Leadership and Management
Rethinking Competition, Part I
But the fact is, competition comes in various forms and frequently has n...
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Leadership and Management
Complacency
After the long run of good fortune that many small businesses have enjoy...
Leadership and Management
Con Artists
Most con artists eventually get found out and it usually doesn’t end wel...
Teams and Culture
Joe Bagadonuts
Sometimes it’s asking the right questions and then caring enough to actu...
Leadership and Management
CHIEF “NO” OFFICER, Part II
Business strategies can and should change over time as markets and busin...
Leadership and Management
Chief “NO” Officer, Part I
One of the things we notice is that regardless of how a company performe...
Operations and Systems
38-Year-Old Rookie Mistake
No business is immune from the risk of this kind of thinking when the bu...
Leadership and Management
Distance Running
One of the first lessons I learned was that I couldn’t blame the outcome...
Leadership and Management
On Second Thought
We often make this mistake when we’re young business owners just trying ...
Leadership and Management
Transitions, Part IV
There is no more frightening time for a CEO than when it’s time to trans...
Foundations for enduring leadership
Learn the proven tools and frameworks drawn from decades of experience guiding growing businesses.
Most of the problems small businesses experience have more to do with the business owner's behaviors than they do with markets, competitors, or having the right processes in place. This is because small businesses are reflections of their owners and frequently take on the owner's behavioral characteristics.
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People are one of the few remaining, reliable sources of sustainable, competitive advantage. Competitors will copy marketing strategies, and technology and process advantages will fade over time, but having the best people for your organization will turn customers into raving fans, allowing you to have a more enjoyable ride as you achieve your goals.
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