Focused People

Your culture isn't the words on your walls, t-shirts, and website. It is those things that you do as a company that works and is therefore promoted, encouraged, repeated, and honored. Let me pick on integrity to illustrate my point as many, many businesses will include integrity in their core values.

The question of who "owns" a company culture is a tricky one. There are lots of right answers that are wrong, and lots of wrong answers that are right. Let me try to make some sense of all of this for you.

The "Stop Doing List" has been one of the most painful but powerful tools I have had to learn to use over the last 13 years of running a successful small business. 

As the year winds down, you are likely spending more and more time thinking about and working on next year’s projects. As you’re planning, I’d recommend you consider the following three actions. I believe they are critical for the long-term health and success of your business.

Synergists are masters at getting Visionaries, Operators, and Processors to work together. They are an essential addition for any team wanting to sustain innovation, execution, and scalability.

For a team to reach its maximum potential, for ideas to spread fully, for productivity to reach the next level, it needs Processor leadership. The question then, is how do we get these often shy, quiet, numbers people to blossom as the leaders that will take us to the next level?

This article is all about Operator Leaders! We dive into who these Operators are, why they are, and what specific actions they can take to overcome their unique challenges and become brilliant.

In the very beginning, your leadership team is you. Then the business grows, you hire some staff, and in a way, your whole staff feels like your leadership team. Then things get difficult.

I want to propose three principles and a simple yet powerful hiring model that will dramatically increase your hiring process’s effectiveness and reduce the time you spend hiring.

There is one choice every successful Founder must make. At some point, every Founder will need to choose between transforming culture and character of the organization to create the ability to scale OR limiting the growth of the organization to keep it within its current operating capacity.

Your business culture isn't a fixed set of values you scribbled with your mission statement on a napkin one night. Instead, it is a dynamic set of hierarchical values that can and should change in response to the business' growth and development.