While my own family business made it to the third generation before seriously faltering, falter it did—this is a big part of why I landed on the succession planning keynote speaker circuit.
As a succession planning keynote speaker, I meet a lot of family business and closely held company owners—and I find that a surprising number of them are operating without any kind of advisory board. Of course, most of them are attending my talks in the context of...
How the world has changed in recent months! While we’re learning to balance the challenges of “the new normal” during a global health epidemic I wanted to offer a few thoughts on the value of human capital. Please read on for valuable tips on how to keep your A-Players.
In my travels as a succession planning keynote speaker, I meet a lot of business owners & CEOs. Not surprisingly, the subject of succession planning comes up often, but what *is* surprising — the number of successful corporate leaders who claim to have a succession plan in their head, and nothing written down.
Regardless of industry or company size, today’s business leader likely has some incredibly tough decisions ahead. With the entire world experiencing the COVID-19 crisis together, it’s clear that the rules of business engagement have changed.
In the midst of this global crisis that we’re all navigating together, most business owners and leaders are focused on basic survival. They’re exploring the nuances of a (suddenly) remote workforce, looking for creative ways to recoup unexpected losses, and pondering substantial operational pivots to adapt to an ever-expanding “distance marketplace.”
In times of crisis, employees look to their leaders for reassurance as well as inspiration. They want to know that the company they work for is going to survive the current challenges—and hopefully, one day thrive. We have never before seen the global economy hit “pause” in this way.
You’ve done your succession planning homework, and you’ve taken all the right steps—whether this involved meticulously grooming younger members of the family business, or conducting an exhaustive search for a competent and closely aligned outside candidate for you...
On the succession planning keynote speaker circuit—and in this blog—I talk a lot about Millennials in the marketplace. Comprising half the current U.S. workforce and expected to reach 75% over the next five years, this complex generation cannot (and should not) be...
Failure is an inevitable part of life—and, of course, business. It’s a topic I cover thoroughly as leadership and succession planning speaker, in part because I learned early in my career to actually value failure for the indelible lessons it can teach us, both about business and about ourselves.
During some recent travels on the business growth speaker circuit, I read a Gallup article about productivity that echoed my sentiments about the future of business leadership. In past generations, management was about control. Managers, in general, could be counted on to be senior staff members; their experience was comprised of hard-won knowledge about company processes and procedures, and their leadership was based on enforcing these.
On the business growth speaker circuit, I hear a lot of talk about Millennials. I recently wrote a post on how to adapt to working with this generation, and wanted to supplement those ideas with some thoughts on how their unique toolkit and perspective is affecting the way we hire. The global workforce is on the brink of a powerful sea of change.
As a leadership keynote speaker, there’s one phrase I hear more often than any other: “We’re just waiting for the right time to make these changes.” If there truly was a “right time” for any kind of change, whether personal or professional, I probably wouldn’t have a career on the leadership keynote speaker circuit.
As a reformed over-committer, I have seen first-hand how easy it is to fill up your calendar with tasks and appointments that aren’t personally OR professionally fulfilling. When I first began to practice the art of saying “no,” I started every sentence with the word “sorry.” Now, when I’m declining an invitation or project, I start with “thank you. Particularly during my time on the succession planning speaker circuit, I found I had dozens of opportunities during the day to give away my most precious resource—my time—for free.
The combination of family and business is always a challenging one – and never more so than during the changing of the guard. As I’ve seen first-hand, both during my travels as a succession planning speaker and in my experience taking over my family’s business, firm boundaries, and indisputable objectivity are essential to the succession planning process. As a succession planning speaker, I’m often asked for common succession planning scenarios in which a Board of Advisors can be particularly helpful.
It may sound counter-intuitive, but one of the reasons I’ve been so successful as a business turnaround speaker is that I’ve experienced nearly ALL of my clients’ challenges first-hand. There are countless situations in which we can unknowingly stand in our own way—here are five scenarios I see most often in my work, and how to get around them.
It may not surprise you to learn that many businesses fail to survive the succession process and fall prey to family infighting. Here are a few reasons conflict situations that might arise during this complex and emotionally charged time—and how to defuse them.
While I don’t really have a commute, per se, as a succession planning speaker I spend a fair amount of time traveling. And it seems I’m not alone; a recent AAA survey found that the average American adult spends about 300 hours—or nearly two full weeks’ time—in the...
In my travels on the succession planning speaker and business turnaround speaker circuits, one of the most popular topics of discussion is leadership talent. My clients wonder: when is the right time to choose one’s successor, and what kind of leaders should they be looking for?
If you’ve been reading the news at all in recent years, you may have noticed a mounting “body count” of all the industries and institutions Millennials have, according to clickbait journalism, allegedly “killed” with their complex and mercurial ways. Shouty headlines seem to announce a new “death” every day – RIP, American Dream…and thanks for nothing, Millennials!
As a succession planning speaker, I’m often asked about business contingency planning within the larger context of succession planning—are the two ideas related, and how? The answer isn’t difficult to understand, but it does require a bit of clarification.