Fatal Business Errors Made By CEOs

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  • Copyright 2009, The Goldhill Group
  • Fatal Business Errors Made By CEOs

    1. 1. CEO ROUNDTABLE The Peer Group Experience
    2. 2. <ul><li>This morning’s objectives </li></ul><ul><li>To help you get un comfortable </li></ul><ul><li>Introduce the CEO PEER GROUP PROGRAM </li></ul><ul><li>Provide you a flavor for 2 elements of PROGRAM </li></ul><ul><ul><ul><li>Speakers and group discussion </li></ul></ul></ul><ul><ul><li>Have you walk out with 1-2 concrete ideas to implement in your business </li></ul></ul>
    3. 3. What is a CEO PEER GROUP? <ul><li>Peer consulting group of business owners </li></ul><ul><li>Informal Board of Directors </li></ul><ul><li>Coaching forum </li></ul><ul><li>Way to find out “what you don’t know” </li></ul><ul><li>Tool to create work/life balance </li></ul><ul><li>Real-world MBA </li></ul>Today is NOT a CEO PEER GROUP meeting
    4. 4. Upfront Contract for Today <ul><li>Our Commitment </li></ul><ul><ul><li>Deliver 1-2 good ideas for your business </li></ul></ul><ul><ul><li>Ask tough questions </li></ul></ul><ul><ul><li>Challenge you </li></ul></ul><ul><ul><li>Finish on time </li></ul></ul><ul><li>Your Commitment </li></ul><ul><ul><li>Be frank, open and decisive </li></ul></ul><ul><ul><li>Turn cell phones & email off </li></ul></ul><ul><ul><li>Complete feedback form </li></ul></ul>
    5. 5. Participant Introductions <ul><li>Name, company, location, years in business? </li></ul><ul><li>Thirty (30) second version – about your company </li></ul><ul><li>What expectations you have for today, if any? </li></ul><ul><li>Optional </li></ul><ul><li>About you, your family or hobbies, etc. </li></ul><ul><li>Your vision/mission for your business </li></ul><ul><li>Most underrated value </li></ul><ul><li>Historical figure you’d like to have over for dinner </li></ul>
    6. 6. Best Practices Discussion
    7. 7. Best Practices Discussion <ul><li>Activities to improve operating margins </li></ul><ul><ul><li>Laying off non-billable/revenue generating employees </li></ul></ul><ul><ul><li>Reducing specific overhead items </li></ul></ul><ul><ul><li>Adding more value while holding price </li></ul></ul><ul><li>Managing the business “by the numbers” is: </li></ul><ul><ul><li>The most important function I perform </li></ul></ul><ul><ul><li>Over-rated </li></ul></ul><ul><ul><li>I look at the income sheet and not much else </li></ul></ul><ul><ul><li>How often do you look at the numbers? </li></ul></ul>
    8. 8. Best Practices Discussion <ul><li>3. Employer funded health insurance is: </li></ul><ul><ul><li>A prerequisite of being in business </li></ul></ul><ul><ul><li>Something the employee should pay half of </li></ul></ul><ul><ul><li>The employee’s problem </li></ul></ul><ul><li>Other: </li></ul>
    9. 9. Business Education
    10. 10. Speaker <ul><li>“ The Impact of the Election on Small Business ” </li></ul><ul><li>Stuart Waldman, President </li></ul><ul><li>Valley Industry & Commerce Assn. </li></ul><ul><li>Education : J.D. from Loyola Law School; B.A. from CSUN in political science Favorite book : Art of War by Sun Tzu Team I’d most like to play on: U.S. Soccer team Most underrated value: Loyalty Historical figure you’d most like to have over for dinner: Golda Meir Vision for the Valley: A Valley with great public schools, a world class public transportation system, and a thriving business community. </li></ul>
    11. 11. Host Presentation / Discussion
    12. 12. Facilitator <ul><li>“ Fatal Business Errors Made by CEOs and How to Avoid Them” </li></ul><ul><li>Jonathan Goldhill, The Goldhill Group </li></ul><ul><li>Education : MBA from USC Entrepreneur Program; B.A. Sociology from UCSB Experience : 20+ years consulting, coaching, training, financing, small bus. mgmt. </li></ul><ul><li>Favorite book : an open one Team I’d most like to play on: the one I’m coaching at that time Most underrated value: Enjoyment Historical figure you’d most like to have over for dinner: John Maxwell Mission/Vision: Helping CEOs and Presidents of owner-managed companies improve personal, professional and organizational effectiveness </li></ul>
    13. 13. Source Materials
    14. 14. Gut Check Test <ul><li>___ I crave more personal time, more freedom </li></ul><ul><li>___ I feel, at times, like a prisoner to my business </li></ul><ul><li>___ I say routinely, “I didn’t get anything accomplished today” </li></ul><ul><li>___ I feel like I’m working too much, earning too little </li></ul><ul><li>___ I feel “out of control” </li></ul><ul><li>___ I reactively tackle urgent matters instead of important matters </li></ul><ul><li>___ I am caught working “in” my business instead of “on” my business </li></ul><ul><li>___ I am juggling too much and feeling overwhelmed and frustrated </li></ul><ul><li>___ I am chained to my desk, phone, pager, e-mail, etc. </li></ul><ul><li>___ I am the chief go-to problem solver in my business </li></ul><ul><li>___ I occasionally suffer from the “business owner blues” </li></ul><ul><li>___ I am stuck “doing everything” myself </li></ul><ul><li>___ Clutter, complexity, and confusion have overtaken my life </li></ul><ul><li>____ Total (How many checked items?) </li></ul>
    15. 15. What DO you LOVE about being an entrepreneur? <ul><li>Freedom </li></ul><ul><li>Doing what I love </li></ul><ul><li>On my own </li></ul><ul><li>Profits </li></ul><ul><li>No one tells me what to do </li></ul><ul><li>Fun work </li></ul><ul><li>Disseminating the vision </li></ul><ul><li>Growth </li></ul><ul><li>Exciting </li></ul><ul><li>Control Culture </li></ul><ul><li>Building Value </li></ul>
    16. 16. What DON’T you LOVE? <ul><li>Unmotivated Employees </li></ul><ul><li>Illegal and unlicensed competitors </li></ul><ul><li>Bad Market Conditions </li></ul><ul><li>Shrinking Margins </li></ul><ul><li>Long Hours </li></ul><ul><li>Weak managers and weak team </li></ul><ul><li>No one to delegate to </li></ul><ul><li>Loneliness at the top </li></ul><ul><li>Ineffective marketing programs </li></ul>How close to a breaking point are you?
    17. 17. Do You Own a Business or a Job? <ul><li>Can you take a two-month vacation? A one-month vacation? A two-week vacation? </li></ul><ul><li>Can you take a one-week, work-free, guilt-free vacation? </li></ul><ul><li>If not , you do not have a successful business, you have a glorified job!! </li></ul><ul><li>You do not have an effective business system, you are the system! </li></ul><ul><li>If you are the system, you are limiting the company’s growth and your freedom. </li></ul>
    18. 18. Wake-Up ! <ul><li>You own a business, not a job! Start thinking and acting like it -- more brain, less brawn ! </li></ul><ul><li>Your business should not depend upon your daily presence, personality, problem-solving and perspiration for its survival </li></ul><ul><li>You must design a business that is distinct from you and works in your absence </li></ul><ul><li>You must get strategic to get free and get wealthy </li></ul><ul><li>Focus on becoming a Strategic Business Owner! </li></ul>
    19. 19. The Strategic Business Concept <ul><li>Can your business run predictably, consistently and automatically whether you are there or not? </li></ul><ul><li>Is your business dependent on you, the owner, or upon your business systems? </li></ul><ul><li>Do you run your business? </li></ul><ul><li>Does your business run you? </li></ul><ul><li>Can your business produce consistent results in your absence? </li></ul>
    20. 20. E-Myth Errors <ul><li>Typical small business owner is: </li></ul><ul><li>10% Entrepreneur – Dreamer/Creator/Leader </li></ul><ul><li>20% Manager – Pragmatic/Organizer/Numbers </li></ul><ul><li>70% Technician – The Doer </li></ul><ul><li>Your business mirrors your lopsidedness </li></ul>
    21. 21. The “Technician” <ul><li>Represents the Tactical view of the business – not the Strategic view </li></ul><ul><ul><li>Technical work does little to move the business forward to create value </li></ul></ul><ul><ul><li>If the business depends on its owner, the owner doesn’t own a business, s/he owns a JOB </li></ul></ul><ul><li>Business growth is limited by how much the owner can accomplish themselves </li></ul><ul><li>Transition to employees – helpers with the technical work. Abdication or Delegation? </li></ul>
    22. 22. The “Manager” <ul><li>The Manager function is defined by transition from doing the day-to-day work that produces revenue to organizing and supervising others who will do the day-to-day work </li></ul><ul><li>Represents a difficult challenge because employees will rarely do the work as efficiently or as effectively as the business owner </li></ul><ul><li>Value of doing something well vs. doing something that you shouldn’t be doing at all? </li></ul>
    23. 23. The “Entrepreneur” <ul><li>The Entrepreneur creates the vision and direction for the business. This is the Highest Impact activity for the business owner and the business </li></ul><ul><li>The Entrepreneur is obsessed with building a business that works without them! </li></ul><ul><li>The Entrepreneur prepares himself/herself and their company for growth by building a foundation and structure that can carry the demands imposed by growth. </li></ul>
    24. 24. E-myth Exercise <ul><li>What could you accomplish if you were mostly “Entrepreneur?” </li></ul><ul><li>What is preventing you from closing the gap? </li></ul><ul><li>What will you do differently in the future? </li></ul><ul><li>What is the payoff if you do make the change? </li></ul>Role Where you are now (%) Where you would like to be (%) Technician Manager Entrepreneur
    25. 25. E-Myth Errors <ul><li>OWNER-DEPENDENT BUSINESS </li></ul><ul><li>DOING LOW-VALUE “WORK” </li></ul><ul><li>TEETERING ON GREATNESS </li></ul><ul><li>FIRE SLOWLY, HIRE QUICKLY </li></ul><ul><li>NO JOB TESTING </li></ul><ul><li>NO FORMAL TRAINING PROGRAM </li></ul><ul><li>INFORMATION HOGGING </li></ul><ul><li>YABUT EXCUSES </li></ul><ul><li>ABDICATING NOT DELEGATING </li></ul><ul><li>SAVING YOUR WAY TO SUCCESS </li></ul><ul><li>WEAK SALES & MARKETING </li></ul><ul><li>OVERSERVICING BOTTOM 10% </li></ul><ul><li>FIELD OF DREAMS THINKING </li></ul><ul><li>FAILURE TO GET OUTSIDE HELP </li></ul><ul><li>EXECUTIVE INDECISIVE SYNDROME </li></ul>
    26. 26. FATAL ERROR 1: Owner Dependent Business <ul><li>Do You Own a Business or a Job? </li></ul><ul><li>Do you run your business OR does your business run you? </li></ul><ul><li>Can you take an extended vacation? </li></ul><ul><li>Can you take a work-free, guilt-free vacation? </li></ul><ul><li>Is everyone and everything dependent on you? </li></ul><ul><li>Are you limiting the company’s growth? </li></ul><ul><li>Is the dependence on you limiting your freedom? </li></ul><ul><li>Can your business run predictably, consistently and automatically whether you are there or not? </li></ul><ul><li>Can your business produce consistent results in your absence? </li></ul>
    27. 27. Owner-Dependent = Weak/Inadequate Systems <ul><li>90% of small businesses have weak operating systems. All good ones do. </li></ul>
    28. 28. <ul><li>BUSINESS PROCESSES </li></ul>
    29. 29. FATAL ERROR 2: Doing Low-Value Work <ul><ul><li>Working “IN” not “ON” your business </li></ul></ul><ul><ul><li>Doing the work sometimes feels good </li></ul></ul><ul><ul><li>You are the bottleneck </li></ul></ul><ul><ul><li>What does doing the work really cost you? </li></ul></ul><ul><ul><li>Do you think Donald Trump is dealing cards at the blackjack table? </li></ul></ul><ul><ul><li>What software code did Bill Gates last write? </li></ul></ul><ul><ul><li>Did Fred Smith ever deliver a FedEx package? </li></ul></ul>
    30. 30. Delegation Line Delegation line High Impact/ High Value Low Value Low Frequency High Frequency $250/hr $10/hr 20% $35% 5% Strategic Planning Key Personnel Hires Significant Customers Sales Calls Bank Deposits Filling in 1x/month on a job Driving the Truck Supervisor on Jobs GREEN COLLAR WHITE COLLAR DOG COLLAR BLUE COLLAR
    31. 31. Mindset Shift from Employee to Strategic Leader Tactical Strategic Doing Leading Work a job Build an Asset Details Big picture Role player Head coach Reactive Proactive Technician Architect Doing things right Doing the right things Day-to-day Long-term view Working hard Working smart Shifting gears Shifting mindset Working “in” Working “on”
    32. 32. FATAL ERROR 3: Teetering on Greatness <ul><li>Great businesses look like this, right? </li></ul>GREAT PEOPLE ORDINARY PEOPLE
    33. 33. WRONG! <ul><li>Great businesses look like this: </li></ul>GREAT PEOPLE ORDINARY PEOPLE
    34. 34. Great businesses work like this, right? RESULTS HARD WORK IDEAS GREAT PEOPLE
    35. 35. WRONG! <ul><li>Great businesses work like this: </li></ul>RESULTS HARD WORK IDEAS GREAT PEOPLE ACCOUNTABILITY & PLANNING SYSTEMS
    36. 36. FATAL ERROR 4: Firing Slowly, Hiring Quickly <ul><li>Do you tend to hire too fast? </li></ul><ul><li>What has getting this error backwards cost you? </li></ul><ul><li>What has that cost you? </li></ul><ul><li>Do you hire for talent or for their experience on a resume? </li></ul><ul><li>What do you do to match talent to the position? </li></ul><ul><li>What % of your workforce is emotionally engaged? </li></ul><ul><li>How long do you wait to fire an emotionally disengaged employee? </li></ul>
    37. 37. FATAL ERROR 5: No Formal Training Program <ul><li>Do employees know their roles, responsibilities and what is expected of them? </li></ul><ul><li>Are their talents being utilized in the best way possible? </li></ul><ul><li>Are you coaching, challenging, motivating them? </li></ul><ul><li>Do they feel appreciated and valued? </li></ul><ul><li>What training do they get? </li></ul><ul><li>What authority do you give them? </li></ul><ul><li>Are they held accountable for results? </li></ul><ul><li>OR, Is your classroom empty? </li></ul>
    38. 38. FATAL ERROR 6: No Job Testing <ul><ul><li>Start with aptitude NOT experience </li></ul></ul><ul><ul><li>Test loyalty and honesty </li></ul></ul><ul><ul><li>Test skills and job fit </li></ul></ul><ul><ul><ul><li>Knowledge of best practices </li></ul></ul></ul><ul><ul><ul><ul><li>Sales & Management behaviors </li></ul></ul></ul></ul><ul><ul><li>How respond to: </li></ul></ul><ul><ul><ul><li>problems and challenges </li></ul></ul></ul><ul><ul><ul><li>influence others to your point of view </li></ul></ul></ul><ul><ul><ul><li>pace of the environment </li></ul></ul></ul><ul><ul><ul><li>rules and procedures set by others </li></ul></ul></ul>
    39. 39. FATAL ERROR 7: Information Hogging <ul><li>Have you shared your vision? </li></ul><ul><li>“ I need to clone myself because my people just don’t do it as well as I do.” You are right! </li></ul><ul><li>Give your people the right to fail. </li></ul><ul><li>Most CEOs don’t share any information with their people. Why? </li></ul><ul><li>Share data like objectives, basic financial data like margins, goals, etc. </li></ul>
    40. 40. Other Errors <ul><li>OWNER-DEPENDENT BUSINESS </li></ul><ul><li>DOING LOW-VALUE “WORK” </li></ul><ul><li>TEETERING ON GREATNESS </li></ul><ul><li>FIRE SLOWLY, HIRE QUICKLY </li></ul><ul><li>NO JOB TESTING </li></ul><ul><li>NO FORMAL TRAINING PROGRAM </li></ul><ul><li>INFORMATION HOGGING </li></ul><ul><li>YABUT EXCUSES </li></ul><ul><li>ABDICATING NOT DELEGATING </li></ul><ul><li>SAVING YOUR WAY TO SUCCESS </li></ul><ul><li>WEAK SALES & MARKETING </li></ul><ul><li>OVERSERVICING BOTTOM 10% </li></ul><ul><li>FIELD OF DREAMS THINKING </li></ul><ul><li>FAILURE TO GET OUTSIDE HELP </li></ul><ul><li>EXECUTIVE INDECISIVE SYNDROME </li></ul>
    41. 41. FATAL ERROR 8: Yabut Excuses <ul><li>Yeah but… </li></ul><ul><li>It is far easier to criticize than create </li></ul><ul><li>Problem- and finger-pointing </li></ul><ul><li>Stop accepting yeah buts from yourself </li></ul><ul><li>Stop accepting yeah buts from others </li></ul><ul><li>Stop making assumptions </li></ul>NO accountability * NO response–ability * JUST excuses, please!
    42. 42. FATAL ERROR 9: Abdicating Not Delegating
    43. 43. FATAL ERROR 10: Saving Your Way To Success <ul><li>Maximum 10% savings in your expenses </li></ul><ul><li>The real money is in the top line </li></ul><ul><li>Stashing your nuts inherently cuts off risk and innovation. </li></ul>
    44. 44. FATAL ERROR 11: Weak Sales & Marketing “ Because its purpose is to create a customer, the business has two and only two functions: marketing and innovation. Marketing and innovation produce results. All the rest are costs.” – Peter F. Drucker the father of “modern management” author of 39 business books consultant to the most acclaimed companies
    45. 45. Leverage of Marketing <ul><li>Selling = </li></ul><ul><ul><li>One-to-one persuasion </li></ul></ul><ul><ul><li>Converting leads to customers </li></ul></ul><ul><ul><li>The ground war </li></ul></ul><ul><li>Marketing = </li></ul><ul><ul><li>One-to-many education </li></ul></ul><ul><ul><li>Generating qualified leads </li></ul></ul><ul><ul><li>The air support </li></ul></ul><ul><li>Most businesses miss out on the incredible leverage of marketing! </li></ul>
    46. 46. <ul><li>When you think of the word “salesperson”, what comes to mind? </li></ul><ul><li>How comfortable are you? </li></ul><ul><li>Do you have a selling system? </li></ul><ul><li>Did you ‘crack the code’ and teach it to your employees? </li></ul>Get a new attitude! … And some solid sales behaviors and techniques
    47. 47. Selling Improvement <ul><li>How can I improve dramatically my selling effectiveness? </li></ul><ul><li>How can my company improve its sales effectiveness? </li></ul><ul><li>__________________________________________ </li></ul><ul><li>__________________________________________ </li></ul><ul><li>__________________________________________ </li></ul>
    48. 48. FATAL ERROR 12: Over-servicing Bottom 10% <ul><li>Not Saying NO! to your worst customers </li></ul><ul><li>Over-servicing = headaches and lost profits </li></ul><ul><li>Have the guts to raise your prices </li></ul><ul><li>Eliminate the dogs (bottom 10-20%) </li></ul><ul><li>Cultivate the gems (top 10-20%) </li></ul><ul><li>Vacuum to prosperity </li></ul>
    49. 49. FATAL ERROR 13: Field of Dreams Thinking <ul><li>Hope is not a strategy! </li></ul><ul><li>Running your business without thinking doesn’t work </li></ul><ul><li>Unclear, unwritten goals and objectives </li></ul><ul><li>No simple business plan </li></ul><ul><li>Not watching your numbers </li></ul><ul><li>Don’t‘ know your ratios </li></ul><ul><li>Don’t know your KPIs </li></ul><ul><ul><li>Key performance indicators </li></ul></ul>
    50. 50. FATAL ERROR 14: Failure to Get Outside Help <ul><li>Failure to fix “lonely at the top” syndrome </li></ul><ul><li>Who do you talk to about really important issues? </li></ul><ul><li>(e.g., selling the company, bring in top executive, holding employees accountable, improving company performance) </li></ul><ul><li>Friends and family? </li></ul><ul><li>Employees? </li></ul><ul><li>Your Advisors? (e.g., attorney, CPA, consultants, etc.) </li></ul><ul><li>Other owners? </li></ul>
    51. 51. FATAL ERROR 15: Executive Indecisive Syndrome <ul><li>Many executive get successful then quit taking chances. </li></ul><ul><li>Which CEOs are more successful: </li></ul><ul><li>the ones who take too many chances? </li></ul><ul><li>OR </li></ul><ul><li>the ones who take too few ? </li></ul><ul><li>Failure = feedback </li></ul>
    52. 52. <ul><li>The definition of insanity </li></ul><ul><li>is </li></ul><ul><li>continuing to do the same thing </li></ul><ul><li>and expecting a different result. </li></ul>
    53. 53. <ul><li>“ Busy-ness”, Consumed by clutter </li></ul><ul><li>Technical Tendencies - Habits </li></ul><ul><li>Waste our time and talent </li></ul><ul><li>Inadequate Business Systems </li></ul><ul><li>Ineffective Leadership/Delegation </li></ul><ul><li>Growing Business Complexities </li></ul>Human Nature – The Challenge <ul><li>RESULT Feeling Stuck </li></ul><ul><ul><li>We Lose… </li></ul></ul><ul><ul><ul><li>… Focus </li></ul></ul></ul><ul><ul><ul><li>… Opportunities </li></ul></ul></ul><ul><ul><ul><li>… Productivity </li></ul></ul></ul><ul><ul><ul><li>… Income </li></ul></ul></ul><ul><ul><ul><li>… Clarity </li></ul></ul></ul><ul><ul><ul><li>… Effectiveness </li></ul></ul></ul><ul><ul><ul><li>… Joy </li></ul></ul></ul>
    54. 54. <ul><li>Cash flow pressures </li></ul><ul><li>Constant urgency </li></ul><ul><li>Business is stagnating, growing too fast or out of control </li></ul><ul><li>Ineffective selling attitudes, techniques & behaviors </li></ul><ul><li>Inefficiency – poor systems </li></ul><ul><li>Ineffective leadership </li></ul><ul><li>Poor delegation skills </li></ul>… and the signs <ul><li>Feeling </li></ul><ul><ul><li>Exhausted </li></ul></ul><ul><ul><li>Directionless </li></ul></ul><ul><ul><li>Stressed </li></ul></ul><ul><ul><li>Isolated & Alone </li></ul></ul>
    55. 55. Nuts & Bolts of the CEO PEER GROUP PROGRAM
    56. 56. The CEO Peer Group Program <ul><li>Monthly Group Meeting </li></ul><ul><li>Individual Consulting/Coaching Sessions </li></ul><ul><li>Speaker Series and Special Events </li></ul>
    57. 57. The Group Meeting <ul><li>Monthly half-day sessions with all members </li></ul><ul><li>Members present issues confronting their companies to the group for review, analysis and feedback </li></ul><ul><li>Input on issues from peers helps members reach informed decisions from those with experience </li></ul><ul><ul><li>Host Presentations - Book Summaries </li></ul></ul><ul><ul><li>Tiger Teams - Open Discussions </li></ul></ul>
    58. 58. Individual Coaching/Consulting Sessions <ul><li>Monthly, 90-120 minute sessions at the member’s business with group facilitator </li></ul><ul><li>Focused discussion </li></ul><ul><ul><li>What needs attention? </li></ul></ul><ul><ul><li>Issue development for group </li></ul></ul><ul><ul><li>Strategic thinking: planning, growth, expansion, operations, sales & marketing strategies </li></ul></ul>
    59. 59. Speaker Series / Special Events <ul><li>Speakers: </li></ul><ul><ul><li>Clinical Psychologist: Using Personality Assessments to Increase Employee Productivity </li></ul></ul><ul><ul><li>Hiring Expert: How to Hire and Leverage Top Performers </li></ul></ul><ul><ul><li>Employment Attorney: Top 10 Errors Made by Owners </li></ul></ul><ul><ul><li>Online Marketing </li></ul></ul><ul><li>Special Events: </li></ul><ul><ul><li>Wine Tasting Holiday Mixer </li></ul></ul><ul><ul><li>MB2 Raceway </li></ul></ul>
    60. 60. Current member overview (Calabasas Group) <ul><li>Age range: 32 to 58 years old </li></ul><ul><li>Employees: 5 to 350 employees </li></ul><ul><li>Revenues: $550k to $9.5M </li></ul><ul><li>Industries: Janitorial Services, Remodeler, Market Research, IT Services, Bike Manufacturer, Appliance Retailer, Auto accessory manufacturer, Accounting firm, Pension Consulting firm </li></ul><ul><li>Successful business people (examples): </li></ul><ul><ul><li>38% net margin </li></ul></ul><ul><ul><li>$800,000 in net profits </li></ul></ul><ul><ul><li>Successful entrepreneurs with high school degrees and MBAs </li></ul></ul><ul><ul><li>Successfully sold two separate business for seven figures </li></ul></ul>
    61. 61. Membership Requirements <ul><li>Time Commitment </li></ul><ul><li>Presidents, CEOs or Owners only </li></ul><ul><li>Minimum revenues > $500,000 </li></ul><ul><li>Minimum # of employees = 5 </li></ul><ul><li>No competitive or supplier relationships in the group </li></ul><ul><li>Strict confidentiality!!! </li></ul><ul><li>Completion of selection interview (60 minutes) </li></ul><ul><li>Payment of monthly dues </li></ul>
    62. 62. The Next Step <ul><li>Please complete feedback sheets </li></ul><ul><li>Do not answer “Yes” unless: </li></ul><ul><ul><li>Intend to schedule a selection interview within next 2 weeks </li></ul></ul><ul><ul><li>Will extend us the same courtesy you would expect: </li></ul></ul><ul><ul><ul><li>Take our phone call </li></ul></ul></ul><ul><ul><ul><li>Promptly return voice mail </li></ul></ul></ul><ul><ul><ul><li>Keep scheduled appointment </li></ul></ul></ul>
    63. 63. Our Programs & Services <ul><ul><li>“ Coaching for Contractors” Weekly Webinar Series </li></ul></ul><ul><ul><li>Strategic Manager® Coaching Group for Contractors </li></ul></ul><ul><ul><li>Company Strategic Planning Retreats </li></ul></ul><ul><ul><li>Personal Strategic Planning Retreats </li></ul></ul><ul><ul><li>Executive (1-on-1) Coaching </li></ul></ul><ul><ul><li>CEO Peer Groups </li></ul></ul><ul><ul><li>Marketing Consulting Projects </li></ul></ul><ul><ul><li>The 51 Fatal Errors Coaching Club </li></ul></ul><ul><ul><li>DISC® Skills & Personality Assessments </li></ul></ul>What are you waiting for? Don’t let time run out on you.
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