Writing Is Important: Get Started!

Writing is a process

It was a very good week.  In addition to several client meetings and great interviews with candidates for my COO search; I talked with a few of our consultants and a prospective new member. One of those meetings included a fine cigar and a Guinness.  My favorite way to work!  I ended the week sharing a bottle of Cabernet with my friend and muse, Faith.  More on that later.

 

My meeting with the prospective new consultant was most instructive.  She has an interesting background that includes Fortune 500 experience and tenure as the CEO of her family’s business.  Her experience and insight into a family-owned, small-business are valuable to clients operating in a similar environment.   I enjoy these meetings as they are fun and enlightening.  I enjoy hearing about one’s career and challenges in building a new business. I find it interesting learning how they market their services. Each has a story worth sharing, which could enhance their personal brands.  I believe that business development requires a combination of strategic networking, public speaking, and writing articles or blog posts. The point is, we must find ways to leverage our time and resources by talking to a broader audience. By reaching a broader audience, I mean mass communication.

 

Most people I know are competent at networking and public speaking.  A few are even positive toward writing articles. They understand the value of a program that helps promote their written work over an array of platforms. Even so, I’ve been surprised to find that most are reticent about writing articles for publication. Their reluctance is of interest to me as these are solid professionals who know how to write for business. They know how to draft a proposal. They know how to structure a cover letter to support their job search.  Their writing skills are not an issue.  So, why are so many people reluctant to publish their thoughts?

 

Back to Faith and that bottle of Cabernet.  We get together every few weeks at a favorite watering hole to catch up and decompress.  Talking with Faith is always interesting and stimulating.  Our conversations are wide-ranging but always begin with a recap of the current week. Often, she helps me determine the theme for my weekly blog post.  This week, Faith shared a few interesting stories I thought a broader audience would appreciate.  I am convinced her stories will resonate with many as they’re about working for an NFL legend. I told her she should write a book. She demurred.  I said she should do it for her family.  If for no other reason, it would help her daughter and grandchildren appreciate her life. Faith agreed to think about it.  After sleeping on our conversation, I woke up with the topic for this week’s post.  Thank you, Faith!

 

We are busy people.  I get it!  Writing an article, even seven hundred and fifty words can be daunting.  Some cannot justify the effort. However, I know that writing an interesting article in a reasonable amount of time is a process.  Experience with this process generates confidence which changes one’s perspective, creating a new habit.

 

For Members who are reticent about contributing to our blog page, we provide alternatives like conducting an interview with the consultant or working on an article together including final edits. Most people are comfortable with these alternatives as they’re a lighter load.  This makes me think that helping people become comfortable as a writer, could be as easy as following a two or three-step process to gain confidence.  The benefits of one’s business development activities are too great to forego the power of writing.

 

After sleeping on it, I arrived at an alternative which Faith might appreciate. I could make video recordings of her telling her life stories.  Recording her while enjoying a glass of wine, or two might add an interesting touch.  I know it would be more fun for her.  We could create a digital book.  In time, I’ll wager that she will migrate toward writing that book.  Even if she didn’t publish her work, it would be a very valuable gift for her children.

 

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal

Go! “I will…” Experidigm

Mark Grace 7th Book Launch

Ignore Tyrants

by Mark Grace View author’s profile page

“I Will…” Experidigm
Overview
Break free by ignoring “You will…” Tyrants. Break free by pointing up and going to your NEXT experidigm. Claim ‘I will…” Experidigm! Claim the right to experidigm. Read Go: “I will…Experidigm; Ignore Tyrants.
Description
Break free by ignoring “You will…” Tyrants. Break free by pointing up and going to your NEXT experidigm. Claim ‘I will…” Experidigm! Claim the right to experidigm. Read Go: “I will…Experidigm; Ignore Tyrants. Tyrants are using an established moral infrastructure to brainwash and control people. Social, religious, business, educational, and governmental Tyrants are so common that many people are unaware that they are being programmed to follow “You will…” (subtle instructions and, sometimes, outright commanding “You will…” orders). A Tyrant is anyone who wields “You will…” orders. The author’s stance is to not tolerate the “You will…” propaganda robbing individuals of freedom and destroying experidigm ecosystems. “You will…” manipulation dominates all facets of life, especially any form of communication or connection. Social media opinions, preposterous ads, and “fake” news control the “mass” consciousness. All this communication is created and paid for to manipulate the listener to buy, to vote, or to just do what the Tyrant “You will…” wants. If people spend all their waking hours working or doing what the messages say, they are being controlled by Tyrants. “You will…” Tyrants and their administrators do not allow free will, true choice, or NEXT experidigming.  Break free by ignoring “You will…” Tyrants. Break free by pointing up and going to NEXT experidigm. Claim ‘I will…” experidigm. Go! Claim the right to experidigm. Read Go: “I will…Experidigm; Ignore Tyrants.

About the author

Mark Grace

Described as a rainmaker and innovation leader, Mark Grace lives by the adage, “Aim higher, achieve more!” For Grace, “There will be setbacks, but the good side is to just point upward to go upward to better. You might not see better right away, but better is there if you keep looking and seeking. You can avoid, deflect, and ignore the bad people who try and to stunt your growth.” As an inventor, Grace has received over 18 patents, many trademarks and has been honored with international technology awards.

He is the author of a series of personal and corporate “how to grow” opportunity books: 1) Elements of Visual Talking, 2) Soaring to Awesome-Turd Throwers Beware, 3) Choosing Up, 4) Avoid Takers, 5) NEXT: “I Am…” Experidigmer 6) MORE: “We Am…” Experidigmers, and 7) GO: “We Will…” Experidigm. Grace earned his MBA from Washington University and Chemistry degree from St. Louis University. He is the founder of the growth advisory firm, Beyondvia Technologies. Beyondvia.com offers practical ways to liberate individuals and organizations to allow these entities to grow and evolve, to realize their visions and value.
Grace regularly advises global organizations and contributes to leading journals across a myriad of industries. Grace has coined the term “experidigm” to articulate to readers and followers his philosophy of achieving personal joy. Experidigm.com is the signup gateway to participating in Applied Experidigm Zones (AEZ) and building personal experidigms.

Mark Grace

https://store.bookbaby.com/profile/markgrace

amazon.com/author/markgracepath

experidigm.com

beyondvia.com

https://www.linkedin.com/in/markgracebeyondvia

Selling Consulting Services:  Are you asking the right questions?

As you would expect, I spend a lot of my time promoting ITB Partners to prospective clients who may need our consulting services. Additionally, I talk with many people who want to affiliate with our company to leverage their resources and create a sustainable independent consulting practice. This week was typical in that respect.

 

Of course, all my meetings are interesting.  I learn a lot from these conversations. One conversation stood apart this week. I received a phone call from a lady I have known for many years.  A millennial, she’s been developing a sideline business. She started by purchasing unclaimed freight and reselling that merchandise through Facebook.  As she learned about her customers and her skill set, her business became focused on selling women’s clothing. She has positioned herself as a fashion consultant.  Her unique selling proposition is helping women purchase clothing that best suits their body type and personal style.  As her business model requires consultative selling, I was very interested to learn how she connects with her clients and the process she uses to generate business.  She was very gracious as she answered all my questions.

 

Consulting services are categorized as intangible sales.  The product we sell is an improved future ‘state of being’ compared to the current situation.  The desired ‘state of being’ cannot be experienced physically.   One cannot see the outcome with their eyes; they cannot touch or taste the product as it currently doesn’t exist.  The product may be a significant increase in revenue, lower operating costs, greater profitability, or reduced risk.  These states can be measured only after they have occurred.  Those of us selling consulting services must conduct ourselves like a physician.  We want to make our clients feel better.

 

Last week I wrote about the value of listening which I believe to be an essential skill.  I am convinced that it is the most important tool required to be a good consultant.  I have been faithfully working to improve this skill. Toward that end, I remind myself to concentrate on what the other person is saying and to squelch thoughts about my response.  As with most sales processes, my meetings are about gathering information to qualify prospective clients, not to debate.  I endeavor to listen carefully and ask questions that yield useful information.  Asking the right questions is required to keep the conversation flowing.

 

I am fond of using the physician as an analogy for the consultant.  Before the physician can convince the patient on a  course of action (to resolve a problem) she must gain the patient’s trust and confidence.  The patient must be assured that the physician is prescribing a treatment that is in their best interest and that the physician is competent.  It is the same process for an independent consultant.  The first step is to gain the trust of the prospect and then to establish confidence.  To begin the process of creating trust, the consultant must establish rapport.  We do that by asking questions and listening thoughtfully to the prospect’s response.  Questions that reveal the prospect’s situation, concerns, and fears help the consultant understand the nature of the problem to be solved.  It also demonstrates empathy which establishes rapport.  Like a physician, we want to know ‘where it hurts,’ and to understand the prospect’s ideal situation.  Asking follow-up questions shows the prospect that you have a sincere interest to help them resolve their problems.  Sincerity on your part will establish trust.

 

When you’ve established trust, you can work to gain confidence.  Establishing confidence is based on quantifiable results.  In other words, how many times have you completed the prescribed work and what is your success rate?  If you are a surgeon prescribing a heart transplant, the patient will want to know how many heart transplants you’ve completed and if you lost any patients. This is a good time to have references available to ‘sing your praises.’

 

To be successful selling an intangible product like consulting services requires that you create a bond with the prospect.  Creating a bond, or establishing rapport is accomplished by listening carefully to understand the prospect’s pain.  Asking follow-up questions to completely understand the extent of the prospect’s situation helps ensure that you will close the deal.  So, take time to ask good questions, listen carefully, and close more deals.

 

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber – Managing Partner, ITB Partners

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

 

Adopting the Entrepreneurial Mindset in Your Company Culture: Accept that Failure can be okay.

Welcome to the world of an entrepreneur.

The concept that failure can be okay can be so difficult to absorb. Do we really need to experience a failure to learn and succeed? Maybe not, but tried and true success does come with bumps and bruises and lessons learned from the experience of failure. What is the “entrepreneurial mindset?” According to a common misconception, an entrepreneur is a bold, risk-taking, rule-breaking individual with the reputation of a riverboat gambler. Why would you want that in your company culture? But, in reality, an entrepreneur is confident and decisive, understands risk clearly and knows when to challenge the status quo. Above all, an entrepreneur truly believes “Anything is possible.”  An entrepreneur is not just an individual associated with a business startup. It’s common to find them scattered throughout any business or organization, thus the term “corporate entrepreneur.”

 

UNDERSTANDING YOUR COMPANY CULTURE

Can you describe your company culture? Are your employees able to articulate it in simple terms to your customers, prospects and the business community? Culture is the personality of your company, which flows from the work environment, mission and vision, values and goals. Some traits are subtle, beneath the surface, while others are

very prominent.   Do you see any traits of the entrepreneurial mindset in your culture? Are you comfortable with risk? Do you minimize failure? Do you make decisions quickly? Above all, do you show extreme optimism when developing a new business model, evaluating a new product or considering change against the status quo? By shifting your culture to reward entrepreneurial thinking, you tend to become more creative and innovative. Employee morale, in general, tends to rise with a more positive outlook toward risk, failure, and difficult situations. Stress levels trend downward when you migrate toward “anything is possible” and a “no fear of failure” mentality.

Some cultures in this industry tend to be steeped in conservative and deep traditions of doing it a certain way and not moving toward change as quickly as other industries. That could be attributed to the unique skill set of the gas and welding business. Knowledge is often home-grown and self-taught. There are no classes in the universities or trade schools on selecting the right gas blend for a welding application, creating solutions to manage cylinder inventory,

understanding a customer’s need to go bulk, troubleshooting a frozen liquid cylinder and on and on.

If you’re looking for reasons or justifications your culture might need an adjustment, consider these:

  • Are you working harder for smaller efficiency gains? How much more cost-saving can you squeeze from your existing business model?
  • Is our cost to acquire new customers and market share rising per unit? How much more revenue growth can you get from the same business?
  • When you compare strategies with your closest competitor, is it getting harder to differentiate? If any of these hit home or you just have the intuition that change is needed, read on.

 

INTRODUCING THE MINDSET INTO YOUR CULTURE

 Depending on how deeply you want to embrace entrepreneurial thinking into your culture, here are ideas and levels

of commitment to consider. The flow is in order of go lightly and start small to go big and be bold.

 

Basic Knowledge and introduction

 Introduce the concept throughout your organization in short training workshop(s) and involve employees in feedback with ideas on how to implement and to what level.

“Homegrown” Champion

 Is there someone in the organization who exhibits traits of an entrepreneur? Consider them for a special assignment and/or add duties to their existing position where they teach and/or mentor others on thinking the entrepreneurial way. This could also be an opportunity for career advancement.

Recruiting new talent

Is there a vacant position you’re recruiting for? Add heavy emphasis on entrepreneurial thinking to the skill set in the search. Open it up to any position—sales, admin or operations.

 “Celebrate failure”

Find an opportunity to make a point of minimizing a failure someone in the organization has made. Reward them for

trying and missing. And then look for the next opportunity to celebrate another failure. Obviously not trying to fail but releasing the tension of trying something new without fear of retribution if it fails.

Create an “Entrepreneurship” Department

 Develop a new department tasked with innovation, ideas and new business model opportunities. This is a big one; you’re all in when you go this route.  But, why not.  The rewards can be significant innovation and creativity are key to driving success. Everyone stands to benefit by adopting one or more traits of an entrepreneur, and when the mindset works its way into your company culture, positive change will follow. Confident and clear decision making, no fear of failure and the belief that anything is possible are characteristics of a winning team. Throughout the company, no matter the skill or position, learning to think like an entrepreneur is bound to lead to a more enriching work environment and ultimately to more success with your business strategy.

Seeing the positive in failure

We began this article with the concept of tolerance of failure, which is central to the philosophy of entrepreneurship.  I’ll leave you with a few quotes on failure from well-known individuals who never let it get in the way of their success:

“Anyone who has never made a mistake has never tried anything new.”

Albert Einstein

“I have not failed; I’ve just found 10,000 ways that won’t work.”

Thomas Edison

“If you do what you’ve always done, you’ll get what you’ve always gotten.” Tony Robbins

 

John Tapley

John Tapley is a business management consultant and entrepreneur with expertise in new business startup, innovative business growth, and marketing strategies and digital/social media marketing.  He has significant experience in all facets of the industrial gas industry, both domestic and global.  He is also a mentor at the Entrepreneur and Innovation Institute, Georgia State University.

John can be reached at: John.Tapley@itbpartners.com and (404) 314-8106

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

 

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

North Fulton Business RadioX Interview, September  26, 2019

Author of: Fighting Alligators, Job Search Strategy For The New Normal

Big Challenges for Small Business Owners

Small business owners wear many hats and make many decisions each day. Most of these decisions are small and have minor impacts. Some decisions, however, are common to most small businesses and can have far-reaching, fundamental impacts. As a starting point, let’s look at three fundamental challenges:

The first big challenge facing most small business owners is finances. As the CEO of a start-up frequently said to me, “Cash is king.” Businesses exist to make money and most small business owners run their finances without adequate planning or oversight. They monitor bank balances, accounts receivables, and expenses, but most don’t have a basic financial forecasting, reporting, and review structure in place. Additionally, many don’t have the forethought to establish a line of credit or other funding sources to help them remain solvent when inevitable financial speed bumps occur.

If your business needs some help in the financial area, here is a short “best practices” checklist to consider:

  • Get help to create a basic financial reporting (KPI) structure, such as within QuickBooks or your chosen accounting software
  • Document financial reporting requirements and ensure they are followed by you, your employees, 1099’s, etc.
  • Establish a recurring schedule for reviewing results and forecasts for all important financial data, such as cash, revenue, accounts receivable, and major expense categories
  • If not yet established, investigate funding options such as a bank/SBA loan, line of credit, credit card, silent investor, or personal funds… before you need the money

The second big challenge facing most small business owners is people because every person is critical to the operation. One poor performer can have unforeseen negative impacts. A sudden resignation by a key contributor can slow production. Finding new talent can be difficult, or motivating and retaining talent can be overlooked.

If your business needs some help in the people area, here are a few ideas to consider:

  • Take the time to consider carefully the performance of each member of your current team
  • Determine those employees who are critical to your success and what you will do to motivate and retain them
  • Determine those employees who are not performing and what actions you will take to address this

The third big challenge facing most small business owners is time. Few seem to have enough of it, even if they are working 60 hours a week or more. After working long hours for years, they begin to feel they have become a slave to their business … that the business is running them rather than they are running the business.

If you are working more hours than you want and not on a track to improving this, here are some ideas to get more of your life back:

  • Jot down the actions you take for a day or two, then review your list and decide what you can stop doing with no/minimal impact
  • Take a good long look in the mirror and ask yourself “Am I failing to delegate work that others could be doing?”, then delegate appropriately (the topic of a future blog post!)
  • Establish more organizational structure in your daily activities, such as a daily “to-do” list and time scheduling for key activities to do daily, weekly, and monthly
  • Make a commitment to yourself to reasonable work hours and hold yourself to them, which will motivate you to eliminate or delegate low-value work

Most small business owners I meet have all of these problems, in varying degrees. If you are a business owner who doesn’t have any of these big challenges, it’s possible you are overlooking one or more of them.

Think again. Don’t skip over this opportunity to improve your business and your work/life balance!

————————

Richard Kirby (www.richardkirby.net) is “The K Factor”, an executive coach who provides inspiration and guidance to small business owners and corporate executives who genuinely seek success at a higher level.

 

Richard Kirby, Executive Impact

Richard Kirby (www.richardkirby.net) is “The K Factor”, an executive coach who provides inspiration and guidance to small business owners and corporate executives who genuinely seek success at a higher level.

 

 

richard@richardkirby.net

www.richardkirby.net

770-366-5875

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

 

 

 

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

Webinar – Three Pillars For Success – October 10 at 2:00 p.m. Eastern

“Three Pillars For Success” Webinar

 

Join Us, October 10 at 2:00 p.m. Eastern  To Hear Jim Weber Present

The Three Pillars To Success

Description

Get Serious about creating an effective business development plan!
 
Jim Weber – Managing Partner, ITB Partners

Jim Weber is President of New Century Dynamics Executive Search, and Managing Partner of ITB Partners, Management Consultants. He will be presenting “The Three Pillars for Success.”

This webinar is designed to help you if you are trying to attract new clients/customers, looking for a new full-time job, or considering a career as a Freelancer.
ITB Partners is a Consortium of independent management consultants providing high value-added solutions to your problems. For more information, please visit our website at www.ITBPartners.com
For more information about ITB Partners, please visit our website;  https://itbpartners.com
Thank You!
| Jim Weber | Managing Partner | ITB Partners |
| 770-649-7051 | Jim.Weber@itbpartners.com |

Self Awareness and Career Alignment

I landed a new client this week, referred to me by another of our coaches. The client, John, had recently purchased a franchise for an online business.  He reached out to us because he’s having trouble generating revenue. John’s an occupational therapist.  This is his first experience as an entrepreneur; however, he has the presence of mind to know that he needs help.  As we were getting to know one another over the phone I asked about the training he had received from the franchisor.   He provided a brief overview but admitted that he wasn’t comfortable with some aspects of the Brand’s training, especially regarding customer acquisition.  That revelation gave me a clear direction for our first meeting.  There is obviously a disconnect between John’s desire to have a business and his willingness to follow the franchiser’s model for success.  To be helpful, I must understand his rationale for acquiring the franchise compared to his personal strengths and interests.

 

After reflecting on our conversation, I thought of another friend and former colleague, Susan.  I recall that Susan and I left a previous employer at the same time.  She immediately signed up for a seminar to help her chart her next career move.  One important topic of the seminar was achieving self-awareness.  After the seminar, she told me that her biggest revelation was that she was not meant to be in sales, that she should look to further her career in a staff function.  That made sense to me.  Later, she told me that she had taken a position with a major financial services company as a Financial Advisor, a euphemistic term for sales.  Of course, she wasn’t happy in that role and soon moved on.

 

You’ve probably noticed that people employed in the same occupation have similar personalities and interests.  The differences become more evident when one considers vastly different occupations, like engineers and people engaged in the performing arts.  Consider the personalities of salespeople as compared to librarians or academics.  Or, more to the point of my work, employees compared to entrepreneurs.  The most significant attributes of entrepreneurs include creativity, passion, persistence, optimism, and decisiveness. They are also independent, confident, and disciplined.  These attributes make sense to me given the risks assumed by entrepreneurs.  Any given line of work will have the greatest appeal to a specific type of individual.  To the extent that you “know yourself,” you will be in a better position to choose an appropriate career path.

 

It is said that knowing who you are, self-awareness, is of critical importance for a successful life.  So, what does one need to know about oneself to achieve self-awareness?  In business, companies begin their strategic planning cycle by conducting a SWOT Analysis.  SWOT is an acronym for strengths, weaknesses, opportunities, and threats underlying the planning process.  These four areas of interest are evaluated against the competition.  They may continue their internal assessment by evaluating their capabilities, i.e. market penetration, distribution network, financial resources, adaptability, intellectual capital, R&D, etc.  The evaluation of these attributes and issues will result in strategic options to consider and ultimately a three to five-year plan.

 

Achieving self-awareness for an individual involves a similar process.  Taking stock of one’s skills, strengths, and weaknesses is easily understood.  What are you good at doing?   Additionally, one should be familiar with their belief system, including values, interests, and the general direction you want to take in life.  What is important to you?  What motivates you to get out of bed in the morning?  Understanding the personality types that give you energy as opposed to those that zap your energy may be important.  What situations do you find stressful and try to avoid, compared to those you find exhilarating and attractive?   Fortunately, there are diagnostics to help you understand yourself, such as the Myers-Briggs Type Indicator (MBTI), Predictive Index Behavioral Assessment, Birkman, and Minnesota Multiphasic Personality Inventory (MMPI).  One of the benefits of these diagnostics is that they provide general guidelines as to occupations that align with your personality and interests.  To the extent that you are aligned with your work’s occupational requirements and skill set, you will have a greater likelihood of success and happiness.  If you haven’t had an opportunity to take one of these diagnostics, or if significant time has passed since you did, I recommend that you do so.  In doing research for this post I found several articles that present thoughtful questions to help you better understand yourself.  Links to some useful articles are included hereinbelow.

In “The Art of War,” Sun Tzu restated the already established axiom, “Know yourself, know your enemy, and you shall win a hundred battles without loss.” Socrates said that the unexamined life was not worth living. When asked if he could be more specific, he replied: ‘Know yourself.’

 

Articles of interest:

https://learnoutlive.com/sun-tzu-didnt-invent-know-yourself-know-your-enemy/

https://www.psychologytoday.com/us/blog/changepower/201603/know-yourself-6-specific-ways-know-who-you-are

https://www.essentiallifeskills.net/knowyourself.html

https://www.prolificliving.com/get-to-know-yourself/

https://www.aconsciousrethink.com/7419/get-to-know-yourself-better/

https://www.aconsciousrethink.com/7419/get-to-know-yourself-better/

https://www.wikihow.com/Get-to-Know-Yourself

https://www.theschooloflife.com/thebookoflife/know-yourself/

https://studentaffairs.duke.edu/career/know-yourself

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

Drew Garner to Lead ITB Partners Accounting and Finance Practice Group

Drew Garner

Drew Garner is a C-Level financial executive with over 30 years of progressive leadership roles with market-leading Fortune 100, privately held and private equity-owned companies in the consumer products, retail, construction services, manufacturing and foodservice sectors in both B2B and B2C environments. He has consistently demonstrated strong leadership through collaboration with executive teams to develop and implement strategy, gain organizational buy-in, develop execution methodologies, deliver profitable results and manage positive change in growth companies as well as turnaround scenarios. Drew is a Certified Public Accountant and has an MBA degree from the University of Georgia.

Drew Garner has been a member of ITB Partners since May of 2017.  For the past year, and currently, Drew has been engaged as a Fractional CFO for Creative Community Solutions, a Norcross-based not-for-profit.

Please join me in welcoming Drew to his new role as leader/facilitator of the Accounting and Finance Practice Group.

Our Business Is Your Success

 

ITB Partners

ITB Partners is a Consortium of independent
management consultants providing high value-added solutions to your problems.

We help Managers solve their problems by connecting them with high-quality
Independent Management Consultants.
Our consultants are experienced leaders, discipline experts, and project managers. Our clients are publicly and privately owned mid-caps; private equity groups and their portfolio companies, start-ups, acquisitions, and turnarounds.

Our industry expertise ranges from consumer packaged goods and
manufacturing to supply/chain, logistics, and the service sector.
Additionally, we have depth in consumer services franchising, specifically
restaurant, hospitality, retail.

Call us now to determine how we can help your business succeed.

Thank you for visiting ITB Partners.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

My Business is Worth HOW MUCH?!?!

The Problem

We recently spent 2 hours explaining to two business partners what their business was worth and why. They were disappointed but excited to understand the value and how they would manage the business going forward.

 

Buying or selling a business is not easy, even for professionals who spend all their time evaluating deals. Granted, professionals have a far better understanding of the market, the supply and demand for businesses.  If they specialize in a specific industry, as many do, they have an even better perspective on the market and the competitive dynamics for that sector. They understand the challenges of that line of business, including the anticipated cost of innovation required to remain competitive.

 

Even so, the professional must deal with challenges unique to each individual deal. Depending on the strategies employed by competing buyers, whether they’re strategic or financial buyers, the professional may be at a competitive disadvantage for the same acquisition target.  In other words, buyers seldom have the same cost of capital.  For any given transaction this dynamic will work in the favor of one or the other buyer.  There are no guarantees as to an outcome.

 

For someone looking to sell their business, the challenge becomes monumentally greater.  It is likely that these owners have been completely focused on their day-to-day operations, probably paying little attention to the details of merger and acquisition activity in their industry.  As a result, they are not savvy sellers. They must learn as much as they can as quickly as possible to realize the most value from the sale of their company.

 

When we present a valuation to our clients, they are usually horrified. The value is most often nowhere near their expectations or needs. The disbelief and devastation are apparent. Why is this?  Business owners do not have a full understanding of what drives business value.

 

Ultimately, the value of a company depends on internal and external factors to the enterprise. Clearly, internal factors are more straightforward. Most people understand that sustained revenue generation is a key driving force, along with the margins generated on that revenue, and non-cash expenses, i.e. depreciation and amortization.

 

External factors in play include the overall state of the economy and the attractiveness of other businesses for sale in the same industry segment.  This will provide an indication as to the interest level for the business and other potential sellers.  Whereas buyers may be active in a depressed economy when prices may be lower, sellers are less motivated.  On the other hand, the least competitive companies may be forced to sell during a recession.

Research says that 4 million businesses will be sold over the next 5 – 10 years. If that’s even close, you know that most will be selling for well under what their value could have been…IF THEY SELL AT ALL.

 

When is the Best Time to Get on The Value Track?

The ideal time to begin building value is the moment you start your business. But most of us are scrambling to get going – and then get so busy with growth – that we delay focusing on building value and exit planning. We are caught up in putting out fires, it remains a lifestyle business, value suffers.

 

The Value Track – 7 Steps in the Process

The Value Track is a proven, 7-step process of improving profitability and building the transferable value – the real value – of your business. Embracing the Value Track approach will help you exit ownership on your own terms, create your best possible future and improve your quality of life.

Whatever stage you are at in your business’ lifecycle, this process gets you beyond all of that and onto a serious Value-Building track for your company. Click here for 3 client stories at three stages.

 

  1. Get Everyone on the Same Page
  2. Understand Current Business Value
  3. Build Your Advisory Team
  4. Exit-Readiness Assessment
  5. Build Value
  6. Determine Exit Structure
  7. Execute the Transaction

 

Are You on The Value Track? Learn More About the 7 Steps here: The Value Track

 

David Shavzin

David Shavzin, CMC
Founder & President, The Value Track

770-329-5224
david@GetOnTheValueTrack.com

Succession Planning / Exit Planning, Building Transferable Value for Sale
Our BLOG  // LinkedIn // www.GetOnTheValueTrack.com

Tags: exit plan, Exit Planning, exit strategy, transferable value, value, Value track

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

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ITB PARTNERS

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Author of: Fighting Alligators, Job Search Strategy For The New Normal

 

 

Benefits of Engaging Independent Consultants

Cutters, Alpharetta, GA

It was my kind of week! I was busy, but I enjoyed a lot of variety and entertainment. I had a productive meeting with one of my consultants, Paul, over cigars and brews; a conference call with my Latin America Managing Director; coffee meetings with two prospective new consultants; and a luncheon meeting with a potential client. I even had time to complete a few administrative tasks and worked on strategic issues. My visit with Paul took an unexpected turn (it became even better) when Jeff, an alumni buddy joined us at the bar. What a lucky break! I couldn’t have been happier to see him. Jeff is a master licensee developing a non-food franchise concept in the state of Florida. He is an excellent connection for Paul, given that Paul is selling an integrated project management software package for franchisers. It was great to catch up with Jeff, and even better because Paul was able to make an excellent new connection. Connecting great people is my favorite part of work.

 

The highlight of the week was meeting with my turnaround client to discuss the next phase of our work. The first item of discussion was her update on the remaining contract in Florida. She told me she had successfully ended that contract and helped her employees land jobs with the new contractor.  She said that she secured the equipment and supplies at a Lakeland, Florida-based storage facility. She went on to say that she plans to move this equipment to Atlanta when she finds an appropriate local storage facility.  This last point gave us an excellent opportunity to talk about coordinating Strategy with operations. I reminded her that the equipment left in Florida was purchased to support her employees. And, she has no further need for that equipment as she will be using subcontractors going forward. I applauded her for successfully extricating herself from her expiring contract. However, I advised her not to spend anything further on that equipment except as required for its sale. She took my recommendation to heart and will work with her attorney to ensure compliance with the bankruptcy court to dispose of that equipment. Resolving that issue, we moved on.

 

The first phase of this assignment resulted in clarification around my client’s business strategy going forward. Now, the client will use subcontractors to execute her contracts, to minimize her reliance on full-time equivalents. Making this change will increase margins, reduce risk, and result in the more effective use of her time. The client also agreed to move away from the public sector (State and Local Government Accounts) to focus on the private sector, both business-to-business and the consumer market. The next phase of my work is to rebuild the client’s business development function. This change in strategy requires an updated positioning statement and value proposition, key tools for generating new business. My responsibility is to help her grow the business through new channels, promoting existing products and services.

 

Key Deliverables for Phase 2:

  • Update Positioning Statement and Value Proposition
  • Update Promotional Material to Reflect New Strategy
  • Develop Ongoing Communications Forward/Public Relations Effort Via Email and Social Media
  • Update Online Presence i.e. LinkedIn and Company Website
  • Evaluate and Present Options to Employ a Service to Schedule Sales Calls

 

During our meeting, we discussed the importance of leveraging our efforts to ensure that we are generating the maximum benefit for the time allotted to that effort. We discussed following the Pareto Principle to guide our work. In other words, to concentrate on the 20% of the activity that generates 80% of the output. To transition out of Chapter 11, one cannot waste their time. My client must ensure that she is getting the maximum payback from her work.

 

Josh Sweeney Presentation on Culture First Hiring

One of the most significant benefits provided by outside consultants is to use us as sounding boards to work through issues big and small. As we have vast experience in various situations, we help our clients make sound decisions in real-time. For questions requiring further consideration, we understand the analysis needed to find the answers. The most important benefit we pass along may be our knowledge of the fundamental principles for setting priorities and managing time.

 

Thank you for visiting our blog.

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Author of: Fighting Alligators, Job Search Strategy For The New Normal