The document summarizes a CEO roundtable meeting focused on helping business owners improve their companies through peer consulting, coaching, and education. Key points discussed include the benefits of CEO peer groups, expectations and guidelines for the meeting, best business practices, challenges business owners face, and common "fatal errors" that limit business growth. Business owners shared details about their companies and discussed strategies for improving operations, leadership, sales, and transitioning from hands-on work to more strategic roles.

1. CEO ROUNDTABLE The Peer Group Experience

2. This morning’s objectives To help you get un comfortable Introduce the CEO PEER GROUP PROGRAM Provide you a flavor for 2 elements of PROGRAM Speakers and group discussion Have you walk out with 1-2 concrete ideas to implement in your business

3. What is a CEO PEER GROUP? Peer consulting group of business owners Informal Board of Directors Coaching forum Way to find out “what you don’t know” Tool to create work/life balance Real-world MBA Today is NOT a CEO PEER GROUP meeting

4. Upfront Contract for Today Our Commitment Deliver 1-2 good ideas for your business Ask tough questions Challenge you Finish on time Your Commitment Be frank, open and decisive Turn cell phones & email off Complete feedback form

5. Participant Introductions Name, company, location, years in business? Thirty (30) second version – about your company What expectations you have for today, if any? Optional About you, your family or hobbies, etc. Your vision/mission for your business Most underrated value Historical figure you’d like to have over for dinner

6. Best Practices Discussion

7. Best Practices Discussion Activities to improve operating margins Laying off non-billable/revenue generating employees Reducing specific overhead items Adding more value while holding price Managing the business “by the numbers” is: The most important function I perform Over-rated I look at the income sheet and not much else How often do you look at the numbers?

8. Best Practices Discussion 3. Employer funded health insurance is: A prerequisite of being in business Something the employee should pay half of The employee’s problem Other:

9. Business Education

10. Speaker “ The Impact of the Election on Small Business ” Stuart Waldman, President Valley Industry & Commerce Assn. 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.

11. Host Presentation / Discussion

12. Facilitator “ Fatal Business Errors Made by CEOs and How to Avoid Them” Jonathan Goldhill, The Goldhill Group Education : MBA from USC Entrepreneur Program; B.A. Sociology from UCSB Experience : 20+ years consulting, coaching, training, financing, small bus. mgmt. 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

13. Source Materials

14. Gut Check Test ___ I crave more personal time, more freedom ___ I feel, at times, like a prisoner to my business ___ I say routinely, “I didn’t get anything accomplished today” ___ I feel like I’m working too much, earning too little ___ I feel “out of control” ___ I reactively tackle urgent matters instead of important matters ___ I am caught working “in” my business instead of “on” my business ___ I am juggling too much and feeling overwhelmed and frustrated ___ I am chained to my desk, phone, pager, e-mail, etc. ___ I am the chief go-to problem solver in my business ___ I occasionally suffer from the “business owner blues” ___ I am stuck “doing everything” myself ___ Clutter, complexity, and confusion have overtaken my life ____ Total (How many checked items?)

15. What DO you LOVE about being an entrepreneur? Freedom Doing what I love On my own Profits No one tells me what to do Fun work Disseminating the vision Growth Exciting Control Culture Building Value

16. What DON’T you LOVE? Unmotivated Employees Illegal and unlicensed competitors Bad Market Conditions Shrinking Margins Long Hours Weak managers and weak team No one to delegate to Loneliness at the top Ineffective marketing programs How close to a breaking point are you?

17. Do You Own a Business or a Job? Can you take a two-month vacation? A one-month vacation? A two-week vacation? Can you take a one-week, work-free, guilt-free vacation? If not , you do not have a successful business, you have a glorified job!! You do not have an effective business system, you are the system! If you are the system, you are limiting the company’s growth and your freedom.

18. Wake-Up ! You own a business, not a job! Start thinking and acting like it -- more brain, less brawn ! Your business should not depend upon your daily presence, personality, problem-solving and perspiration for its survival You must design a business that is distinct from you and works in your absence You must get strategic to get free and get wealthy Focus on becoming a Strategic Business Owner!

19. The Strategic Business Concept Can your business run predictably, consistently and automatically whether you are there or not? Is your business dependent on you, the owner, or upon your business systems? Do you run your business? Does your business run you? Can your business produce consistent results in your absence?

20. E-Myth Errors Typical small business owner is: 10% Entrepreneur – Dreamer/Creator/Leader 20% Manager – Pragmatic/Organizer/Numbers 70% Technician – The Doer Your business mirrors your lopsidedness

21. The “Technician” Represents the Tactical view of the business – not the Strategic view Technical work does little to move the business forward to create value If the business depends on its owner, the owner doesn’t own a business, s/he owns a JOB Business growth is limited by how much the owner can accomplish themselves Transition to employees – helpers with the technical work. Abdication or Delegation?

22. The “Manager” 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 Represents a difficult challenge because employees will rarely do the work as efficiently or as effectively as the business owner Value of doing something well vs. doing something that you shouldn’t be doing at all?

23. The “Entrepreneur” The Entrepreneur creates the vision and direction for the business. This is the Highest Impact activity for the business owner and the business The Entrepreneur is obsessed with building a business that works without them! The Entrepreneur prepares himself/herself and their company for growth by building a foundation and structure that can carry the demands imposed by growth.

24. E-myth Exercise What could you accomplish if you were mostly “Entrepreneur?” What is preventing you from closing the gap? What will you do differently in the future? What is the payoff if you do make the change? Role Where you are now (%) Where you would like to be (%) Technician Manager Entrepreneur

25. E-Myth Errors OWNER-DEPENDENT BUSINESS DOING LOW-VALUE “WORK” TEETERING ON GREATNESS FIRE SLOWLY, HIRE QUICKLY NO JOB TESTING NO FORMAL TRAINING PROGRAM INFORMATION HOGGING YABUT EXCUSES ABDICATING NOT DELEGATING SAVING YOUR WAY TO SUCCESS WEAK SALES & MARKETING OVERSERVICING BOTTOM 10% FIELD OF DREAMS THINKING FAILURE TO GET OUTSIDE HELP EXECUTIVE INDECISIVE SYNDROME

26. FATAL ERROR 1: Owner Dependent Business Do You Own a Business or a Job? Do you run your business OR does your business run you? Can you take an extended vacation? Can you take a work-free, guilt-free vacation? Is everyone and everything dependent on you? Are you limiting the company’s growth? Is the dependence on you limiting your freedom? Can your business run predictably, consistently and automatically whether you are there or not? Can your business produce consistent results in your absence?

27. Owner-Dependent = Weak/Inadequate Systems 90% of small businesses have weak operating systems. All good ones do.

28. BUSINESS PROCESSES

29. FATAL ERROR 2: Doing Low-Value Work Working “IN” not “ON” your business Doing the work sometimes feels good You are the bottleneck What does doing the work really cost you? Do you think Donald Trump is dealing cards at the blackjack table? What software code did Bill Gates last write? Did Fred Smith ever deliver a FedEx package?

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. 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. FATAL ERROR 3: Teetering on Greatness Great businesses look like this, right? GREAT PEOPLE ORDINARY PEOPLE

33. WRONG! Great businesses look like this: GREAT PEOPLE ORDINARY PEOPLE

34. Great businesses work like this, right? RESULTS HARD WORK IDEAS GREAT PEOPLE

35. WRONG! Great businesses work like this: RESULTS HARD WORK IDEAS GREAT PEOPLE ACCOUNTABILITY & PLANNING SYSTEMS

36. FATAL ERROR 4: Firing Slowly, Hiring Quickly Do you tend to hire too fast? What has getting this error backwards cost you? What has that cost you? Do you hire for talent or for their experience on a resume? What do you do to match talent to the position? What % of your workforce is emotionally engaged? How long do you wait to fire an emotionally disengaged employee?

37. FATAL ERROR 5: No Formal Training Program Do employees know their roles, responsibilities and what is expected of them? Are their talents being utilized in the best way possible? Are you coaching, challenging, motivating them? Do they feel appreciated and valued? What training do they get? What authority do you give them? Are they held accountable for results? OR, Is your classroom empty?

38. FATAL ERROR 6: No Job Testing Start with aptitude NOT experience Test loyalty and honesty Test skills and job fit Knowledge of best practices Sales & Management behaviors How respond to: problems and challenges influence others to your point of view pace of the environment rules and procedures set by others

39. FATAL ERROR 7: Information Hogging Have you shared your vision? “ I need to clone myself because my people just don’t do it as well as I do.” You are right! Give your people the right to fail. Most CEOs don’t share any information with their people. Why? Share data like objectives, basic financial data like margins, goals, etc.

40. Other Errors OWNER-DEPENDENT BUSINESS DOING LOW-VALUE “WORK” TEETERING ON GREATNESS FIRE SLOWLY, HIRE QUICKLY NO JOB TESTING NO FORMAL TRAINING PROGRAM INFORMATION HOGGING YABUT EXCUSES ABDICATING NOT DELEGATING SAVING YOUR WAY TO SUCCESS WEAK SALES & MARKETING OVERSERVICING BOTTOM 10% FIELD OF DREAMS THINKING FAILURE TO GET OUTSIDE HELP EXECUTIVE INDECISIVE SYNDROME

41. FATAL ERROR 8: Yabut Excuses Yeah but… It is far easier to criticize than create Problem- and finger-pointing Stop accepting yeah buts from yourself Stop accepting yeah buts from others Stop making assumptions NO accountability * NO response–ability * JUST excuses, please!

42. FATAL ERROR 9: Abdicating Not Delegating

43. FATAL ERROR 10: Saving Your Way To Success Maximum 10% savings in your expenses The real money is in the top line Stashing your nuts inherently cuts off risk and innovation.

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. Leverage of Marketing Selling = One-to-one persuasion Converting leads to customers The ground war Marketing = One-to-many education Generating qualified leads The air support Most businesses miss out on the incredible leverage of marketing!

46. When you think of the word “salesperson”, what comes to mind? How comfortable are you? Do you have a selling system? Did you ‘crack the code’ and teach it to your employees? Get a new attitude! … And some solid sales behaviors and techniques

47. Selling Improvement How can I improve dramatically my selling effectiveness? How can my company improve its sales effectiveness? __________________________________________ __________________________________________ __________________________________________

48. FATAL ERROR 12: Over-servicing Bottom 10% Not Saying NO! to your worst customers Over-servicing = headaches and lost profits Have the guts to raise your prices Eliminate the dogs (bottom 10-20%) Cultivate the gems (top 10-20%) Vacuum to prosperity

49. FATAL ERROR 13: Field of Dreams Thinking Hope is not a strategy! Running your business without thinking doesn’t work Unclear, unwritten goals and objectives No simple business plan Not watching your numbers Don’t‘ know your ratios Don’t know your KPIs Key performance indicators

50. FATAL ERROR 14: Failure to Get Outside Help Failure to fix “lonely at the top” syndrome Who do you talk to about really important issues? (e.g., selling the company, bring in top executive, holding employees accountable, improving company performance) Friends and family? Employees? Your Advisors? (e.g., attorney, CPA, consultants, etc.) Other owners?

51. FATAL ERROR 15: Executive Indecisive Syndrome Many executive get successful then quit taking chances. Which CEOs are more successful: the ones who take too many chances? OR the ones who take too few ? Failure = feedback

52. The definition of insanity is continuing to do the same thing and expecting a different result.

53. “ Busy-ness”, Consumed by clutter Technical Tendencies - Habits Waste our time and talent Inadequate Business Systems Ineffective Leadership/Delegation Growing Business Complexities Human Nature – The Challenge RESULT Feeling Stuck We Lose… … Focus … Opportunities … Productivity … Income … Clarity … Effectiveness … Joy

54. Cash flow pressures Constant urgency Business is stagnating, growing too fast or out of control Ineffective selling attitudes, techniques & behaviors Inefficiency – poor systems Ineffective leadership Poor delegation skills … and the signs Feeling Exhausted Directionless Stressed Isolated & Alone

55. Nuts & Bolts of the CEO PEER GROUP PROGRAM

56. The CEO Peer Group Program Monthly Group Meeting Individual Consulting/Coaching Sessions Speaker Series and Special Events

57. The Group Meeting Monthly half-day sessions with all members Members present issues confronting their companies to the group for review, analysis and feedback Input on issues from peers helps members reach informed decisions from those with experience Host Presentations - Book Summaries Tiger Teams - Open Discussions

58. Individual Coaching/Consulting Sessions Monthly, 90-120 minute sessions at the member’s business with group facilitator Focused discussion What needs attention? Issue development for group Strategic thinking: planning, growth, expansion, operations, sales & marketing strategies

59. Speaker Series / Special Events Speakers: Clinical Psychologist: Using Personality Assessments to Increase Employee Productivity Hiring Expert: How to Hire and Leverage Top Performers Employment Attorney: Top 10 Errors Made by Owners Online Marketing Special Events: Wine Tasting Holiday Mixer MB2 Raceway

60. Current member overview (Calabasas Group) Age range: 32 to 58 years old Employees: 5 to 350 employees Revenues: $550k to $9.5M Industries: Janitorial Services, Remodeler, Market Research, IT Services, Bike Manufacturer, Appliance Retailer, Auto accessory manufacturer, Accounting firm, Pension Consulting firm Successful business people (examples): 38% net margin $800,000 in net profits Successful entrepreneurs with high school degrees and MBAs Successfully sold two separate business for seven figures

61. Membership Requirements Time Commitment Presidents, CEOs or Owners only Minimum revenues > $500,000 Minimum # of employees = 5 No competitive or supplier relationships in the group Strict confidentiality!!! Completion of selection interview (60 minutes) Payment of monthly dues

62. The Next Step Please complete feedback sheets Do not answer “Yes” unless: Intend to schedule a selection interview within next 2 weeks Will extend us the same courtesy you would expect: Take our phone call Promptly return voice mail Keep scheduled appointment

63. Our Programs & Services “ Coaching for Contractors” Weekly Webinar Series Strategic Manager® Coaching Group for Contractors Company Strategic Planning Retreats Personal Strategic Planning Retreats Executive (1-on-1) Coaching CEO Peer Groups Marketing Consulting Projects The 51 Fatal Errors Coaching Club DISC® Skills & Personality Assessments What are you waiting for? Don’t let time run out on you.