you have to teach every leader at every level to do the same thing in a smaller circle. Inside that larger circle, you run into problems when you let leaders do something that's against the corporate-wide values, the company-wide values, and culture, but as long as it's inside of it, every team is going to have a stronger culture that is still a little bit different from other teams inside the organization. Culture is everybody's job. It's not just that senior leader job and you teach them specifically. There are decades of research on corporate culture and effective culture, et cetera. But when you dive down into team culture, it is easier to focus on. It becomes a little bit easier to teach every team leader what they're responsible for.
Jim:
I'm a CEO. What are the factors that make a great team culture that I should be thinking about and
teaching?
David:
I boil it down to three factors, which I call common understanding, psychological safety, and pro-social purpose.
Psychological Safety
What we're not talking about is a place where you'll never confront a dissenting opinion. We're actually talking about the opposite. We're talking about an environment where people feel safe to state their dissenting opinions, and where there's a climate of mutual trust and respect. When you have a high level of trust and respect, you can have task-focused conflict. You can have people speaking up when they disagree. And you get a team that's more willing to admit their failures. And I think that's probably the biggest element of psychological safety that has nothing to do with safe spaces and that sort of thing. I mean, by the way, there's no such thing as safe spaces. There are only safe people. But that's a whole other monologue. You learn from failure because you cultivate a team where people trust everyone else on the team is not going to leverage their mistakes and their screw-ups to try and step over that person into a promotion. Instead, we acknowledge we had a learning moment here. We failed. Failures happen from time to time. And as long as you're not grossly incompetent in failing all the time, as long as this isn't a performance issue, then the failure's really just a learning moment. Let's talk about it and let's learn from it.
Common Understanding
Common understanding is how well we have clarity of roles, clarity of responsibilities, how well we have dependability, and we can trust that other people on the team are going to do what they say they do, but also how well we understand the other teammates. How well we have clarity of their person, their personality differences, and their work preferences.
You get so much frustration on a team just because people are fighting for people to follow their favorite process. You look at a tool as simple as email. It's been around for 50 years, and no one can agree on how long an email is supposed to be used, how many main points, and what the rules for replying are. And you're not going to convince everyone to treat this tool the same, but you can understand the different preferences on your team, and you can understand who keeps a different calendar. And so they send late-night emails and you don't feel threatened by that, et cetera. You get a lot more collaboration because when you understand the preferences of your team, you know how to speak to that person better, and you know how and what to expect from them.
Pro Social Purpose
Pro-social purpose is essentially meaning and impact. It's whether we feel like we're making a contribution to work that benefits others. We're motivated to do work because we know it will benefit others because it has this sort of pro-social element to it. And so I think the big question leaders need to answer, and this is why it's also important at a team level, is who's benefiting from the work that we not why do we do what we do, but who is served by the work that we're doing? And that varies by every single team. There are customers and stakeholders for a whole organization, but some teams serve the people who serve the customer.
For more ideas about effective leaders and teams, listen to the entire conversation on this episode of The Lazy CEO Podcast - Helping Leaders and Teams Do Their Best Work.
Thank You to Our Guest
One of the world’s leading business thinkers, Dr. David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever. He is the bestselling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, Burkus has been ranked multiple times as one of the world’s top business thought leaders. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. A former business school professor, Burkus now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA.
Today we have an amazing human being and an incredible leader. We have Kim (KC) she'll tell you what that means. Later Kim, who's a retired Air Force colonel, served in the Air Force for more than 24 years as a fighter pilot and a senior military leader, she's flown more than a hundred combat missions protecting troops on the ground both in both Iraq and Afghanistan. As a senior military leader, Kim has led hundreds of airmen at home and abroad in deployed locations around the world. Most recently, Kim served as a director of the Center of Character and Leadership Development at the Air Force Academy. Kim is now Managing Director of Victory Strategies, where she's the leadership coach and keynote speaker. She's also the author of Flying in the Face of Fear, Lessons on Leading with Courage.
Jim:
You've been everywhere. You've done everything that the Air Force had to offer. Why did you leave? You don't have to have to, right? So why did you say it was time to hang it up?
Kim:
I tried to leave three times, so I figured the third time was a charm. But one of my final jobs in the Air Force before I moved to the Air Force Academy, I was a group commander responsible for about a thousand people throughout Central America, South America the Caribbean, a lot of travel, a lot of time away from home. I absolutely loved connecting with my team, getting out and meeting them and walking around, getting to know them. But my husband was also an active duty Air Force officer at the time. He was responsible for the entire base down in Tucson. We also have two boys who happened to be now 10 and 14, but at the time were one and five. And it was a lot.
We came to realize that our priorities were changing, the pressures were changing, the stress levels were changing, and we decided it was time to do something different where we were a little bit more in control of our schedules. I attempted to retire then and the Air Force asked if I would stay and become an instructor at the Air Force Academy. Which to me, coming back was home for me. That's where I started my career. And so, coming back there was a great opportunity to help influence the next generation of leaders. Then my husband and I retired at the same time, same ceremony, but it was really a family decision more than anything. And resetting our priorities and our boundaries as well.
My passion and my purpose were really initially flying A10, supporting our troops on the ground. That changed over time as I got to lead teams. But then my passion and purpose, changed and I was able to put all my effort and energy and passion into leading the next generation of our airmen, of our leaders of our aviators. And that to me had value, and I was able to find my new way.
Jim:
We help people get better as leaders. Just for a minute, we must touch on the A10 though, it's too cool an aircraft not to talk about for a minute or two before we dive into the other stuff. So why A10s and what was your view on it?
Kim: I realized early on during my days at pilot training, I knew I wanted to be a fighter pilot.I knew from the fifth grade on I was going to be a fighter pilot. I didn't know what airplane I wanted to fly. And then I got to pilot training, and I realized that I really enjoyed low-level flying. It was just fun. It was exciting. It was exciting to fly really close to another airplane. And then I started talking to other pilots about what they liked about their missions. There was something unique. They were so passionate about supporting our troops on the ground, knowing that what they did every day made a difference and helping someone get home safely to their families. That is a mission I can get on board with. And that was my choice to go fly the A10.
Jim:
For those of you that don't know the A10, it's low-level. It's basically a gigantic cannon with wings, and it's designed to support the troops by clearing the way for them and suppressing other opposing forces. It is one of the most feared aircraft in the arsenal of the United States of America by any opposing force. But you didn't make it home one time.
Kim:
It happened on April 7th, 2003. So we're almost at the 20-year anniversary. That's part of the reason that I love the A10, why I'm passionate about the A10 was that it helped get me home safely. And I happened to be over Bagdad providing support to our troops on the ground when my airplane was hit with a surface tear missile. I remember that moment; it was such a loud boom and bright red-orange flash as this fireball envelops my aircraft. And then it just dumped over, and I could see Bagdad below. And I think it was just instinct. I pulled back on my control stick and absolutely nothing happened.
It was not responding to any of my control inputs. And I remember thinking, I do not want to eject. I mean, that's the last thing I want to do is eject over Baghdad. And I really fell back on my training and all the preparation that I had done quickly trying to figure out what was going on in my aircraft. And I've got lights flashing everywhere. I've got a master caution panel that's lit up like a Christmas tree. I mean, it was slightly overwhelming, but I had to focus on what was most important. And that is, how do I get this airplane under control? I quickly realized that it has lost all hydraulics. They dumped out when the missile hit the airplane. And so at this point, I know I either eject or I try to get the airplane in our backup emergency system. And thankfully I flipped that switch. The airplane worked exactly as advertised, and I was able to slowly pull the aircraft and, and get away from Baghdad. And that was for me, the first moment I felt like I was going to make it out of there alive.
I flew the airplane back for an hour. I was able to get it on the ground which was obviously a huge feeling of relief. And let's say there was a lot of adrenaline in that moment. And the next day, instead of being tasked with a normal mission, I was tasked with combat search and rescue alert, which is another mission we fly, where if an aviator is shot down, then we go and do everything we can to rescue them. Normally when we're on alert, we sleep, we rest, you know, it's, it's downtime because this, this doesn't happen often, but this was April 8th, the alarm sounded, it wasn't a drill. An A10 pilot had been shot down right in Baghdad, right. Where I had escaped my own shootdown. And for me, it was just that those guys were there for me the day before. I was going to do the same for this pilot. We raced out to the Jets, we were start gathering information, and we make an immediate takeoff. I just didn't have time to think about it. It was just, how do we get there as quickly as we can? And thankfully, he was very lucky he got picked up by friendly ground troops. So we only made it about 30 minutes into Iraq. But wow, you know, it was the whole idea that that's what we do for teammates.
Unfortunately, that airplane never flew again. I was able to land it, but it was so badly damaged that they assessed that they couldn't repair it in the location that it was. So they decided that maintenance took every piece and part that they could out of it. But they also cut a piece of the back tail section for me that had the tail number on it. And it's been with me for 20 years. It's hung in every Air Force office I've had. But I recently retired and it held a place actually back behind me here. And this Smithsonian is doing a new exhibit on modern military aviation. They asked if I had anything, and I thought, what better way Yeah. To share the story than that tail flash. So I delivered it on Tuesday to the Smithsonian in Washington DC It will be there in a new exhibit. And now the story and the lessons learned, which are most important to me, can be told to the next generation.
Jim:
So let's move over to leadership. You move from sort of being an individual contributor in the form of a pilot to leading people. And now you've transitioned to teaching people how to lead people. So let's just roll all the way back and if you had to characterize your leadership approach, what would be the elements of your leadership approach, the teachable elements of your leadership approach?
Kim:
Well, I think part of the reason that I wrote my new book, I was trying to capture all of these experiences and lessons. And what I realized for me is that over the course of my career, I have experienced fear. I have experienced being nervous or stressed about flying airplanes, and about leading teams. And to me, all it came down to was those feelings, those things are normal. They happen. It is all about what you do in the moment. It is about leading with courage. And so for me, this whole idea of courageous leadership and leading with courage and how can you make those hard decisions? How can you make decisions when you don't have perfect information? How can you have the tough conversations that none of us like to have, but are essential and necessary? How do you hold yourself and other people accountable? How do you admit mistakes when it's really uncomfortable to do so? You know, how do you get out and connect with your team? It all comes down to me having the courage to do that, to do the hard things, to make those connections, and to build an environment of trust. So the short answer is, it's all about leading with courage.
For lessons from Kim, and to learn what her call signal KC stands for, listen to the complete podcast on leading with courage.
Organizational capacity is the capability of the people in your business to get stuff done. In this episode of The Lazy CEO Podcast, Jim, Schleckser, host and CEO of The CEO Project, talk about Organizational Capacity.
Basically, if you have a pile of work, size of X, you have X capability to get that work done. The raw capacity to execute and the capability to execute are really two things. We will get into each of these in a little bit. One is just how many people you have in the company. More people means more work, mostly, although not always. The second is the capability of the people in your organization to take on work, their ability to do stuff for you and not get their heads all stressed out and crazy. So the capability to people is really important as well. So first, let's talk about is just as you're growing your business, people do go through a cycle of growth emotions.
There are two researchers by the name of Kelly and Connor that came up with what's called this emotional cycle of change model. When you begin a change and, and growth is change, as you are growing your business, things are changing. How much work I have to do, the scope of my job, my title, and the way we do things are changing all the time. So the first stage that Kelly and Connor thought people went through, is uninformed optimism.
Over time, as we begin to make the change, we begin to go down into the valley of despair. And the first stage of the valley of despair is uninformed, or informed pessimism. In other words, I've now begun to see this and it's ugly and it's messy and it's confusing and it's stressful and this is not working. That's informed pessimism because I've now gathered enough data to know it's not going to work. They can possibly check out mentally. They're no longer engaged, they're no longer participating, and they're no longer giving their best effort. And checking out privately then can lead to checking out publicly. And this is where your turnover happens. In other words, during informed pessimism is when people check out your organization, that's when your turnover happens. So you have to be really attentive to this and be giving people signals that things are going to work out. Then they move to what they call hopeful realism. We thought it was going to be perfect before when we were in uninformed optimism. We are now hopeful, hopeful realism, it's going to be okay. It's better than it was, it's not perfect, but that's okay. And then stage four informed optimism.
It turned out it's as about as good as we thought it was going to be awesome. And then completion. So that cycle, everybody goes through and, a related rule called Cantor's Law, another researcher that says everything can look like a failure in the middle. As you're going through change, realize that in the middle, no matter how successful it is in the future, it looks like a failure in the middle.
Country Club vs Stress City
Two triangles basically stacked on top of each other. When you have more organizational capacity to execute than you do work, I call that country club. We're kind of chill, we're hanging out, and we have stuff to do, but plenty of time to have coffee and talk about the football pool. Now, to the other side, which is we've got more work to do than we do have the organizational capacity to execute. That's stress city. And as leaders, we're always wiggling around that middle line. Sometimes we're in country clubs, sometimes we're in stress city. And actually, I have to say most organizations are always in stress city. The only question is how close do they get to the line?
Do we have the right amount of capacity, people, and talent versus the amount of work we've got. And the signals you'll hear are stress and work-life balance. Now you have to be careful who you're listening to because of that standard distribution. There will people be people that always chirp on that issue. Doesn't matter how much work there is, there will be others that never say a word.
Buy, Build, or Borrow
Let's say you've diagnosed your organization. We've got more work than we can handle. And you'll probably know when this exists. You have a couple of options. Buy or build or borrow. Those are your options. Borrow, I'll just talk about it quickly. That's finding a third-party staffing company that can help you or a partner that can help you. But fundamentally we've got to build or buy. I'm going to hire somebody in the organization to increase my organizational capacity. When you do this, you want to tick two boxes. One is particularly when you're growing, one is you need the person in the job, right as defined. So that's an increased organization, organizational capacity just because there's a human in position. But more than that, you need to hire ahead of your curve.
If you're a growing organization, you're 20 million or 40 million or a hundred million or 200 million and you're underway to double that number. If I hire somebody that is just competent to do the job, no more just able to do the job, but fully competent as I double, they are going to go to incompetency potentially unless they develop, which I'll talk about in a minute. And so ideally you hire somebody who's over your current capability, over your current size. If you're 40, they've done it at a hundred. If you're a hundred, they've done it at 200. They already know what it looks like where you are going.
For more about organizational capacity, listen to the full episode of The Lazy CEO Podcast.
Resources mentioned in this episode:
- Jim Schleckser on LinkedIn
- The CEO Project
- Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time by Jim Schleckser
Sponsor for this episode…
This episode is brought to you by The CEO Project. The CEO Project is a business advisory group that brings high-caliber, accomplished CEOs together. Our team of skilled advisors is comprised of current and former CEOs who have run both public and private sector companies across multiple industries. With our experience and expertise, we guide hundreds of high-performing CEOs through a disciplined approach that resolves constraints and improves critical decisions. The CEO Project has helped high-performing, large enterprise CEOs with annual revenues ranging from $20M to over $2 billion to drive growth and achieve optimal outcomes. If you are an experienced CEO looking to grow your company, visit www.theCEOProject.com.
In this episode of The Lazy CEO Podcast, Jim Schleckser, host and CEO of The CEO Project, interviews Karin Hurt, CEO of Let’s Grow Leaders about innovation and conflict in the workplace.
Jim Schleckser:
Welcome Karin, share with us a little bit about your work with Verizon as well as what you do now with Let’s Grow Leaders.
Karin Hurt:
I learned so many things from Verizon and, in Courageous Cultures, we talk about having the need for clarity, real clarity in your culture, clarity about where you're headed, clarity around setting clear expectations all the way through, and curiosity showing up and being curious and innovative. I would say at Verizon, I learned all about the clarity thing. I learned a lot through the experimentation of leading large teams in times of uncertainty. I led a 2200-person sales team at the moment that AT&T gets exclusive rights to the iPhone, and I got this sales team that has nothing to sell.
How do you keep people motivated during a time like that? How do you get results? How do you pivot and look for bright starts and bring a large team along with you? I also learned about what not to do. You can learn as much about leadership from following a bad boss as a good boss. And although I had a number of great bosses, I also had some doozies. I really paid a lot of attention to what is the impact that negative toxic leadership is having. What is the impact on results? What is the impact on relationships? What is the impact on growing future leaders? Overall fantastic experience learned so much from so many mentors and I also learned a little bit about what not to do too.
Jim Schleckser:
You talk about innovation coming from what I would consider a very high rule-density environment. Talk us through your model on innovation.
Karin Hurt:
You need to start where you aren't if you're looking for innovation. You can have high clarity, what you're calling rule dense environment. And when you have that, it's more difficult for people to innovate. But if you've got people, everyone is innovating and they don't know what they're innovating towards, then you will lack the right kind of innovation. You may have a lot of ideas, but you may not have the kind of ideas that you can use. And so we talk about, you need to be very clear about two things, 1) that you really want innovation, that you want people's ideas and 2) you are clear about where you're headed strategically so that people can get it. And then you need to show up curious. And after you've had that clarity, then that's when you're teaching people how to think critically, position their ideas, look around corners, and all of those innovative things. And if you have one without the other, you're going to have a challenge. We take people through a process where you begin with clarity, and then we teach them how to, “own the ugly”, look at things differently from different perspectives, show their ideas, and give away to pitch your ideas in very, very practical ways.
Jim Schleckser:
One of the things you talk about is the roles that people fulfill in this ecosystem - micro innovators, problem solvers, and customer advocates. Help me understand how those three roles work together.
Karin Hurt:
Micro innovators, one of the things that we talk about is there are a lot of great strategies but how do you create something that's going to completely change the game? And that's innovation with a capital I. Where we really focus is how do you get micro innovations, people coming to work every single day saying, how can we do this step differently? Do we really need this meeting? Is there an alternative way to get there? In our research, 67% said their manager operates around the notion of this is the way we've always done it. That's not encouraging micro innovation versus the leader who comes and asks a courageous question and said, what is one way we could change this process to be more impactful for our clients?
Then when we talk about customer advocates, that's really empowering the people at the front. How do I advocate for the customer and their needs? And how can I innovate on behalf of the customer? Our favorite definition of culture is from Seth Godin. People like us do things like this. You're helping to amplify the voice of your customer.
Problem solvers, that's equipping people with practical tools and techniques to solve problems. And there's just not a lot of training out there for problem-solving. We'll find that when we're doing discovery for our leadership development programs. And there's a huge appetite for that.
Jim Schleckser:
Interesting. You know there's another whole camp in this sort of innovation space. They call them weak signals. It's funny how you identified, customer advocates and problem solvers. Those would be the kind of people that would pick up weak signals - little things that aren't quite right. And, then they talk about catalyzing. There's a guy named Mintzberg who talks about catalyzing them into something bigger because that little weak signal if we blow on the spark, we can turn into a fire.
Karin Hurt:
It's interesting because we are neck deep in our next research for our book - World Workplace Conflict and Collaboration Survey. And one of the things that we are finding is there is an exact bell curve of people who are saying, Hey, you know what? There is less conflict than we had before. And some say, on the other extreme, there is way more conflict than we've had before. And as we peel underneath, this has so much to do with innovation because the people who are saying there's less conflict, are not talking to people very much, they are working from home in their own bubbles. And if you have that happening, there may be less conflict negative, but you are not also having the good kind of conflict where, hey, I have an idea and you have an idea and let's really talk about what's going to be best for our customer in this scenario. And, and having those constructive conversations.
In our research so far, what's coming as the impact of conflict? 64% are saying more stress, 34% are saying more turnover. And 31% are saying less productivity. So that's the bad kind of conflict, right? If you have conflicts, that's creating that level of stress. And that's what people, a lot of people think of when they think of conflict, right? What they're talking about there is primarily interpersonal conflict, right? And when we ask people why- I left my toxic environment. So, they just ran away from the conflict. The reason we think this work is so important is particularly now, in an uncertain environment where everything is so turbulent and rapidly changing, you have to have all that innovation. And you are not going to do that if you are running away from important conversations. So, we talk about four areas starting with connection.
For more of Jim and Karin’s conversation and to learn the 4 C’s of conflict management, listen to the full episode of The Lazy CEO Podcast.
Jim Schleckser, CEO of The CEO Project and host of The Lazy CEO Podcast, sits down with a fun guest, a hall-of-fame speaker who has had multiple bestselling books, Jay Bearer.
Jim Schleckser:
What are the five things that we need to be smart about in engaging with marketing to ask the right questions as CEOs?
Jay Baer:
I think partially because it's obviously the fastest growing and all around us now, and so transformative, we tend to think that digital is good just because it's digital. As a CEO, I would question that assumption. So often the coin of the realm in digital is reach and awareness, and how many people saw your thing, or, and, and I guess my retort to that is to what end, right? Those are vanity metrics.
We can't sell exposure, not at scale. And, so typically, what we try to advise CEOs to do is to say, okay, what desired action are we trying to create here? Is it net new customers? Is it an increase in customer purchase frequency? Is it average customer value on an annualized basis? Is it customer retention? Start with what we're trying to incentivize from a behavior standpoint and then, and then build upwards from there. Create a series of digital and many non-digital scenarios that allow that to happen. But the reality is that most digital strategists don't do that. They start with the caboose, not the engine. Then they try to gerrymander their way to the appropriate solution. And that's why so much digital strategy is inherently flawed.
I've seen too many PowerPoint presentations from the marketing team about clicks and eyeballs, but how many dollars did this generate? And this is a great irony, from a CEO standpoint. Digital is so much more measurable incrementally than outdoor or print or television or radio. It's by far the easiest to understand the trajectory of success or lack thereof that you're experiencing. Yet, the crazy part is so many people don't take advantage of that.
And obviously, it makes testing a lot easier as well, which as somebody who came up in the direct mail business, that's the holy grail.
Jim Schleckser:
What are the three metrics that you care about and why?
Jay Baer:
Depends on the project, depends on what kind of consumer behavior you're trying to incentivize. Ultimately it should helicopter back to whatever business success metric you're looking at. Could be sales, could be churn rate, could be new employee applications if you're trying to fix a staffing problem with digital.
So when I ask that question of my marketers or my digital marketers, the good one will say, what's your business problem? And how are you going to measure, how are you going to know we're successful against that business problem? And then that's my metric right there. They are not going to tell you, you're going to tell them.
Jim Schleckser:
I saw you do a piece a while ago on and maybe you could talk about this on the customer journey and provide information at the point of need.
Jay Baer:
The reality is that we all come from an era where personal time and one-to-one or small group communication in person you know, over, over a video call et cetera, has been held up for many, many years, especially in B2B as the goal. So, if we can provide enough information to get them interested, we'll make sure a BDR or somebody qualifies this lead, and then we'll give them to a salesperson and then we'll have a sales conversation and eventually, they'll become customers that, that's sort of the historical process and it still works. But now what we find, especially amongst younger buyers millennials, and Gen Z, about half of them actually prefer a completely seller-free experience. They're like, just give me the stuff and I'll figure out what to buy and whether to buy it and which options to select.
The exercise that I talk about a lot on stage is this. Grab a piece of paper and a pen, and I want you to write down the 25 questions that your customers have most often about your business, your products or services pre-purchase. Every CEO can do it. That's what they think about. Now, take a look at that list. How many of those questions can be answered by a prospect on your website within two clicks? And it's usually about four.
We're making people work too hard to get the information they need. What if your customers could never talk to anybody at your company? What if you didn't have an email address? What if you didn't have a phone? What if you didn't have a chatbot? Could you still sell stuff? And if the answer is no, you should probably rethink that.
Jim Schleckser:
Let’s talk about Word of Mouth as a strategy.
Jay Baer:
Word of mouth has been a customer acquisition strategy since the first caveman sold an arrowhead to another caveman. But only 1% of businesses have a defined and documented word-of-mouth strategy. We just take it for granted. Throughout modern business history, we've sold ourselves a lie. And the lie is that competency will create conversations and that if you just run a good business, people will naturally tell other people about you. That seems to make sense on paper, but it doesn't hold water in terms of actual human behavior. For you to introduce the topic of a business, a product, or a service to your friends and colleagues, something unexpected must happen. We don't talk about good; we talk about different, and this is why you almost never see three-star reviews.
All your reviews are five-star or one-star. And so word of mouth works the same way. In my book, Talk Triggers, that's what we call it, it's an operational choice that you make in your business that is designed to create conversations. And it's not your core product or service, it's something else that you do differently, then people say, I didn't think that was going to happen. And that becomes the story that they tell their friends and colleagues. You have to give people a story. And it literally is a strategic execution of a playbook to create word of mouth. Most people just say it'll take care of itself and it will not.
For more of Jim and Jay’s conversation, examples of Talk Triggers, and how to create business growth through customer experience, listen to this episode of The Lazy CEO Podcast.
Welcome to Andrew Davis, a super creative guy, he came out of media, spent time with the Muppets had a digital marketing agency that he sold. And now what he does is he is primarily a speaker, so he gets in front of audiences, inspires them and educates them, and entertains them. He's spoken to our CEO group before and a couple of our clients as well.
Andrew Davis:
My focus today is helping people challenge the conventional business and marketing wisdom by really rethinking some of the things that we've always been taught and traveling around the world and teaching those to people and writing books. I got my start in the media business. I worked in television right out of college I worked for the Jim Henson Company which is where I learned how marketing and business really work, because the truth is, at the Jim Henson company, they really don't make much money on selling media properties. Selling Sesame Street as a nonprofit doesn't make any money. What makes money is creating content that people fall in love with and characters that people can't get enough of so that they can license all of those characters.
It was a real education in the power of media to inspire people to buy things they didn't know they needed. And after that, I worked at a series of startups in the startup boom of the late 1990s. I started my own agency with a journalist friend of mine named Jim Costco in the early two thousands. Then we sold that in 2012. And since then, I've just been traveling the world and writing books, and kind of challenging myself to find out how things really work in the new world we live in.
Jim Schleckser:
Share with the audience what it means from your perspective to differentiate.
Andrew Davis:
We live in a world where being different is something that's really important and we tell people to be different all the time. We've got to look different. We've got to get people to notice us and get more awareness in the marketplace. But the truth is, in the last six years, I've spent a lot of time looking at what really differentiates you in the marketplace today. And looking and sounding different is great, but actually being different is the real true differentiator. So if you can create an experience that feels different for your clients that's where you can win over an industry. What happens is if you create a good client or customer experience, most of the brands that are successful in doing that start marketing that experience as the differentiator.
Many people spend all this time saying we need more leads; we need more customers. We need to raise awareness to get more people in the door or onto the website to buy the stuff. And the truth is, if you have a bad customer experience, you're just shoving people through a bad experience. I really truly believe the way, to start transforming your business is to start with the very next customer you get and really rethink the experience by differentiating it from everybody else in the marketplace.
Jim Schleckser:
I love the idea of becoming an attractive force versus pushing this big heavy rock up the hill all the time. How do you recommend we start?
Andrew Davis:
Let me give you two just quick concepts that you just have to embrace to understand how what I call the loyalty loop works. So you first need to understand the moment of inspiration. The moment of inspiration is an instant in time that sends you on a journey you never expected. For example - to buy anything, it could be a car. You get your lease-end notification. That lease end letter that Nissan sends you is an instant in time that's going to send you on a journey to buy a new vehicle. That's a moment of inspiration. A moment of commitment is the instant that you trade money, data, or time, for information to support a cause or to buy a product or a service. The big change in the moment of commitment today is that we need to understand that sale. The sale isn't the only moment of commitment. If you fill out an online form, if set up a calendar appointment with someone, if you ask for a quote from someone as a consumer, you are trading data for an experience, and that data is worth something. If you understand those two concepts, just the moment of inspiration and the moment of commitment, what you want to try to do is build a real experience.
For more examples and valuable insights into creating customer loyalty, listen to the full podcast.
This episode of The Lazy CEO Podcast is about creating advocacy. We have Heather Hansen, who is the CEO of Advocate to Win, and she is going to talk to us about advocating our positions and persuading people. Heather shares her background as a lawyer and how that has led to her expertise in persuasion and expertise. Heather defended doctors in medical malpractice cases. One of the things that made that job the hardest is that every single person in that courtroom was a patient.
Everyone saw the case through a patient's eyes, and her job was to change their perspective and help them succeed in the case through the doctor's eyes. And that is the main job of an advocate. This led Heather to this practice of advocacy and teaching advocacy.
What is Advocacy?
Advocating is influencing, it's persuading, it's convincing, it’s changing minds, it's changing hearts. It's helping people believe what you want them to believe, and it's turning other people into your advocates. The first question to ask is who is your jury? And CEOs have many juries. Their board is a jury at a particular time. They're stakeholders, their clients, their customers, and their team. But we have to know who the jury is so we know how to speak to them.
Compassion, Curiosity, and Credibility
Credibility is where we focus - the belief triangle. You want your jury to believe you. When you make a promise, you keep it. When you set expectations, you meet them, you want them to believe in you, and that you have the experience, the talent, and the capacity to do the thing you promise to do. And the part that most people forget is to believe that you can help them, that you understand their problem, their perspective, their point of view, and that you can help it. There are times, especially for CEOs, when you must knock down someone else's credibility or question someone else's credibility. How do you do that effectively, how do you use due diligence and look for inconsistencies to make decisions that are going to serve the people that you want to serve?
TIP: Questions are magic.
A great question can mean the difference between winning and losing a case.
- You can't prove it until you believe it. You have to have that energy of belief. It's one of the parts of credibility. It's energy and evidence. You have to have that energy of belief and then the evidence as well, in order to help your jury of clients, customers, stakeholders, and board members believe as well.
Empathy vs Perspective
Empathy is feeling what others feel and perspective is seeing what they see. And you must not necessarily feel what they feel. For example, in the courtroom, defendants are frustrated, angry, scared, and confused. If their lawyer feels those feelings, they are not of service to them. So the empathy piece isn't always imperative depending on the situation, the perspective piece, which is what you're really talking about, is the cognitive part. Seeing what they see is imperative. Seeing it from their perspective and owning it is a credibility multiplier. Use your perspective to own where there are problems and boost your credibility.
Advocating for Yourself
Here is an example - a woman came to the CEO to advocate for a change in their policy with respect to working at home and taking care of children. She was a very strong advocate. She had stories, she had evidence, she had the energy of belief and he listened to her and he decided that she was right. And this is even though she was advocating. Then once he made the change to the policy because she had advocated so well, she became his strongest advocate. She told everybody in the business, she told everybody outside of the business, you need to come work for this company. There is no one who can advocate for you and your ideas and your potential better than you can because you have your stories and your evidence and your passion and your heart, and you know what your negotiables and your non-negotiables are. These tools will help you with your outer jury that we've talked about, but also with your inner jury, the part of you that decides what to believe and how to go out and then share that belief with others.
How do you overcome the mental baggage around self advocation? I'm not supposed to brag. I'm supposed to be humble. You're not framing your stuff as, I'm awesome, I'm the best. Look at me, I deserve it. It's, you need me to do this. And this is why, if I had the cure for cancer, I wouldn't be bragging if I told people I had the cure for cancer, I would be serving them by making it available to them. Stop thinking about yourself and they start thinking about how your experience, training, talents, and passion can serve their jury, then you will stop feeling like they're bragging and will be able to step into that energy of passion and excitement that actually is extremely persuasive.
Building Referrals into Our Business
We all want more referrals for our business. We don’t just want a Net Promoter Score, we want them to be advocates. What's the difference? The difference is it's not just saying this is a great company, it's saying this is a great company and this is why. And so you turn people around you, into your advocates by advocating for them. So seeing things through their perspective builds credibility, which ultimately builds trust, compassion, and curiosity about their needs. You leave the people around you with stories, evidence, and energy to go out and advocate for you.
Three Powerful Questions
- Tell me what you want me to know.
- Where are they right?
- What am I missing?
For details about these three powerful questions as well as more examples and stories about advocacy, listen to the full podcast.
Heather Hansen
For over twenty years Heather was a trial attorney. Her job was to help diverse groups of people believe in her case so that her client could win. She honed the tools for her clients to build credibility quickly so they could persuade diverse juries to see things from their perspective. Now she is sharing the tools with you.
Heather has worked with organizations like Berkshire Hathaway Home Services, Google, Sav A Tree, the American Medical Association, Call Miner, and LVMH to help them make the case for their services, products, ideas, and their teams. She’s also shared these tools at Harvard Business School, Stanford Law School, and The University of Pennsylvania, and with audiences across the world.
Heather has combined her experience in the courtroom with her degree in psychology, her certification as a mediator, and her television work to develop her 5Cs of an Advocate.
With these tools, you can overcome objections, banish doubt, build credibility, and change people’s perspectives.
This episode of The Lazy CEO Podcast is about determining when it is time, as a Founder, to bring in an outside CEO to run the company. We have a gentleman named Nick Wilkinson. Nick was a CEO that was brought into a company called Binary Tree that one of our members Steven Pivnik had founded, and he was trying to position for sale and upgrade the talent. Nick was the guy he identified and ended up bringing into the company.
Nick’s Background
Originally from the UK. After graduation from university, Nick spent the first 10 years of his career in the British Royal Air Force. After the Air Force, he joined what was then a pretty small company in the UK called Computer Sciences Corporation, CSC, which Nick subsequently spent the next 20, almost 25 years rising through the ranks of CSC from a consultant all the way through for various account management roles to ending up as a direct report to the CEO in, at that time was like a hundred thousand people company with 16 billion in revenue.
With a great career in the UK. he was lucky enough to do some interesting jobs, which brought him to the States. He also lived in Australia for a few years and really assimilated a huge amount of knowledge and expertise on how to run large-scale organizations. Back in the early 2010s he was the CEO of a private equity-backed company backed by Bear Capital which was also in the IT services area. And that company and Steven’s company oftentimes coexisted with clients. They didn't do the same thing, but they did, provided complimentary services.
Here is more of the conversation between Jim Schleckser, CEO of The CEO Project, and Nick Wilkinson.
What was the size of the company, the training company, and the IT space prior to coming to Binary Tree?
The private equity company was mid-market. It was of comparable size to Binary Tree. I made a decision when I left the large corporate world that I didn't want to go and do the same thing again, I wanted a change. I wanted to have more direct visibility of what I was doing and how it affected the business. I wanted to be a CEO. And I decided that I wanted to try that in a different financial structure, a different capital structure. And that's what led me into the private equity world.
An important component of being able to step in as a CEO for a Founder is rolling your sleeves up and not needing somebody to do everything for you. In the founder-owned company, there aren't a whole host of staffers and people to do things for you.
A lot of entrepreneurs get dazzled by the resume. They see your big career and think, this guy's brilliant, but then they bring that individual in, and they can't do the big to small translation. You obviously made the transition successfully, but what would you characterize as the differences? Most people can't make that transition. You did. What were the differences and why were you able to do it where maybe others might not be able to?
A big part of it is personality. And I'm trying to answer the question without blowing smoke in my own direction. You've got to be reasonably self-effacing and modest, the servant leadership things. I know what it felt like to be at this level, and then a mid-manager and the senior manager and management. I had walked a mile in other people's shoes, and I was always willing to empathize with them and try and see things from their perspective. I've always been someone who's espoused lifelong learning. In addition, the founder must have a certain willingness to change and to listen, but at the same time a clear sense of what it needed to be successful in his or her company. That chemistry is important.
If I was trying to figure out if somebody had the right profile or didn't, what would you recommend as the two or three questions to figure out if they've got the profile with you?
If you were faced with a new opportunity with a big customer because a CEO must be capable of going out and meeting with customers, what do you do? How do you approach that?
Shortly after I arrived at Binary Tree, we traveled out to the middle of nowhere and gave the pitch. We didn't win the business, but the fact that I was willing to be the one who made the deck, I went to Kinkos to get it photocopied. I helped prepare the guy to give the pitch and everybody thought, if this guy isn't here just to tell us what to do, he's willing to do it himself. So, a question that gets a potential CEO to show that they would do it themselves, that they would be there in the trenches with people as opposed to telling them from back at HQ. That would be a good way to frame something
How do you follow the legacy of the Founder and establish credibility? How do you establish a relationship with the team?
Moving into a CEO role in a new company, not a company that you've been in for some time, promoted into, you must have a balance between the drive to implement the things that got you the job, with the need to really learn about the business, to respect the fact that your knowledge of it is superficial when you've been outside it. You must learn how it actually performs. Where's the value really created? Who are the heroes? Where are the tensions? Where are the hidden gems? How it really works. So, it's that balance between listening and doing, which is always the case for a CEO, but extremely important in those first 60, or 90 days. If you move too quickly, then the organizational will or the body will reject the organ transplant as one of my advisors once said to me but if you move too slowly, you've missed your opportunity, and your authority diminished. And people wonder, why did we make the change then? So, you must have a plan. And revisit the plan with the founder, hers, or his DNAs in the company, and who better person to give you feedback on whether well, that would work, but I wouldn't try that you need to keep that relationship going. It's really that balance between listening and doing that's essential.
How much of your original plans survived?
Most things that I expected that we would do, we did. Did we do them in six months? No. One of the things that you must learn in smaller companies is that you must take smaller steps. The organization is not robust enough to do dramatic change. There are capital constraints. You must temper your ambitions with the, with the resources that you can muster.
For more about the board, sacred cows, the difference between working with PE firms and Founder owned companies, and other lessons learned, listen to the full episode of The Lazy CEO Podcast.
About our Guest - Nick Wilkinson
After my initial period of military service in the Royal Air Force, I have enjoyed a successful career across a wide spectrum of the IT software and services industry: a proven CEO in private equity and founder-owned companies and extensive, global multi-functional leadership experience in a publicly traded corporation. I have also established myself in the entertainment industry as an author, screenwriter, and producer. In all my activities, I relish transformational challenges and managing through the lifecycle of devising strategy, establishing a vision and purpose, building, motivating, and sustaining an outstanding team, and executing for results. I cultivate win-win relationships with customers, partners, and colleagues. And, perhaps most importantly, I bring optimism and a healthy sense of humor and perspective to every situation.
This episode of The Lazy CEO Podcast is about both performance reviews and employee feedback. There is tension around performance reviews, did I achieve my goals? They have a lot of stress around them. People don't like to do them for that reason, both sides. We will talk about both performance reviews and feedback as the yin and yang of engagement with employees. If you think about feedback as a more continuous process and a performance review is a more periodic kind of engagement, annual or biannual or whatever your pace is, they kind of work together. At one level you'd say the feedback over time should aggregate into the performance review. And in fact, one of the rules around performance reviews is there should not be any surprises around performance reviews. Some organizations are eliminating the annual performance review. They're basically saying, if we're doing a good job of continually giving feedback, we don't really need to do a performance review. Some dispute that because there's a bit of a formality that's got value in a performance review.
Two Extreme Cases
Gen Zs want continuous feedback on how they're doing. If you told them every day -red, yellow, green, or on a scale of one to 10, they would like that. They are the generation that grew up with- how many likes did I get on my post? And how many friends do I have? How big is my network? And they're constantly measuring themselves for acceptance and how are they performing and where they fit in. You can not give Gen Z too much feedback.
The opposite of that is when we get feedback from people that do not have good self-awareness and they do not appraise themselves accurately. When there was a complete mismatch in their view of their performance and the boss's view of their performance. This is when there is a ton of stress, so the boss is questioning, what am I doing wrong that I've not communicated to this person where they stand? And, part of the answer is it's them.
Standard Performance Review Model
An annual performance review is still important. Let’s reframe performance reviews as a coaching opportunity. An opportunity to talk about the good, the bad, and what we're going do to make them better. That's your standard good, above average, performing employee review. How did they perform against their objectives? As a leader, you must set clear objectives - specific, measurable, action-oriented, time-based, achievable, all that has to be true about the objectives. They are very observable, third-party observable. You know if you did them, your employees know, if they did them. So when we sit down and say, did you achieve the specific objectives that we had for you this year? That should be a relatively easy conversation if you did a good job of making them measurable. So we go through the achievements, 1, 2, 3. You got an A on this, a, B on this, and a C minus on this one. The second thing that a lot of people miss when they're doing a review is how you got the job done. So they're only focused on the achievement of the item and they miss how you did the job. How does your boss perceive you in this organization and how you got the job done? Are you effective in working with others to get the job done? Did you work and play well with others?
When somebody does the job in a way that doesn't match your culture, they shouldn't be in your organization over time. How did you get the job done? What did you do well, and what did you do poorly on there? And then based on that, where do we need some development? And given where you want to go, so this is where the career conversation comes in. Do you want to be a vice president? Here are the three things that you don't have that you need to be a really good vice president. So let's figure out how to get you those things. We need to teach you some financial skills that you don't have, or you need to understand the product development process.
Finally, what else can I do to help make you successful? And that's a bit of a servant leadership view of the universe. I'm here to serve you, I'm here to help make you successful. But it is a worthwhile question particularly if they know you're going to ask it. Let them know, I'm going to ask you that question. And they have a little time to think about it. And then ask, what can I do to help make you more successful? That is a really good question.
Giving Feedback
The key is to always be very specific in your feedback in the performance review. I'll give you an example of that. If I said you know, Sharon did a really great job on the CEO summit this year. That's one kind of feedback. Another kind of feedback would be- Sharon, the CEO Summit went awesome. I loved how you took full responsibility for it. I love how you solved problems and didn't bring them to me. You just dealt with it when it did become a big enough issue, we talked about it and you just solved it. There was never any drama. You organized everybody seamlessly. You did it with good spirits and everybody had a great time as a result. That is very specific feedback about the actions taken and why she's getting positive feedback. So, when you're giving feedback, be as specific as you possibly can.
For the low performer. Did you hit your objectives? No. Did you get the job done? How did you get it done? People that are low performers don't generally cause a lot of problems because they want to keep their head below the radar. They know they are non-performers, most of them. And so, they're not going to make waves.
It's the people that think they have earned the right to be a jerk that generally are, and they have developmental needs. You will need to spend time on what they need to do to become fully competent in the job they're in because they're not meeting standards. The need to be specific in feedback is particularly true when you've got somebody who has low self-awareness. For example, we have not made a single date commitment for delivery to a client in the last six months. Here's the scorecard. You were late by at least three weeks on every single commitment that you've made. There are 10 jobs that have been in there for six months. That affects our sales and our revenue if we can't do the application engineering. Now I've been very specific. It's quantifiable, it's observable.
Performance Plan
We're going to get into a performance improvement plan- these numbers are unacceptable. They need to all get green and on time within the next three months. If they don't, we're going to have a very short conversation and it's going to involve you exiting the organization. So now we're on a performance improvement plan which is more severe than a negative feedback kind of conversation. You're going to have them sign. Not that they agree, but that they have received. The reason why it's important is if you do end up terminating that person, you want a paper trail that says we had multiple conversations about this person's performance. Here are the documents. We were completely clear about what was going on and that's why they got terminated. And so the annual review forces that documentation discipline that if you ever end up in a litigious situation, you've got it as opposed to normal ongoing feedback.
For more examples, and incites about feedback and performance reviews, listen to the complete episode of The Lazy CEO Podcast.
The Lazy CEO Podcast guest on this episode is Stephen Drum. Stephen is a 27-year, Navy Seal retired combat vet and he now speaks on leadership, some of the lessons that they learned and developed through his many years of leading people through dangerous, high-stress, mission-critical, environments, which we can all learn a lot from as we run our business.
Here is a little bit of the conversation between Jim Schleckser, CEO of The CEO Project, and Stephen Drum.
Jim:
What is warrior toughness? How do you measure it? As CEOs we would really like to figure out when we hire somebody when the fire starts, are they going to run to the fire or away from the fire? What is toughness?
Stephen:
Well, to set the scene quickly, I'm sitting there, and we have what's called an all-hands call. That's where the whole entire command will sit and either the commander or somebody from outside will come in. So we're doing an all-hands call in the chapel, which is the biggest place where everybody can all sit. And the chief of naval operations, who is the head admiral of the Navy, comes in and starts talking about his initiatives. And one of them was toughness. I have the bright idea to stand up and say, sir, how do we define toughness? How are we going to measure it? And how are we actually going to train it? Little did I know that about six months later, I would be locked in a room with a clinical psychologist, and a chaplain and the three of us would be charged with figuring out how to get our sailors tough.
There were some things in the fleet that hadn't really been going well. If you think of like the fighting sailors from World War ii, we kind of lost that. And now we have things going on, ships colliding, missiles being fired; we need tougher sailors. And so of course, the first thing was we had to define what it is. And so, we defined toughness in three areas.
- First, you have to take a punch and keep on going. There's the tactical definition, but also the life definition. So, literally, we're on a ship, friends wounded, comrades are injured, and I have to get back up. I may be personally injured myself and I must get back in the fight. But it also takes a punch in my career. I didn't get that promotion. Maybe a loss of a relationship or loss of a loved one, but I have to get up and move forward.
- Next, I must perform under pressure, in the clutch. It's one thing to know the skills to say, I've been trained, I've practiced, but can you perform under pressure? Can you regulate those emotions? Can you maintain your calm and your composure? And lastly, the day-in, day-out grind. And that swings both ways. That's a high-tempo operation that we would see in the seal teams, multiple combat operations a night for six months. The grind and the toll that takes both physically, emotionally, and mentally. But then also the other side of that coin, let's say a radar operator on a destroyer in the middle of the ocean, at the end of that six-month deployment, staring at a screen. 99.9% of the time, nothing happens, but people are going die if that person is not locked on in case something does. So, it's having that attention and commitment to that level of engagement for a long, protracted period.
- Finally, having the fundamental values, and beliefs, and knowing how to take action and behave in a way through principles that support those values and beliefs. Because not only do we need people that recognize this, therefore they can arrive at a higher level of commitment to what we need them to do. But we need our sailors, our warfighters, to be people of character. It's one thing, to accomplish the tactical objective, but we need people to be people of the right character to make good moral and ethical decisions as well.
Jim:
Can everybody get there? I'll give you an example. I was on a board of a company and, and we had some tough times, like missing numbers, bank covenant violation. The bank was ready to take the keys to the building. It was interesting to watch the performance of the executive team. Some ran toward, like we call it, ran towards the fire, right? They said, how can I help? What can I do? Let me take something on, let me right others.
Can everybody be brought to the point that they would run to the fire? Are they born or can they be made? And I always default to decide that yes, people are more predisposed to have certain traits, characteristics and attributes to make them more gregarious, whatever that is. But ultimately, I believe that we can build that even if you tend to be an introvert, you can still do things. For example, I refuse to believe that somebody who's introverted can't go out and be a good sales rep.
Stephen:
I also believe that you can always be tougher. There must be a level of commitment that says this is important, and I'm going to do everything possible for me to set the table for my success, and for my team's success. You can do your very best, but if you at the end of the day cannot be bought into that concept, then I'm going to have to exit you from my sphere.
Jim:
And that does happen. We talked about how this applies to the business environment. You could argue the stakes aren't quite as high, but the ideas certainly translate. How do you translate that line of thinking to a business environment and give an example or two of how you've seen it work?
Stephen:
The concept that I talk about is the X and I think it's important. My book is called Life on the X, but the X goes back to my time in the military. And it's a military doctrine term, but you can think of it as X marks the spot. So if you rope out of a helicopter onto the rooftop of a building, we call that landing on the X.
I'm going to line up all my efforts and all my preparations to make sure that I show up, that I can handle curve balls, that I can pivot, that I can adjust, and that I can learn. Every engagement that you make, you must be intentional, whether it's internal to your organization, to your customer, or to your partner. I must make sure that I align the skills, I identify the gaps in my performance so that when I walk in there, I'm calm and composed, but I also have that level of, okay, I'm hovering above, I can make a decision. I'm not too close to the problem. So really it's about regulating your emotions.
For more of the conversation between Jim and Steven, listen to the full Podcast.
Thank you to our guest...
Stephen Drum is a combat-tested retired Navy SEAL Master Chief who has 27 years of experience leading and developing high-performance teams. As an in-demand speaker and consultant, he helps individuals and organizations such as CDW, Horizon Pharma, and 9 Energy develop leadership and performance strategies, so they can plan, prepare, and execute at the highest levels when it matters most.
Steve has trained and led U.S. and foreign partner special operations forces on high-risk and strategically vital missions across the globe, including combat operations in rag and Afghanistan.
He recently co-developed and taught "Warrior Toughness" training for The U.S. Navy. This vital program fundamentally changed the culture of the Navy in how it trains and prepares young sailors and officers for the acute stress of intense combat operations.
During his Navy career, Steve has personally trained thousands of elite military soldiers and Navy SEAL candidates, helping them succeed in severe training courses and overseas combat operations.
In this Episode
Today we're going to talk about some specific ways that you can become more purposeful in your organization. Let's just start with the audiences that care about this. Everybody does at some level, but there are three specific audiences that are highly attuned to purpose.
- Gen Zs - they have no fear about going to get another job because they've grown up in an environment where jobs were always available. And those of us that have been through a couple of cycles have experienced times in our lives where job jobs were less available, but this group has never experienced that. This group generally believes that since they are working, they might as well make a difference in the world in some way. They are looking for purposeful places to work.
- Millennials – like Gen Z are looking for purposeful work.
- Midlife Crisis Boomers - there is a point in a Boomer's career where they are talking about what to do next year. We are going to make more money and grow our revenue and that's the plan. Is that what life is about? The question of purpose at work became a present problem and issue at that time. And if they cannot find purpose in their work, they go find purpose outside the business.
So, what should we do differently? And, why would we want to have significance?
- To attract millennials, attract Gen Z, retain them, and midlife crisis people that are looking for significance in their life.
- To attract the right kind of people.
- To retain the right kind of people.
It's about doing something amazing so you're going to see a different kind of retention if you can find people that are in the tribe that buys into your purpose. But it will also mean that some people aren't the right fit for you. The choice to be purposeful in a particular direction may exclude a large group of the population that doesn't buy into what you're trying to get done. And that's okay. The ones you do get are going to be way more loyal, way more retained, and way more committed to the purpose.
How do you demonstrate purpose? Here are a couple of examples:
At minimal levels of significance and purpose - donate money. Organizations have done this forever. Support junior achievement or Boys Club and Girls Club, support the United Way, whatever the organization is, and make donations to the community, or to the environment.
That is a great way to add purpose but is often not aligned with the greater business purpose and where you're going and the tribe you're trying to build.
Slightly better than that is a giving committee, and this is a case where the people in the organization decide where the money's going. Most of the monies that are going to be donated to whatever charities in the community are determined by the giving committee of employees. This is a great way to engage the organization in where the money goes. Employees that are donating time, donating money on top of that is a great combination. So time and money get extra time and treasure if you will give extra leverage in the giving committee's consideration. But more than that the giving committee is connected to the community so their ability to figure out what's important and give to need points in the community is better.
An interesting way of having everybody in the organization on the giving committee is to say, if you give, we will match it. One simple move here is service days. If you want to go and give service to some organization, the company will give you time to do that. If they go spend half a day working in the soup kitchen or helping sort clothes or working with the Girl Scouts, they're going to come back with a whole different energy around work.
Finally, there's a lot of power in your giving aligning with your business as well. This one takes a little more thought than stroking the check to United Way, but I think it's three or four notches more impactful and powerful in terms of building your culture and aligning what you do with your charitable giving.
For examples and perspectives on B Corps and aligning your charitable business into your business model, list to The Lazy CEO Podcast.
A conversation between Jim Schleckser and Dave Warren
Jim:
Today we going to talk about several important business topics for CEOs with a long-term member of The CEO project and a friend of mine, Dave Warren. Dave is a serial entrepreneur. He started and owned, a couple of different businesses, but he's kind of a student of business. Dave really appreciates business as much as I do. Tell us a little bit about that business and why you started that business versus any other business you might get into.
Dave:
From the time I graduated from college, I was looking for a business to buy. The day I graduated, I found a partner and tried to buy the bookstore I had been working at, but quickly realized that, even with the best of intentions, if you didn't have a little capital. Then, contrary to my dad's advice, who had a 40-year career in the oil industry. His advice was, whatever you do, don't get into this business. And of course, like every good son, I just ignored him and got into it.
At the end of the day, it's what you've seen and what you grew up with. So I got into the oil field, started out in field service, then got into manufacturing, and then into distribution. And then in 1995, I was working for a company in steel distribution and went to them and said, I think there's a different way to structure this business. At the time it was very transactional. I said I think there's a different way to put supply chains in place other than this transactional model that everybody's been using.
I went to the owners of that business and said, what do you think? And they said we like what we're doing. But I felt compelled to try this and so I started it with two partners. We just started doing what we did, servicing the heck out of the customers and providing solutions. And they knew they could come to us, with issues or problems or things that they were trying, to solve, and we would come up with an answer. We kept reinvesting in the business. We got up to about 70 million in revenue over about an eight- or nine-year period.
At the time, there was a lot of talk about the oil industry not going to be a domestic industry anymore. So, we figured we needed to get into, either needed to be a good, small regional business or we needed to expand the business and go global. So over about a period of 24 months, we did two acquisitions, one in the US and one a UK subsidiary of a French conglomerate. We tripled the size of the business. Each one of those was doing about 70 million in revenue. We basically put together a global footprint and looked at kind of the geographies of the products on the customers, and we did a three-dimensional matrix on what we wanted the acquisitions to solve. By the time we finished that 24-month period, we had solved most of what we wanted as far as what our vision was on how to service the market. We put in supply chains, support for manufacturing and operations on a global basis for people globally building, equipment for drilling, and downhill tools.
Jim:
Interesting. Follow the customer, right? If I see the customer migrating, I go with them, or I don't. What was the competitive advantage compared to the transactional companies that could do exactly what you could do? They could buy and they could sell, but what made what you did differently? Was it, was there an engineering element? What were the pieces that made that business different?
Dave:
Back to the partnering idea. We convinced customers to let us behind the curtain, we would talk to them about their forecast, and their bill of materials, and then tried to rationalize because every part was designed kind of as a unique part. With its own unique raw material. What we tried to do was, was rationalize and consolidate their spending into a smaller number of raw material SKUs.
Then we would consolidate that demand over multiple customers and try to drive everything to a consistent supply chain inventory. So, we were able to buy by doing that and with the scale that we had, we were able to look at various customer demand points by region and then work with the mills and the suppliers to bring in higher volume. Plus, we were able to give the customer value by lowering their individual transactional costs.
Jim:
Did that translate into loyalty because you're trying to move from transactional to relational? Did it work or did they say, thanks for all the help, now let's talk about your price
Dave:
It worked for a while. But competitors started catching up. The business as you see now, even the oil industry cycles dramatically. It goes from a period of oversupply to undersupply quickly. In times when they were having trouble getting material, there was a lot of loyalty in times when there was a business downturn. There was kind of a diminishing loyalty on both the supplier and the customer side, depending on where we were in the cycle.
Jim:
Let's go over the capital structure, this is expensive stuff and you're holding a lot of inventory for these people. So, talk and tell us how you financed all that inventory.
Dave:
We financed it primarily with debt with the idea after we got things kind of rationalized, we got the synergies out of the business. We would deal by bringing in a partner to take some of the debt out. Unfortunately, it happens quickly, and demand falls off quickly. There's a huge supply chain requirement in place, and it doesn't happen overnight. There's a lot of capital that must be deployed and people need to have a comfort level that it's safe to deploy it and the industry's going to continue to be supported over an investment time.
Jim:
So, you brought in partners, was that debt and then later equity, and obviously it's a cyclical business, so you hit a downturn. How did your equity partners or your debt partners react? And what did that look like? The reason why I want to go down this path, Dave, is there's some learning in here I think for people about what can happen good, what can happen bad in that, and maybe what you want to do before that to protect it.
For more of this conversation about business models, capital structure, and managing investors, listen to this episode of The Lay CEO Podcast.
Thank you to our guest, Dave Warren
Helping companies position for growth and scale-ability, Dave has led diverse and multimillion-dollar revenue streams with businesses in Texas, Mexico, Louisiana, Oklahoma, Edmonton (Canada), the UK, Dubai, Singapore, and Korea. With expertise in capital formation, capital raises, and scaling, Dave founded a global family distribution and manufacturing company in the mid-90s growing it from zero to $500M in sales and 800 employees at the peak of our business. They grew exponentially in the alloy metals industry in the highly volatile oil and gas sector. In this journey, Dave has built and scaled businesses and led great people. Dave has driven growth organically and through acquisitions. His expertise includes growing early to mid-stage businesses with an established track record and adding product lines, growing the customer base, and expanding global operations.
At The CEO Project we work with CEOs of a variety of sizes on their most difficult issues, but today we are focused on one that everyone is concerned about - building a predictable growth engine into your business.
The first thing to think about is a grid that was developed by Bain Consulting. Customers are on one axis and products on the other new, new, and old for each one.
- Existing product, existing customer, which is the cheapest and most reliable way of delivering revenue into your business.
- New customer, existing product, which has more risk because we don't know the client and it does take time. There's some analysis that says the cost of acquiring a customer and selling them something versus the cost of selling something to an existing client is four times higher.
- New product, existing client, which has relatively lower risk, but it does take a while because they have to go through some sort of acceptance and sign up and maybe change from an existing supplier.
- And then the hard one, and the one that a lot of us focus on, maybe inappropriately, is new product, new market or new customer. This is the hardest, takes the most money, and takes the most time. And in terms of thinking about a predictable revenue growth engine, it is not particularly useful.
Why are existing customers the key to our growth engine?
The first element of growth is retention. And specifically recurring revenue. We want to see as much recurring revenue as possible in your business model or at a minimum strong repeat revenue of clients that you count on to come back to you every year. Retention of clients is the cheapest way to keep revenue. When you think about losing a client, every time you do that, you've created a hole that you have to then go fill before you get to grow. And so spending money on retention is of very high value and a very high rate of return on investment.
4 Components of Retention
There are four components of retention that indicate why people leave you in the relationship. And this is whether it's recurring revenue or non-recurring revenue, just generically they choose not to do business with you anymore.
- Do you have a competitive offer? A realistic assessment of the landscape of what's out there and what the options are. You need to have a product that is competitive in the market first. Now you have some advantages on that. It doesn't have to be exactly the same. You could almost be a little bit behind if it is an existing client, but when we get to new clients, you will have to have some level of advantage.
- Have you built trust? And the way we build trust with clients, it's really simple. We do what we say we're going to do. If you're an organization where if we say something, we do it and we consistently meet our obligations, you'll build trust in clients and therefore desire to continue the relationship kind of alongside that is how they feel about the relationship.
- Do they match your culture? When you engage, they engage and that means the receptionists, the customer service people, the engineers, the salespeople name it, they engage with the people in a way that they would want to be treated.
- And then the final one is switching costs. Are there designed friction points to make it difficult to move from one supplier to another? The biggest single one that we can identify as a mutual investment in the relationship is if they've spent time to make their systems adapt well to your product. Investment in the relationship increases the switching costs.
To learn more about building long-term relationships with your customers to create your growth engine, and how to use Linkedin to warm up your leads through your digital marketing efforts.
In this Episode…
Jim Schlecker and Sam Watson, discuss the complexity of the multinational business and managing multiple presidents. Sam shares his story.
Sam’s headquarters is here in the US but is spread around about 40 different countries. They have meaningful, 50 plus headcount in probably 10 or so countries around the world. Their geographic spread both in terms of customers as well as manufacturing and employees and quite vast. In terms of the nature of the products that they are selling - they are all sort of marine water oriented.
One of the things Jim has talked about previously in terms of the goodness of a business is recurring revenue. Customers repeat a lot with them either through the course of the year or over like a five-year period. A race boat is a consumable product. If you look at their customer base, it's quite solid and approximately 80% of them are repeat buyers. Their mass-building business is more focused on the top end of the market, the big soup yachts and the race boats in particular. And they tend to be kind of repeat owners in the background. They might have different boats and sometimes cross between different parts of the business, but they are big capital projects. In general, pretty good predictability about what they are going to get next year. Customers repeat on whatever cycle, depending on the product.
Sam is a leader leading leaders. They have their own P & L inside each of these businesses. He is in constant contact with them throughout the week. There are issues boiling up around the business that Sam gets in touch with them to solve. And that always gives him a touch point to just check in on how things are going. Sam focuses on tracking to the budget and the sales KPIs.
Jim and Same also discuss budgeting, 5-year planning, strategy, and the importance of running a high-functioning organization virtually. To learn more about success in multi-unit businesses, download this week’s episode of The Lazy CEO Podcast.
Resources mentioned in this episode:
- Samual Watson on LinkedIn
- North Technology Group on LinkedIn
- Jim Schleckser on LinkedIn
- The CEO Project
- Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time by Jim Schleckser
Thank you to our Guest Sam Watson, North Technology Group, CEO
Sam is a leader with multinational experience and a track record leading large teams across multiple geographies and time zones at the most senior level. Sam is an expert at managing the challenges of global communication and demonstrated ability to drive change & develop buy-in to a global business direction. Sam has extensive experience in M&A, Integration, Strategy Development & Planning, Product Development, and Talent Acquisition and Retention.
We all know the math that the cost to retain a client is 20% of the cost to acquire a client.
From a sales and marketing point of view, if you can retain the clients that you bring on board, you're way ahead of the game because you don't want to have to go out and spend literally five times as much money to go acquire new ones. It is one thing to get them, but you need to keep them. Keeping them is what's interesting for a good recurring revenue business. This Podcast will talk through the elements that were identified in a scholarly piece of research. This study validated, with large statistical studies, real data about businesses and the success or not success they've had based on a couple of factors.
There are really three things you need to pay attention to if you want to retain clients. One is the tangible elements of your product and your relationship. The second is the intangible elements around the relationship. And the third is customer expectations.
Tangible elements of your product and relationship
Within tangible factors, there are really three tangible factors you need to focus on when you're thinking about trying to retain clients.
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Barriers to exit. So once somebody's in a relationship with you, are there barriers that prevent them from exiting that relationship? And obviously the higher the barriers to exit are, the better you're going to retain them.
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Limited external alternatives are an absolute barrier. To the extent you can make your product unique enough that there really is not a comparable offer in the market, you're going to improve your retention.
- The next one is the utilization of the system. This is a little more applicable to software, but if they've got a high degree of utilization, and high rate of retention. Gartner discovered through market research that people that didn't use the product, didn't renew their subscriptions. What Gartner did is they intervened about six months before the renewal date and they began training people on utilization, driving them to get value out of the subscription. And what they found is if they could get them to use the product, they increased their retention rates.
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Investment in your system and investment in the relationship increases the rate at which they are retained. If they spent the time, effort, and money to link all the APIs and pull the database information, etc.
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A competitive offer. It needs to be on par or superior to the alternatives available in the market, at the price. What are their features? What is their functionality? What are the price points? And how do I compare to that? This is exactly what your competitors are doing. They are looking at the options, they're comparing it to yours and they're saying, how does this all stack up?
- Relationship factors. Do I trust you? Are we cooperative? The idea is that you're going to try to generate a sense of moral obligation in the client because you are giving first. You are giving to try to build the emotional obligation. Adaptability, cooperation, delivering high-quality service, etc.
Intangible elements around your relationship
An active relationship with the management, sitting down with them and talking to them on a regular basis. Communication builds trust. It allows you to demonstrate openness, and competency which builds trust.
Managing custom expectations
There are two elements to consider, one is customer selection and the other is expectation management. Customer selection means you shouldn't sell to marginal clients. Once in a while, we are all in a competitive scenario, we're trying to sell somebody, and we know it's a little marginal. Like the product isn't the perfect fit. Our price isn't just right for them. We get the client anyway. Odds are you've acquired a client that's not going to be retained because they're not profiled perfectly for your offer. The price isn't right. The product isn't right.
One of the things to do early in the process is to set expectations for performance. Let's get clear about what the product does and what it doesn't. Let's get talk about, talk about our restock cycles. Let's talk about product availability. We're at 99.5. It won't be better than that. In some cases, you may want to embody that in a service-level agreement.
Today we are speaking with a renowned thinker about engagement and management and strategy and how you bring your whole team along on the journey in an engaging way.
What is Reassessment? People are reassessing where they want to be, what they want to do, who they want to do it for, and who they want to do it with. People want to work, but they don't want to work where they feel they have to put up with things that inhibit or constrain what they have to offer.
– 66% of people do not feel valued in what they do
If you're doing something every day and you don't feel valued, you're probably looking for something else. And what is behind the sense of feeling valued? It had not a thing to do with engagement. It doesn't have anything to do with pulse scores. It has to do with do you believe that your people, stepping into co-thinking your business with you, will create a better outcome than you telling them what to think? When your team uncovers a better way forward, then there's a certain sense of value and nobility and dignity that comes. That's a big deal, this whole sense of value and value driven by leaders thinking that we're creating creatives, not just creating implementers.
- Over 50% of the senior people interviewed believe they're contributing less than 50% of their capability to their organization.
That suggests there's a whole lot more we have to offer that we're just not able to get out there. The successful leader in this great reassessment is asking, what other capabilities are you not contributing? What can we do to get those to come forth, get those to be released, unlock them, etc?
The final piece on that whole conversation is, that I don't know anybody under 30 that will work for an organization that doesn't have a strong purpose or a cause and has a new expectation for what the experience at work is going to look like. What that means is that I am no longer going to be willing to compromise my experience at work and just invest in my personal experience. So, my expectations are the same things I have in my personal life for the fulfillment, and for achievement. And if I'm not getting that, I'm going to find a place where I get what I can get because I want to live my life fully across the board.
Listen to this podcast for more about reassessment in today’s workplace:
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If we want to create an extraordinary experience for our people, or experience for our guests and clients, then we must encourage variability.
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Believe in people that they want to win, and they don't wake up every day saying, I can't wait to be average again today. But they rarely get a chance to get in the game to that full degree. And so to the extent, we can get them in the game, and their experience is one that is as personal as their best home life experiences, there's tremendous financial, benefit in that.
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Values are the guidelines for which you make the decisions about the stuff that there are no rules.
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The great reassessment leaders going to have to change how they behave in terms of how they handle the truth and some things they probably need to stop doing. How are leaders going to need to change in this reassessment environment?
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Do we have a common mental model that ensures we all see things the same way? Are you drawing out the attitudes, opinions, and beliefs of different people and merging them into a common picture that means the same thing to all of us?
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Determine what to say no to.
Thanks to our Guest
Jim Hauden is an expert on leadership alignment, strategy execution, employee engagement, business transformation, change management, and accelerated learning. He has spoken at TEDx BGSU, Tampa TEDx, and Conference Board events, and has given keynote speeches for many organizations throughout the world. He contributes regularly to business publications, including Inc. and Switch & Shift, where he was ranked on the Top 75 List of Human Business Champions.
He lives in Sylvania, OH, with his wife, Michelle. They have three children, Brad, Brooke, and Blake, and five grandchildren. When he’s not traveling the globe visiting clients, he enjoys relaxing with his family at their lake cottage, golfing, fishing, sailing, photography, and attending Jimmy Buffett concerts.
Box out, and make room for the strategic moves needed to stay profitable in an inflationary environment.
Today we're going to talk about dealing with unpredictable markets and specifically inflationary markets. Specifically, we are going to talk about two options, do nothing, or do something, and then what can you do.
If you do nothing about this environment, you are assuming it's transitory, it's going to pass, no big deal. But both material costs as well as labor costs going up. And if you're not doing anything, your prices are remaining the same and you just are going to get caught in the squeeze, the margin is going to shrink, and profit is going to shrink. This is obviously a long-term problem for survivability. If inflation carries on at this rate or increases to the rates, we saw in the early eighties where it was double-digit inflation for extended periods of time. No model, no matter how good your model is, can withstand that without making moves.
So there really is no choice but to make moves on both the cost side and the price side. Wages are going up on an ongoing basis. You must be increasing prices. Your cost increases are coming from both labor and materials, so whether labor-dominated or material dominated as a business costs are going up.
A 10% price increase can double your organizational profit. Now, in this case, you're probably going to end up spending part of that increase on increased labor costs. It, you know, if you just match inflation for your employees, you're at seven. So your labor costs are going up 7% and you're not actually giving them any real money increase with a 7% raise. It's the same as they used to make. Your material costs are likely to go up by similar numbers, seven, eight, maybe more. There's some, there's sort of two effects going there. There's the underlying cost structure and then there's the scarcity problem that's occurring. You're going to see price increases probably between labor and materials of 7-8% because their labor's going up 7%.
And it's a chain. So, if you're not thinking about seven, eight, or 10% price increases you're going to go backward. In other words, your costs are going to go up by more than your prices are going up and you're going to squeeze your margins. In an inflationary environment where everything's going up, a price increase doesn't change your position on the supply-demand curve, it's the same. The whole market shifted 7%, you moved up 7%, and there's no conversation about losing customers.
Listen to the podcast for more on running your business in an inflationary market.
- The elasticity of your pricing. You need to increase prices, but how much is acceptable without risking your customers?
- How do you analyze the competitive environments?
- How do you analyze your supplier market?
- Do you have an economic alternative for your clients?
- Is this a re-designed product of a new marketing effort of an existing product
- How capital intense is your business?
Jim Schleckser, The CEO Project, and Kim Conklin, KC Consulting, debate the merits of compensation and incentive plans. Listen to this Podcast for entertaining bantering between Jim and Kim as they navigate this extremely important and relevant topic – fair compensation.
What does Fair Compensation mean? It means when employees look internally, other people that do more or less the job I do are paid more or less what I'm paid. And when I look outside, people that do more or less what I do make more or less what I make. 90 something percent of the population feel they are paid fairly for their effort, for their skills, experience, background, knowledge, etc. Where that sometimes runs into trouble - people that are fully coin operated, meaning they are all about maximizing their personal income and they will pound you. It doesn't matter where they are relative to anybody else, they will just pound you on compensation always. The other place that I've seen problems in this is when they have what I would call poor referent groups. These mercenaries are going to change jobs every year or two, maximizing their income.
One of the things that people do is go on salary.com and just plug in a job title and assume that their title matches the exact same job and then they wonder why it's 30 grand less. When you are looking at compensation, you need to look at the actual responsibilities of the person and the actual responsibilities of whatever job you're comparing it to. Sometimes a VP isn't a VP and a director isn't a director.
Here are some important tips for any organization. For details, listen to the podcast.
- You need to have a job banding framework with market data for job families within that band.
- You need to be careful about what you incentivize.
- For sales, you need to figure out the right mix of base pay vs incentive pay.
- For sales, you start earning your bonus or your incentive, whatever, whether it's commission or it's a management deal at 80% - a pretty healthy percentage of last year's number. And you earn it as we go from 80 to a hundred.
- For executives, the target to open the pool of money is the EBITDA. Typically it's your EBITDA budget and everybody has a different view on this. Some companies start paying it at 75% of target. I've never seen anyone go below 75. But yeah, typically, but it's not over prior year, it's at that 80, 85% of budget.
- Compensation and employee value must be aligned.
- Equity adjustments are important to ensure competitive wages.
- Critical benefits – 401K match, flexibility to work from home, mental health benefits, financial counseling, maternity and paternity leave
Today Jim Schleckser talks on a topic that we see a lot when we're dealing with CEOs – accountability. What is accountability? The word is literally the definition of what accountability is, which is an obligation or willingness to accept responsibility or account for one's actions. In other words, transparently accept and explain what I've been doing and the outcome I got.
When somebody says, I see a problem, I own a problem, I'm going to solve a problem, that's accountability, particularly when they do it transparently and share it with their team and their boss, that's accountability. On the negative side of non-accountable is, I wait and see. I finger point, it wasn't me, it was somebody else. I deny it. We see that all the time. Not my job.
All of that is a lack of accountability, particularly as you grow the organization as an entrepreneur, we run into leaders that tell you I am trying to get the best out of my team and I struggled to hold them accountable to achieve the results. When you're trying to hold people accountable, the first thing you have to have is an identifiable outcome. In other words, this is your obligation. Whether you're managing one person or managing an organization, you need to be clear about where you're going. So what does it look like? When are we going to get there? How are we going to know we achieved it?
The classic model for accountability is smart goals. So it's specific. We're going to achieve 12 million in revenue. It's measurable, we're going to measure it by the P & L. We'll know if we got there or not – it is achievable. That's the A in smart, right? Achievable - we did $10 million last year. We've been growing a million or 2 million a year. 12 is well within the capability of this organization. Revenue is one of the more relevant things in a business environment, but it might be generating a number of leads and that's relevant because it drives sales.
In this episode, Jim shares the critical elements of accountability and how to achieve accountability in your organization.
- Specific, measurable goals that can be evaluated
- Achievable objectives with specific timeframes and outcomes
- Follow-up tips to successfully hold people accountable
- 4 elements that define accountability - goals, expectations, awareness of what it means, social pressure
- Tactical elements of accountability – holding yourself accountable first, providing clarity and resources, removing roadblocks, providing feedback, rewarding appropriately
We have talked before about the criticality of management, as we talk about business model processes and leadership or talent, everybody's happy to spend on their executive team and get these A players. Everybody's happy to go hire people that are sort of billable, and customer-facing, but once you cross about a hundred people, the distance between those two spreads enough that you must have people in the middle. And as entrepreneurs, it is not an appealing place for us to spend time, effort, and money. And yet, it can put a nail in your tire and really screw you up. So this episode is focused on what it does it do to your company if you don't, and what are the implications? And then we will get into how to make it better.
When organizations grow and that need arises, generally they'll do a few things. One is they'll ignore it and they'll just overburden the executive team. What we most commonly see is a spoke and hub where all decisions run back and forth between the CEO or the leaders directly involved in decision-making in one way or another. Or we see a flat organization, maybe some supervisors, the CEO's direct reports. With either one of those models, you start to see a lot of constraints. You start to see a lot of slow down, burnout and overwhelm. So, what organizations often do is they'll hire externally because they begin noticing that there's a need and you lose institutional knowledge or you promote somebody too soon or they haven't been fully developed, now you're having to backfill the best person in that department who now doesn't know how to lead effectively, and the whole thing becomes problematic.
The best way to avoid this issue is to know your organization. Who is ready to move in the next 12 months, or in the next 3 to 5 years? So the real question is, how do you get someone ready?
There are two ways to develop your talent – providing them with Professional Development. The first is technical expertise through certifications, conferences, and job training. The second is leadership development. There are a number of ways to go about providing leadership development. Nothing beats one on one interactions. CEOs should skip levels and spend time with people two levels below. Experience what someone is good or bad at yourself. Start giving them small bite-size challenges.
This episode of the Lazy CEO Podcast will answer these questions and more.
- What do you do when you promote somebody and six months in you realize you made a mistake?
- 4 ingredients to effective accountability – Clarity, Responsibility, Deadline, and Reward
- Tools for assessing middle managers – Nine Box, 70-20-10
Neen James helps people think about how they focus their time, and how they maximize the impact, for not only themselves but also their organization. And she does a lot of very interesting coaching around systems thinking and communication techniques to improve executive effectiveness. Neen shares insights about paying attention, and how to focus your attention on the things that are your strengths and allow your team to focus on the rest.
Neen discusses the importance of remembering that No is a complete sentence. As CEOs, we must have shortcuts. We must have language that is understood by our team. So, an elegant way to say no is that sounds like a great project to be involved in. I'm at capacity right now, I'm going to direct you to this person. So you are acknowledging the request or the person or whatever the ask is. Because that's how we make them feel important. That's how we make them feel like we're giving them attention. But we also must be, have the courage to say, that's not a use of our time right Now, what I never want any CEO to say is, I don't have time. And here's why. When you say to someone, I don't have time, what you're actually saying is, I don't have time for you. And that's how we make them feel less valuable. And that's not our job because we're creating a culture where we want to develop the talent.
Neen leaves us with this challenge - have a 15-minute strategic appointment with yourself every day and identify your top three priorities that'll help move the business forward today.
For more advice and insight, I hope you will enjoy this Episode of The Lazy CEO Podcast.
This episode focuses on the secret to being a great and lazy CEO - knowing what to work on, only working on that, and getting rid of everything else. When I spread my effort across the whole organization, or we call it peanut buttering, your time across the business, it's not particularly useful because you haven't applied force in a significant way to one or two problems to really bust through them and get a great answer. You sort of neutralize all your effort by spreading it so thin.
You can think of this simply like a garden hose. So, you go out in your water, in your garden, and everybody knows what happens when you pull on the hose, you get a kink in the hose, and the kink in the hose stops the water from flowing. And if you think about the purpose of a hose, it's to flow water, right? That's the only real job it's got. So, it can't do its job because there's a kink in the hose. So your job as the waterer is to go find the kink and open it up, and then you get your flow rate back. Now, the same thing's true in your business. That's a system. It's a simple one. It's a hose, but your business is a system too.
But it's almost certain they're never going to open the kink and the hose if they just sort of work on the entire hose. A great CEO who's lazy, and doesn’t want to spend that much time working, says, I'm going to do this smart, I'm going to follow the hose, find the kink, and then I will get the performance I'm after. In other words, very specific and dedicated types of work to change the performance of the system. And that's what good CEOs do. And if you think about how a business grows, we've all seen these like scalloped curbs where it grows a while and then it gets flat, and then it grows a while, and then it gets flat.
That little flat spot is the kink coming into play. And until you resolve the kink, you don't get to grow again. When you see companies grow, then flatten out, grow, flatten out, that is because they're not being proactive and fixing the point of constraint from the kink before it comes into play. So how do you do this? In my book, Great CEOs Are Lazy, I talk about this idea of five hats, and these are the five hats that you should be thinking about wearing as a CEO when you're focused on the point of constraint. The first two hats are “find the kink” hats and the other three hats are “fix the kink” hats.
The hats are player, learner, architect, coach, and engineer. For details about each of the 5 hats, I hope you will enjoy this Episode of The Lazy CEO Podcast.
Jim Schleckser is the Chief Executive Officer of The CEO Project, a business advisory group for accomplished CEOs to help them solve their most challenging issues, resolve constraints, drive growth, and improve outcomes.
With 30 years of leadership experience in business strategy, organizational development, sales, marketing, and more, Jim leads global organizations across many functional areas in both public and private environments. He specializes in solving issues that fast-growing firms experience in their business models and processes as they reach high-performance levels. Jim has appeared in The New York Times, The Huffington Post, and National Public Radio.
In this episode… Every accomplished leader utilizes power to achieve business goals and maximize success. So, what are the different types of power, and how can you leverage them to maintain effective leadership?
According to business advisor Jim Schleckser, there are two separate categories of power: formal and informal. Formal power includes coercion, reward, and positional power, whereas informal power includes expert, referent, network, influential, information, and moral authority. Formal power is less constructive and most commonly used in hierarchical organizations. Effective leaders employ multiple types of informal power to inspire, motivate, inform, and collaborate with their teams.
In this episode of The Lazy CEO Podcast, Jim Schleckser, Chief Executive Officer at The CEO Project, talks about utilizing forms of power in leadership. He explains the three types of formal power and informal power and discusses how to use each power form in a business environment.
Jim Schleckser is the Chief Executive Officer of The CEO Project, a business advisory group for accomplished CEOs to help them solve their most challenging issues, resolve constraints, drive growth, and improve outcomes.
With 30 years of leadership experience in business strategy, organizational development, sales, marketing, and more, Jim leads global organizations across many functional areas in both public and private environments. He specializes in solving issues that fast-growing firms experience in their business models and processes as they reach high-performance levels. Jim has appeared in The New York Times, The Huffington Post, and National Public Radio.
In this episode… With the rise of Generation Z in the workforce, executives must adapt their leadership styles and culture to accommodate this group’s unique demands. So, how can you attract and retain Gen Z employees?
Generation Z grew up during the digital age and in a culture of security and protection. As a result, they are professionally inexperienced, risk-averse, and have a fear of failure. Simultaneously, this group is achievement-oriented and values professional development. For this reason, Jim Schleckser advises clearly communicating position and company expectations and developing a mentorship with them. It’s also necessary to integrate feedback into professional development programs to encourage receptivity. By fostering a smooth transition into the workforce, you can promote Gen Z’s strengths.
Tune in to this episode of The Lazy CEO Podcast as Jim Schleckser, Chief Executive Officer at The CEO Project, talks about coaching Gen Z employees to excel in the workforce. Jim shares Gen Z’s characteristics and workplace demands, how to attract and retain these employees, and this group’s strengths and weaknesses.
Robert Bell is a Tech Lead, Software Consultant, and Developer at Atomic Object, a software design and development consultancy. As an innovative software developer, he has the capacity to recognize client issues and generate solutions in a quick-paced, intricate, and dynamic setting. Before Atomic Object, Robert was a control and robotics engineer in the automotive industry, where he received the 2011 Heinz Dürr Innovation Award — a prize given by the Dürr AG with over 50 submissions from people in four different continents.
In this episode… The workforce is facing a dynamic shift. With the decline of boomers and Generation X, millennials will soon take over leadership roles. As a CEO, how can you ensure that you have talented millennials occupying crucial roles in your company?
Millennials are known for their ambition. They want to make a difference, but at the same time, they value autonomy and work-life balance. This group is socially conscious and would easily leave a job that does not align with their values. To attract these employees, Jim Schleckser and Robert Bell suggest establishing yourself as a reputable organization to positively impact employees. By aligning your company’s standards with millennials’ demands, you can retain millennial employees and bring value to your business.
In this episode of The Lazy CEO Podcast, Jim Schleckser sits down with Robert Bell, the Tech Lead, Software Consultant, and Developer at Atomic Object. Together, they talk about the characteristics that make the millennial workforce unique and how to attract this group of employees. They also share the positive attributes of millennials in the workforce, the importance of people-first culture for millennials, and these employees’ biggest motivators.
Jim Schleckser is the Chief Executive Officer of The CEO Project, a business advisory group for accomplished CEOs to help them solve their most challenging issues, resolve constraints, drive growth, and improve outcomes.
With 30 years of leadership experience in business strategy, organizational development, sales, marketing, and more, Jim leads global organizations across many functional areas in both public and private environments. He specializes in solving issues that fast-growing firms experience in their business models and processes as they reach high-performance levels. Jim has appeared in The New York Times, The Huffington Post, and National Public Radio.
In this episode… Business negotiations are a lengthy and often arduous process with many characteristics and techniques to hone. So, how can you navigate these deals to reach an effective solution?
According to Jim Schleckser, the fear of loss is greater than the desire for gain. When conducting a deal with another businessperson, it’s necessary to leverage their risk aversion to expedite the process. By identifying your adversary’s greatest fear and offering them a guaranteed solution, you can utilize time value of money to secure a favorable outcome.
In today’s episode of The Lazy CEO Podcast, Jim Schleckser discusses techniques for effective negotiations. He explains how to identify an adversary’s needs, how to negotiate price to reach an advantageous solution, and the importance of expressing gratitude at the conclusion of a negotiation.
Jim Schleckser is the Chief Executive Officer of The CEO Project, a business advisory group for accomplished CEOs to help them solve their most challenging issues, resolve constraints, drive growth, and improve outcomes.
With 30 years of leadership experience in business strategy, organizational development, sales, marketing, and more, Jim leads global organizations across many functional areas in both public and private environments. He specializes in solving issues that fast-growing firms experience in their business models and processes as they reach high-performance levels. Jim has appeared in The New York Times, The Huffington Post, and National Public Radio.
In this episode… When negotiating a business deal, do you struggle to reach a viable solution? What are some effective strategies you can utilize to manage difficult negotiations?
According to business leader Jim Schleckser, there are two main types of negotiations. A collaborative negotiation utilizes cooperation and understanding to identify your associate’s goals and generate a mutually beneficial solution. Conversely, an adversarial negotiation employs force to gain an advantage over your competitor. With this deal, it’s crucial to leverage counter techniques such as mirroring and reasoning to mediate your adversary’s combative tactics.
In today’s episode of The Lazy CEO Podcast, Jim Schleckser talks about navigating collaborative and adversarial negotiations. He explains how to negotiate to reach common ground, how to identify and counter adversarial negotiation approaches, and how to leverage confrontational tactics to reach a solution.
Joel Trammell is the Founder of the Texas CEO Magazine and the Co-founder of American CEO, a company that provides educational resources for chief executive officers. He is a successful entrepreneur who has founded four businesses and served as CEO of seven others — from startups to public firms valued at $1 billion.
As an author and educator, Joel has extensive experience teaching CEO Master Classes and Managerial Excellence Courses. He regularly speaks at conferences and nationwide events and has contributed to Entrepreneur, Forbes, and Inc.com. He has served on the boards of public, private, and nonprofit organizations and is now on a mission to teach aspiring and established CEOs how to effectively carry out their position.
In this episode… A CEO wears many hats. They communicate with management, the board, and the general public while serving as the company's face to internal and external stakeholders. They are in charge of implementing the organization's long-term plan and fostering brand values within the workforce. What does it take to be a successful CEO? Is it enough to be a strong leader with years of experience and expertise? What abilities and traits should you have to help you succeed under pressure?
According to Joel Trammell, CEOs are in the people business as much as they are in the marketing and sales business. As a CEO, you should have a good people management system in place. You must also deeply understand how your product is made and why it’s bought.
In this episode of The Lazy CEO Podcast, Jim Schleckser continues his conversation with Joel Trammell, the Founder of Texas CEO Magazine and the Co-founder of American CEO. They talk about what makes a good business and a bad business, the characteristics a CEO must have, and the most common issues CEOs usually face. Joel also talks about what he learned from his many businesses through the years and the secret to his most successful ventures.
Joel Trammell is the Founder of the Texas CEO Magazine and the Co-founder of American CEO, a company that provides educational resources for chief executive officers. He is a successful entrepreneur who has founded four businesses and served as CEO of seven others – from start-ups to public firms valued at $1 billion.
As an author and educator, Joel has extensive experience teaching CEO Master Classes and Managerial Excellence Courses. He regularly speaks at conferences and nationwide events and has contributed to Entrepreneur, Forbes, and Inc.com. He has served on the boards of public, private, and nonprofit organizations and is now on a mission to teach aspiring and established CEOs how to effectively carry out their position.
In this episode… CEOs face difficult situations and must make tough decisions. They are frequently caught between employees, shareholders, and clients who have very different interests, wants, and needs. Given the lens of these various parties, how does a CEO maintain balance and fairness in determining which one has supremacy?
Joel Trammell says that a good CEO should be able to effectively identify and manage the two triangles of tension in every business. The first triangle is the external tension – the wants and needs of employees, customers, and shareholders. The second triangle represents the internal tension between the sales group, product group, and marketing group. The role of a CEO is managing the white space, communication, and coordination of those six fundamental areas simultaneously.
In this episode of The Lazy CEO Podcast, Jim Schleckser sits down with Joel Trammell, the Founder of Texas CEO Magazine and the Co-founder of American CEO. They talk about the challenges CEOs face everyday when making crucial decisions for their businesses. Joel also talks about what being an executive means and why hiring should be a continuous process when building a successful company.
There are two reasons to need capital: one reason is to fund growth and another reason to need capital is inventory.
In this episode, Jim Schleckser explains why a business needs capital, where to get capital for the business, and why you need to bring capital into your business. He also shares his best tips for bringing capital into your business so make sure to tune in.
Jason Boyce is the Founder and CEO of Avenue7Media, a company that guides brands through the most successful and competitive marketplace in the world — Amazon. They provide tools such as design, research, product development and management, customer service, optimization, and more. Jason’s entrepreneurial journey began with dropshipping sports goods, and through this experience, he started Avenue7Media to help others navigate the cutthroat marketing industry. With nearly 20 years of e-commerce and Amazon Marketplace experience, he is the author of The Amazon Jungle.
In this episode… In today’s dynamic marketplace, it’s increasingly difficult to start and grow a business, especially on one of the world’s leading sales platforms. Brands struggle to create a competitive sales strategy while providing excellent customer service. So, how can small businesses advance to success?
Jason Boyce is optimistic about how brands can leverage the competitive market against large companies. With 20 years of experience in the marketing and sales industries, he understands the challenges of creating a valuable business model to sell exclusive products and generate recurring revenue. Jason advises entrepreneurs how to navigate the dynamic and volatile nature of building a competitive brand.
In this episode of The Lazy CEO Podcast, Jim Schleckser sits down with Jason Boyce, Founder & CEO of Avenue7Media. They talk about how to competitively navigate the marketing world and achieve success. Jason emphasizes the importance of having a flexible business model, shares tips for adapting to a competitor’s strategy, and what to do when things don’t go according to plan.
Jim Schleckser is the Chief Executive Officer of Inc. CEO Project, a business advisory group for accomplished CEOs to help them solve their most challenging issues, resolve constraints, drive growth, and improve outcomes.
With 30 years of leadership experience in business strategy, organizational development, sales, marketing, and more, Jim leads global organizations across many functional areas in both public and private environments. He specializes in solving issues that fast-growing firms experience in their business models and processes as they reach high-performance levels. Jim has appeared in The New York Times, The Huffington Post, and National Public Radio.
In this episode… Do you feel like you’ve hit a plateau in your entrepreneurial career? Is your organization not functioning as adequately as it should? How can you optimize your business processes to improve performance and maximize success?
First, CEOs must identify the source of the problem in their business processes. According to keynote speaker and business advisor Jim Schleckser, this “kink” directly affects a company’s performance, so it’s essential to develop strategies to rectify it. The five hat framework allows CEOs to analyze their data to recognize flaws, enhance their business models to maximize revenue, and leverage talent to improve operations.
In today’s episode of The Lazy CEO Podcast, Dr. Jeremy Weisz sits down with Jim Schleckser, CEO of The CEO Project, to discuss how CEOs can streamline and advance their careers. Jim shares the common mistakes CEOs make, advice for establishing organizational development, and how the five hat model helps CEOs identify the kinks in their business.