The Power of Off-Site Meeting Space

Here’s the takeaway: When working through issues with your leadership team, an off-site session space helps complement the process. When I work with leadership teams in all-day EOS sessions, one of the most important things is that we have an open and honest environment. One of the best ways to create that is to get people out of their everyday environment and off-site. My session space is carefully designed to

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Roles vs. Titles

Here’s the takeaway: For the most part, titles are seldom relevant. What really matters is that employees understand exactly what they’re accountable for, and how their role helps the company achieve their objectives. To me, it’s only on rare occasions that titles can be important. If you’re meeting with another senior leader, knowing their title might be important so that you both understand that you’re on the same level. Sometimes

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Why You Need Clarity Breaks

Here’s the takeaway: Clarity breaks give your brain the space, and time, to work on higher-level concerns.  Our subconscious mind is an unbelievably powerful, fantastic tool, but we don’t really understand and utilize it as well as we could or should. It is my belief that our subconscious is always processing challenges and whatever other issues we’re dealing with. If we can give ourselves a little bit of time offsite

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How To Run an Effective Meeting

Here’s the takeaway: Start on time, end on time, and turn off your phones. Football coach Vince Lombardi said “If you’re early, you’re on time. If you’re on time, you’re late.” Why is it so important to begin your meetings on time, and why is it important to stop on time? It comes down to basic respect and the actual value of time. If you look at leadership team meetings

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Accountability Chart & Delegation

Here’s the takeaway: An Accountability Chart simplifies delegation. When business owners first launch their business, it’s just them. For many solopreneurs, they are the company. This means that delegating can be nearly impossible or they have to go to an outside contractor. How can they find other people who can carry things on just as well as they can?  However, they won’t grow if they can’t figure out how delegate

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Delegate & Elevate

Here’s the takeaway: If you want to grow, you have to learn to let go. When a business owner starts their business, there’s often only one person. This means that they live in the place where they have to do everything for the business: Stuff they love, stuff they hate, all of it.  From chief bottle washer to sales, when we start we have to be jack of all trades.

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How to Make Your Core Values Stick

Here’s the takeaway: Simple, clear Core Values stick when A: they’ve been heard seven times and B: The leadership team genuinely lives them. This is something we preach across the board from a management perspective: People have to hear something seven times to hear it once. If you’re the type of person that goes ballistic when someone asks you a question and you’ve already told them an answer three times,

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Do Your Values Really Mean Something?

Here’s the takeaway: Companies need to avoid these three traps when defining their core values.  There’s a great Harvard Business Review article on core values by Patrick Lencioni, who is probably the most brilliant guy in the space. He identifies three value traps, mistakes companies often make when defining their core values. If they fall into any one of these traps, it makes it hard to use their core values

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What Is an Inward-Facing Core Value?

Here’s the takeaway: Finding your organization’s inward-facing core values is crucial to establishing your company culture. Your core values will define who you are as an organization. When you’ve identified those values, you can hire, fire, review, reward, and reprimand based on those attributes. When I work with leadership teams, we focus on identifying the top 3-7 most important core values that represent your company. You can read more about

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How To Identify Your Core Values

Here’s the takeaway: Identify your organization’s core values by discovering within your own employees. When we go through the process of creating and identifying an organization’s core values, those values come from the behavior that drives your company culture. They are who you are; core values are the soul of the organization. The nice thing is that they are within your organization, they just have to be discovered. They’re already

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