Tag: Activate Group Inc

How to Incorporate Accountability into Your Workplace Culture

Posted on by Howard Shore

Accountability is the backbone of any successful business. As a business leader and author, I’ve seen firsthand how fostering a culture of accountability can catapult a company’s performance and results. This article will explore what accountability means in a business, why it matters, and five proven techniques to infuse accountability into your workplace culture.

What Does Accountability Mean in a Business?

In business, accountability isn’t merely about pointing fingers when something goes wrong. It’s about nurturing a sense of ownership, where every team member takes responsibility for their actions and the outcomes they produce.

A culture of accountability fosters transparency, trust, and an environment conducive to growth and innovation. It empowers employees to work with a sense of purpose and commitment, directly impacting the company’s bottom line.

The Impact of a Lack of Accountability: Why It Matters

Neglecting accountability can lead to detrimental effects, such as time waste, inconsistent performance, and diminished team morale. It’s like sailing a ship with a hole in the hull; no matter how well you navigate, you’re bound to sink eventually, as I explained in my book “Your Business is a Leaky Bucket.”

However, when accountability is ingrained into the workplace culture, it paves the way for improved efficiency, consistent performance, and a higher level of engagement from the team.

How to Develop Accountability: 5 Techniques

Now, let’s delve into how to instill this vital trait into your workplace culture.

(1)  Lead by Example:  The best way to encourage accountability is by exemplifying it. Leaders must walk the talk. Admit mistakes when they occur, take responsibility for team outcomes, and show how you strive for improvements.

(2)  Develop Two-Way Feedback Skills:  A culture of accountability thrives on open communication. Cultivate a feedback-rich environment where team members can freely share constructive feedback, voice concerns, and present ideas.

(3)  Goal Setting:  Goals provide a clear path and end-point for employees to strive towards. Each team member should have a well-defined role with specific, measurable goals that align with the company’s broader objectives.

(4)  Develop Trust and Empower:  Trust your team to take on responsibilities and let them make decisions within their realm. This empowerment fosters a sense of ownership and drives accountability.

(5)  Recognize and Reward:  Acknowledge team members who consistently demonstrate accountability. This recognition sends a clear message about the behaviors and values your organization applauds.

Building accountability into your workplace culture doesn’t happen overnight. It requires consistent effort, clear communication, and above all, a steadfast commitment from leadership. Remember, as I stated in “The Leader Launchpad,” “Your people are your business. Treat them well, and they will treat your customers well.”

 

About the Author:  Howard M. Shore is the CEO of Activate Group, Inc., an expert in business strategy and performance improvement, and a sought-after speaker. He is the author of “The Leader Launchpad” and “Your Business is a Leaky Bucket,” sharing his extensive knowledge and experience in leadership, team development, and operational efficiency.

Why Knowing Your Leadership Style is So Important

Posted on by Howard Shore

In today’s business world, successful leadership isn’t just about holding a high-ranking title and having your name on the door. It’s about your capabilities, your qualities, and, most importantly, your leadership style. As I often say, “You don’t want to be a leader who’s just filling buckets; you want to be the one who’s building pipelines.” Understanding your leadership style allows you to create these pipelines, leading to better team performance and overall business success.

What is Leadership Style?

Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. It’s how you communicate, manage, respond to crises, and make decisions. Each style has strengths and weaknesses; understanding your own can help you be more effective and impactful.

There are several recognized leadership styles, but let’s focus on two: transformational and authoritative.

Transformational leaders inspire and motivate their teams to exceed ordinary expectations and achieve extraordinary results. They’re champions of change, often challenging the status quo and encouraging innovation. Shore aptly describes these leaders in “The Leader Launchpad” when he says, “They build a culture where every team member feels they’re part of something bigger than themselves.”

Authoritative leaders, conversely, are clear, concise, and firm in their guidance. They set high standards and closely monitor their teams. They command respect, and their word often goes unquestioned.

Discovering Your Leadership Style

Identifying your leadership style can be tricky, but it’s not impossible. An executive coach can be an invaluable resource in this journey. They can provide an outside perspective, helping you see your strengths, weaknesses, and areas for improvement.

Working with a coach involves self-reflection, observation, and feedback. They’ll help you understand your behavioral patterns and how they affect your team. Once you know your style, you can refine your approach, aligning your leadership style with your organization’s needs and culture.

Case Study: From Good to Great Leadership

Let’s consider a real-life example. A senior executive at a leading tech firm, Jane was well-respected but struggled with team engagement and performance. She worked with an executive coach to understand her leadership style.

Jane discovered she was predominantly an authoritative leader, which, while effective in some situations, created a barrier between her and her team. Her coach guided her to incorporate elements of the transformational style into her leadership. She began to foster a more inclusive, open environment, promoting innovation and encouraging her team to take ownership of their work.

Over time, Jane saw remarkable improvements. Her team became more engaged, productivity improved, and morale skyrocketed. The combination of authoritative and transformational leadership was a winning strategy for Jane.

How to Apply These Concepts

Now it’s your turn to make a change. Here are three actionable steps to find and refine your leadership style:

Self-Assessment: Reflect on your behavior, decision-making processes, and how you interact with your team. Seek honest feedback from colleagues and subordinates.

Get a Coach: Consider working with an executive coach who can provide valuable insights and guidance. They can help you navigate your leadership journey.

Experiment and Adjust: Try out different strategies and observe the results. Not every technique will be right for you, but through trial and error, you’ll find your unique approach.

By understanding your leadership style, you can become a more effective, respected leader, leading your team to new heights of success.

 

About the Author: Howard M. Shore is the CEO of Activate Group Inc., a business and executive coaching firm. As a seasoned business executive and coach, he has helped countless leaders discover their leadership styles and unlock their potential. Shore is the author of two books, “The Leader Launchpad” and “Your Business is a Leaky Bucket,” providing practical strategies for business success.

Unleashing Leader Success: How Our Mental Models Shape Our Destiny

Posted on by Howard Shore

In the words of Abraham Lincoln, “I don’t like that person very much. I must get to know him better.” This quote encapsulates the essence of our journey into the realm of mental models. Join me on this transformative exploration as we uncover the secrets behind achieving remarkable success in today’s fast-paced business landscape.

Mental models are the lenses through which we perceive the world around us. They are our ingrained beliefs, assumptions, and frameworks that shape our thinking, decisions, and actions. Like glasses, our mental models influence how we interpret information and make sense of our experiences. They act as a lens through which we interpret the world, influencing our thoughts, actions, and outcomes. Just like a sculptor molds clay into a masterpiece, our mental models sculpt our reality and determine our level of success.

Shaping Decisions and Actions

 Our mental models have a profound influence on our success. They determine how we perceive opportunities, navigate challenges, and make decisions. Unfortunately, many entrepreneurs are trapped by negative mental models, limiting their ability to see possibilities and hindering their growth. They cling to the notion that what brought them success in the past will continue to do so in the future, only to find themselves hitting a glass ceiling.

Consider the story of Sara, a talented entrepreneur who had built a thriving business in the retail industry. However, her mental model was limited, focusing solely on the traditional brick-and-mortar approach. When e-commerce emerged as a disruptive force, Sara resisted embracing it, clinging to her outdated mental model. Consequently, she missed out on exponential growth opportunities that her competitors seized, ultimately leading to her business’s decline.

To overcome the shackles of limited mental models, we must be willing to challenge our assumptions and expand our perspectives. Start by identifying the mental models that govern your decisions. Are they empowering or constraining? Acknowledge that these models are not absolute truths but rather filters we can modify to align with our goals and aspirations.

Remarkable Success Stories

Let’s delve into the stories of three remarkable entrepreneurs who harnessed the power of reshaping their mental models:

Sara Blakely: The founder of Spanx, Blakely challenged the prevailing belief that shapewear couldn’t be comfortable and empowering. Her mental model of innovation and customer-centricity revolutionized the fashion industry and made her a billionaire.

Elon Musk: The visionary behind SpaceX and Tesla has disrupted multiple industries. Musk’s mental model revolves around the notion that “anything is possible.” His unwavering belief in the potential of sustainable energy and space exploration has propelled him to achieve groundbreaking innovations despite numerous skeptics and setbacks.

Oprah Winfrey: From humble beginnings to becoming a media mogul, Winfrey’s mental model centers around empowerment and authenticity. She embraced vulnerability, challenging the conventional wisdom that emotions have no place in business. This shift allowed her to connect deeply with her audience, build a media empire, and inspire millions worldwide.

Jeff Bezos: As the founder of Amazon, Bezos revolutionized the e-commerce industry. His mental model revolves around customer obsession and long-term thinking. Bezos understood that relentless innovation and a customer-centric approach would be the key to success in the digital age. By focusing on the customer experience and constantly reinventing his business, he propelled Amazon to become a global behemoth.

Reshaping Mental Models for Better Decisions

The good news is that we can identify and reshape our mental models to make better decisions and unleash our full potential. Here are some practical steps to help you on this transformative journey:

Awareness: Start by becoming aware of your current mental models. Reflect on the beliefs and assumptions that underpin your thinking and actions. Are they serving you well, or are they holding you back?

Challenge Assumptions: Question your existing mental models. Are they based on facts and evidence, or are they merely assumptions? Look for alternative perspectives and seek out diverse opinions to challenge and expand your thinking.

Embrace Growth Mindset: Adopt a growth mindset that values learning, improvement, and adaptation. Embrace the idea that your mental models are not fixed but malleable. Cultivate a curiosity to explore new ideas and be open to change. Engage in continuous learning, read voraciously, and surround yourself with a diverse network of mentors and peers who challenge your assumptions. Embrace failure as an opportunity for growth and experiment with new ideas to expand your mental horizons.

Conclusion – Why Mental Models Matter

Our mental models shape our destiny. We can reshape our mental models to make better decisions and unlock our full potential by challenging our assumptions, embracing new perspectives, and breaking free from limitations.

The time has come, my fellow leaders, to unlock the full potential of our minds and reshape our mental models for extraordinary success. It’s time to break free from the limitations holding us back and step into a future with boundless possibilities.

 

About the author: Howard M. Shore is a business growth expert who has helped numerous companies succeed in their industries. With over 30 years of experience in business growth and leadership, Howard is a sought-after speaker and advisor who has worked with companies of all sizes and industries. He is the author of the book “The Leader Launchpad: Five Steps to Fuel Your Business and Lift Your Profits.”

The High Cost of Poor Leadership: An Unseen Tax on Your Business

Posted on by Howard Shore

Imagine a company, let’s call it XYZ Inc., with the potential to skyrocket. They possess innovative products, robust financial backing, and a promising market. However, despite these assets, XYZ’s growth graph remains stubbornly flat. Employee morale is low, turnover rates are high, and productivity is waning. The culprit? Poor leadership.

Studies have shown that poor leadership can cost companies enormously financially and in their corporate culture. According to Topgrading guru Brad Smart, hiring the wrong leader can cost anywhere between 10 and 25 times the compensation. Moreover, Gallup found that 70% of the variation in employee engagement is attributable to managers.

What this tells us is clear: The price we pay for poor leadership is too high.

Identifying the Price of Poor Leadership

Poor leadership results in a deteriorating corporate culture. Employees lose faith in their organization, feeling undervalued and disengaged. This disengagement manifests in absenteeism, high turnover rates, and underperformance, creating a vicious cycle that saps a company’s vitality.

These issues were quite apparent in XYZ Inc. The symptoms were clear, but they struggled to diagnose the root cause. An unhealthy focus on short-term goals and neglect of employee development created a culture of disillusionment and detachment. This drove their most talented employees away, while those who remained were disengaged and underproductive. XYZ Inc. was, in effect, hemorrhaging potential.

Evaluating Leadership Effectiveness

So, how can we recognize poor leadership and, more importantly, measure leadership effectiveness? It comes down to three factors: employee engagement, productivity, and business growth. Engaged employees are more productive, and productivity drives growth. It’s a simple formula that can quickly become complicated by poor leadership.

Leadership is a tricky metric to measure. However, a good starting point could be regular employee feedback and monitoring productivity and employee turnover rates. In the words from my book, “The Leader Launchpad,” “What gets measured gets done. What gets measured and fed back gets done well. What gets rewarded gets repeated.”

Turning Things Around: Strategies to Improve Leadership Approach

After identifying the root of their problems, XYZ Inc. decided to turn things around. They embraced strategies that encouraged better leadership and cultivated a healthier corporate culture.

Firstly, they addressed the leadership issue by investing in comprehensive leadership training programs. They recognized the need for leaders who could inspire, motivate, and engage their teams rather than merely manage them.

Secondly, they began identifying emerging leaders within their organization. These individuals showed initiative, adaptability, and strong communication skills – all hallmarks of good leadership. These emerging leaders were nurtured, given further development opportunities, and gradually transitioned into leadership roles.

Additionally, XYZ Inc. shifted its focus from short-term wins to long-term growth. They understood the value of employee development and started investing in their people, which improved engagement and reduced turnover.

Turning Potential into Performance

Over time, the results of these interventions became clear. Employee engagement surged, productivity increased, and turnover rates decreased dramatically. Most importantly, XYZ Inc.’s growth graph finally started to climb. It’s not an overnight process, but any company can replicate this success with consistent effort and focus.

The case of XYZ Inc. illustrates the cost of poor leadership and the power of effective leadership to drive growth. In my book, “Your Business is a Leaky Bucket,” I wrote, “Just because you’re in the driver’s seat, doesn’t mean you know the direction you’re going or how to get there.” Leadership is the compass that provides direction and a destination for your business. Poor leadership will lead you astray, while effective leadership will guide you toward success.

 

About the Author: Howard M. Shore is the CEO of Activate Group, Inc., a leadership coaching company, and the author of “The Leader Launchpad” and “Your Business is a Leaky Bucket.” With decades of leadership experience, Howard has helped countless companies turn potential into performance. His work aims to help businesses optimize their operations and leadership, ultimately leading to improved productivity and growth.

Internal Recruitment: The Underrated Powerhouse for Staffing Solutions

Posted on by Howard Shore

In the bustling corridors of Alpha Industries, a multinational tech giant, there was a mounting sense of disarray. Despite the organization’s innovative spirit, it was losing its competitive edge. Staffing vacancies were as constant as the tick of the clock, with the HR department perpetually trying to fill seats. Their predicament stemmed from a critical deficiency – the absence of a coherent internal recruitment strategy.

Many companies find themselves in a similar predicament, unsure of how to leverage the power of internal recruitment, a potent tool often underutilized. It’s a scenario I frequently underscore in my book, “The Leader Launchpad,” where I explain that “Organizations, like rockets, can only reach their desired destinations by continuously adjusting their course.” The course correction we’re exploring today is internal recruitment.

Rethinking Internal Recruitment

Typically, internal recruitment refers to promoting or reshuffling existing employees. However, it’s more than just filling a vacancy with an insider. It’s a comprehensive strategy that encompasses developing an internal recruitment team or designating an internal recruiter, cultivating an environment that promotes employee referrals, and ensuring existing employees are continuously upskilled and primed for possible advancement.

An internal recruitment team can tap into the rich potential within your organization, identifying rising stars, understanding the skill sets available, and mapping potential career trajectories. It’s also responsible for fostering a culture that encourages employee referrals, which can uncover impressive candidates who can seamlessly fit into the existing company ethos.

Weighing Internal Recruitment and Its Alternatives

 Internal recruitment offers multiple advantages:

  • Employee Retention: Career progression opportunities within the company can enhance job satisfaction, reducing turnover.
  • Cost-Saving: With an internal team, expenses related to job advertisements, agency fees, and prolonged onboarding are mitigated.
  • Understanding of the Business and Culture: As existing members, the team grasps your company culture, facilitating a smoother transition and placement process.
  • Shorter Learning Curve: Current employees are already acquainted with the business operations, resulting in faster productivity ramp-ups.

However, like all strategies, it has its limitations:

  • Potential Stagnation: Relying solely on internal talent can limit the inflow of fresh ideas.
  • Limited Talent Pool: An internal focus could mean missing out on external professionals with the latest skills.

An Effective Talent Acquisition Strategy Requires a Mix of Internal and External Hiring Practices.

Here’s where different methods come into play:

  • External Recruiters: Best for unique or high-level roles that require a specific skill set or experience. They can find those rare gems worth investing top dollar in.
  • Job Posting Online: Ideal for roles with a broader candidate pool. It’s an inexpensive way to reach a wide audience.
  • Internal Recruiters: Perfect for continual or volume hiring needs, where understanding the organization’s culture and needs is critical.

The transformation of Alpha Industries is a testament to the power of strategic internal recruitment. They built a dedicated internal recruitment team, focused on employee referrals, and struck a balance with external hiring. The result was a richer candidate pool, a faster hiring process, and enhanced employee satisfaction.

As I stated in “Your Business is a Leaky Bucket,” “What gets measured gets managed.” Regularly assess the success of your recruitment strategies, adjust as needed, and remember that internal recruitment is more than a strategy – it’s a culture.

 

Howard M. Shore, CEO of Activate Group Inc., is a seasoned business consultant known for transforming organizations into market leaders. Author of “The Leader Launchpad” and “Your Business is a Leaky Bucket,” he guides businesses to enhance performance, develop effective strategies, and maximize potential. His firm is committed to building leadership capacity and driving growth.

 

BOOK SUMMARY – The Ideal Team Player: How to Recognize and Cultivate the Three Essential Virtues, by Patrick Lencioni

Posted on by Howard Shore

“The Ideal Team Player: How to Recognize and Cultivate the Three Essential Virtues,” by Patrick Lencioni*, presents a game-changing model for organizations striving to achieve harmonious teamwork and superior performance. The author encapsulates this in the triad of virtues: Humble, Hungry, and Smart.

Let’s delve into these virtues (Humble, Hungry, and Smart):

  1. Humble: Lencioni believes humility is the single greatest and most indispensable attribute of being a team player. Humble individuals are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually.
  2. Hungry: The hungry ones are always seeking more. More things to do. More to learn. More responsibility. They’re self-motivated and diligent. Their work ethic keeps them going when others drop their pace.
  3. Smart: Here, ‘smart’ does not refer to intellectual capacity. Instead, it refers to a person’s interpersonal intelligence. Smart people are intuitive in social situations. They understand the nuances of team interaction, how to handle others, and how to say things in a way that doesn’t upset or confuse them.

Lencioni illustrates the importance of these virtues through character profiles.

  • Pawn – Humble but not hungry or smart, leading to passivity.
  • Bulldozer – Hungry and smart but not humble, causing them to steamroll over others in their pursuit of goals.
  • Charmer – Smart but lacks humility and hunger, making them likable but unreliable.
  • Accidental Mess Maker – Humble and hungry but not smart, which means they unintentionally create issues.
  • Lovable Slacker – Humble and smart but not hungry, resulting in complacency.
  • Skillful Politician – Hungry and smart but not humble, leading to manipulative behaviors.
  • Ideal Team Player – Embodies all three virtues, aligning their personal ambitions with the team’s success, inspiring and uplifting others, and acting with intelligence and empathy.

How do we implement the Ideal Team Player model in our organizations?

  1. Hiring: During the recruitment process, look beyond technical skills. Incorporate behavioral interview techniques and scenario-based questions to identify humble, hungry, and smart traits. Remember, skills can be taught, but character is intrinsic.
  2. Assessing current employees: Use the model as a lens to evaluate your current team. This helps identify who may be lacking in one or more virtues. Everyone can have an off day, so consistent patterns should guide assessments, not isolated incidents.
  3. Developing employees: If you find team members lacking in any virtue, create personalized development plans. Coach and mentor them, providing actionable feedback to help them grow.
  4. Embedding in the organization’s culture: Make these virtues part of your company’s DNA. Celebrate and reward examples of humble, hungry, and smart behavior. Make them part of performance reviews, goal-setting, and team-building activities.

The key to embedding these virtues into your organization is consistency. Talk about them, live them, and hold each other accountable. This book’s brilliance lies not in a new concept but in the simplicity and clarity with which it refines what we already know to be true about effective teamwork. Lencioni’s model doesn’t just transform teams—it transforms entire organizations.

In summary, “The Ideal Team Player” is more than a book; it’s a road map to individual growth and organizational success. So, let’s all be humble enough to accept our shortcomings, hungry enough to keep growing, and smart enough to foster positive team dynamics. Together, we can build a culture where everyone is an ideal team.

 

About the Author: Howard M. Shore is the CEO of Activate Group Inc, a distinguished business performance expert, and the author of best-selling books “The Leader Launchpad” and “Your Business is a Leaky Bucket.” With his wealth of experience, Shore helps organizations unlock their potential by putting people at the heart of their strategies. His motivational and positive tone empowers leaders to transform their businesses through his innovative techniques and thought leadership.

(*) Footnote: Lencioni, P. (2016). The Ideal Team Player: How to Recognize and Cultivate the Three Essential Virtues. Jossey-Bass.

The Power of Focus: How to Achieve Maximum Impact with Less Effort

Posted on by Howard Shore

We live in a world that glorifies business. We often equate long hours and a packed schedule with productivity, but the reality is that being busy does not necessarily mean being productive. In fact, the key to achieving maximum impact is often to do less but do it better. In this article, we’ll explore the power of focus and how it can help you become more productive with less effort.

The Power of Focus

When we talk about focus, we’re talking about the ability to direct our attention and energy towards a specific goal or task. When we’re focused, we’re able to work more efficiently and effectively, which can lead to greater productivity and better outcomes.

One study found that people who were highly focused were 50% more productive than those who were not. This is because focused individuals are better able to manage their time and prioritize their tasks, leading to a more streamlined workflow and better use of their resources.

But how do we become more focused? It starts with identifying the one thing that we can do today that will have the maximum impact on all of our stakeholders.

Identify Your Key Objective

To achieve maximum impact, we need to know what we’re trying to achieve. This means identifying our key objective – the one thing that, if we were to achieve it, would have the biggest impact on our stakeholders.

For example, if you’re a salesperson, your key objective might be to increase revenue. If you’re a manager, your key objective might be to improve team performance. Whatever your role, there is always one thing that you can do today that will have the maximum impact.

Once you’ve identified your key objective, focus your energy and attention on achieving it. This means setting clear goals, prioritizing your tasks, and avoiding distractions that can derail your progress.

Case Example 1: The Power of Focus for Individuals

One example of the power of focus is the story of Tim Ferriss, author of the best-selling book, “The 4-Hour Work Week.” Ferriss was able to increase his productivity and reduce his workload by focusing on the key objective of automating his business.

By identifying the tasks that could be automated or outsourced, Ferriss was able to reduce his workload and free up time to focus on more important tasks. He was able to achieve maximum impact with less effort by working smarter, not harder.

Case Example 2: The Power of Focus for Organizations

Another example of the power of focus is the story of Basecamp, a software development company. Basecamp was able to increase its productivity while reducing the amount of time its employees worked by implementing a four-day workweek.

By focusing on the key objective of improving work-life balance for its employees, Basecamp was able to create a more engaged and productive workforce. Employees were able to recharge their batteries over the long weekend, which led to greater creativity and innovation when they returned to work.

In Conclusion

In today’s fast-paced world, it’s easy to get caught up in the cycle of busyness. But being busy does not necessarily mean being productive. The key to achieving maximum impact is to focus our energy and attention on the one thing that will have the biggest impact on our stakeholders.

By identifying our key objective and focusing our efforts on achieving it, we can become more productive with less effort. This can lead to better outcomes for ourselves, our organizations, and our stakeholders.

 

References:

– https://www.inc.com/john-rampton/the-power-of-focus-10-steps-to-sharpen-your-focus-today.html

– https://www.forbes.com/sites/ashleystahl/2020/07/27/how-to-identify-your-most-important-task-and-get-more

 

About the Author: Howard M. Shore is a business growth expert who has helped numerous companies succeed in their industries. With over 30 years of experience in business growth and leadership, Howard is a sought-after speaker and advisor who has worked with companies of all sizes and industries. He is the author of the book “The Leader Launchpad: Five Steps to Fuel Your Business and Lift Your Profits.”

Scaling Your Business: Strategies for Breaking the $50M Ceiling

Posted on by Howard Shore

In the world of business, growth is the ultimate goal. Every entrepreneur dreams of building a company that generates millions in revenue, employs hundreds of people, and dominates its market. But the harsh reality is that most businesses never make it past the $10 million revenue mark, and many end up selling in frustration before they ever reach that point. In this article, we’ll explore why this is the case, share some lesser-known case examples, and provide ideas on how a company can separate itself from the pack.

The Statistics on Scaling

Before we dive into why most businesses fail to break $10 million in revenue, let’s look at some statistics. According to data from the U.S. Census Bureau, there are approximately 32 million businesses in the United States, but only around 0.5% of those companies ever surpass the $10 million revenue mark. Even more startling, less than 0.1% of businesses reach $50 million in revenue. These numbers make it clear that the path to significant growth is challenging.

Reasons for Stagnation

There are many reasons why businesses struggle to grow beyond a certain point. One of the most significant factors is a lack of scalability. Many companies are built around a single product or service, which limits their ability to expand and diversify. They may also lack the infrastructure and systems necessary to handle rapid growth, which can lead to operational inefficiencies and customer dissatisfaction.

Another common problem is a failure to differentiate from the competition. In crowded markets, standing out and attracting new customers can be difficult. Businesses that fail to offer unique value propositions or exceptional customer experiences will likely struggle.

In some cases, businesses may be limited by external factors, such as regulatory barriers or a lack of available funding. However, more often than not, the biggest obstacles to growth are internal. Founders and leaders may lack the vision, skills, or resources to take their companies to the next level.

Some Case-Examples on Falling Short

While it’s easy to point to well-known companies that have achieved massive success, such as Amazon or Google, there are many lesser-known examples of businesses that have struggled to grow beyond a certain point. One such example is the DVD rental company Redbox. Despite achieving tremendous success in the early 2000s and expanding to over 40,000 locations, Redbox has struggled to compete with streaming services like Netflix and Hulu. In 2020, the company’s revenue was just $564 million, far below the $2 billion it generated in 2012.

Another example is the grocery delivery service FreshDirect. Despite being one of the pioneers in the online grocery space, the company has faced stiff competition from Amazon, Walmart, and others. In 2019, FreshDirect’s revenue was just $752 million, well below the $1 billion mark it had hoped to reach by that point.

What Companies Can Do to Separate Themselves and Grow 

So, what can companies do to separate themselves from the pack and achieve significant growth? Here are a few ideas:

(1)  Build a Scalable Business Model: Companies built around a single product or service are unlikely to grow significantly. Businesses must be scalable and diversify their offerings to break through the $10 million revenue mark.

(2)  Differentiate from the Competition: Standing out in a crowded market is essential. Companies offering unique value propositions or exceptional customer experiences are more likely to attract and retain customers.

(3)  Develop a Strong Company Culture: A strong company culture can help attract and retain top talent, which is essential for growth. Companies prioritizing employee engagement and development are more likely to achieve long-term success.

(4)  Embrace Technology: In today’s digital world, technology is essential for growth. Companies that embrace technology and leverage it to improve efficiency, enhance the customer experience, and expand their offerings are more likely to achieve significant growth.

(5)  Focus on Customer Acquisition and Retention: Acquiring new customers is important, but retaining existing ones is equally essential. Companies prioritizing customer retention and loyalty are more likely to achieve sustainable growth.

(6)  Build Strategic Partnerships: Strategic partnerships can help businesses access new markets, technologies, and resources. Companies that develop strong partnerships with complementary businesses are more likely to achieve significant growth.

(7)  Invest in Marketing and Branding: Building a strong brand and investing in marketing is essential for growth. Companies that effectively communicate their value proposition and differentiate themselves from the competition are more likely to attract new customers and achieve significant growth.

In conclusion, while the statistics may seem discouraging, it’s important to remember that achieving significant growth is possible. By building a scalable business model, differentiating from the competition, developing a strong company culture, embracing technology, focusing on customer acquisition and retention, building strategic partnerships, and investing in marketing and branding, businesses can separate themselves from the pack and achieve their growth goals.

 

About the Author: Howard M. Shore is the founder and CEO of Activate Group Inc., a business consultancy firm that helps entrepreneurs and business leaders achieve their growth goals. With over 30 years of experience in executive coaching, leadership development, and business strategy, Howard has helped countless businesses achieve significant growth and success. He also authorizes two books, “The Leader Launchpad” and “Your Business Is A Leaky Bucket.”

Unmasking the Productivity Crisis: Is Your Business Suffering Silently?

Posted on by Howard Shore

Nestled in the bustling heart of Silicon Valley, there was a tech start-up named Velocity. It was a name synonymous with speed and direction, yet it had stagnated. The workforce was well-intentioned and diligent, logging extra hours and investing every ounce of energy they could muster. Despite their intense efforts, the firm’s output simply didn’t match the input; productivity was low. The impact was palpable; profits were dwindling, and staff morale and retention were at an all-time low. However, the course of Velocity’s journey drastically changed. But more on that later. For now, let’s explore the crux of a business productivity crisis and how to navigate it.

The Productivity Crisis

A productivity crisis has the power to stealthily slip into your business’s foundations, eroding the essence of your operations. It’s not just about the bottom line, though profits will undeniably take a hit. The ripples of low productivity extend to employee well-being and retention. Chronic overworking without achieving the desired outcomes can lead to employee burnout, further exacerbating the crisis. When employees feel their efforts aren’t resulting in meaningful progress, it creates a disconnect that drives them to seek fulfillment elsewhere.

Addressing the Productivity Gap

Addressing this productivity gap often starts with investing in two vital areas: comprehensive training and equipping your teams with the right tools. Training is paramount. It sharpens the workforce’s skills, aligning their abilities with the company’s needs. It’s not just about hard skills; soft skills like communication, teamwork, and time management are equally essential.

Moreover, the right tools in your arsenal can significantly streamline operations, saving time and resources. This could range from project management software and CRM systems to cutting-edge AI and automation tools. However, simply having the tools isn’t enough. It’s about leveraging them effectively and ensuring every team member knows how to use them fully.

In my book, “Your Business is a Leaky Bucket,” I wrote, “Even if you have the best people in the world if they don’t have the right tools and processes in place, you will have leaks.” Therefore, training and tool mastery become your business’s sturdy patches, sealing these leaks.

Transitioning to a High Productivity Environment

The transition from a low to a high-productivity environment often requires a paradigm shift in management style. Introducing a more flexible, empathetic management approach that recognizes employees as individuals can have a transformative impact. A culture that embraces autonomy encourages innovative thinking, prioritizes employees’ well-being, and fosters a conducive environment for productivity.

The Velocity story mentioned earlier brings these principles to life. They realized their struggle wasn’t due to a lack of effort or talent but a systemic issue requiring strategic changes. They invested heavily in industry-specific training, ensuring every employee had a clear understanding of their role. They introduced advanced tools, equipping their teams with everything necessary for peak performance. Moreover, they shifted towards a more participative management style, focusing on transparent communication and nurturing innovation. The turnaround was remarkable. Velocity saw a 40% increase in productivity within a year, translating into a substantial profit boost while their employee retention rate improved.

In closing, a business experiencing a productivity crisis isn’t destined to doom. With targeted training, appropriate tools, and a change in management style, you can transform this crisis into an opportunity for growth. I always say, “In every problem, there’s a hidden treasure of opportunity.”

 

About the Author: Howard M. Shore is the CEO of Activate Group, Inc., a renowned executive coach, and a leading authority on organizational productivity. His experience of over 30 years in facilitating business growth culminates in his books “The Leader Launchpad” and “Your Business is a Leaky Bucket.” He is passionate about helping businesses optimize their productivity, thereby driving success. With a belief in the transformative power of potential, Howard continually guides businesses to unearth and harness their true capabilities.

Turbocharging Your Meetings: A Strategic Guide to Effective Preparation

Posted on by Albert Noa

Over the last 40 years, I’ve had the pleasure and sometimes the challenge of conducting and participating in thousands of meetings. I’ve seen firsthand that the difference between a productive meeting and an unproductive one often boils down to a simple factor: understanding the crucial distinction between being prepared and being informed.

When most people walk into a meeting, they have reviewed the provided materials and have a broad understanding of the topic at hand. However, this level of preparedness equates to merely being informed, and it doesn’t foster the strategic insights and critical thinking necessary for fruitful discussions and decision-making.

In a boardroom meeting with one of our prestigious clients, I recall a well-informed participant presenting an extensive report on potential business expansion strategies. The room was filled with nods of acknowledgment but also a tangible sense of confusion. The meeting concluded without a clear decision, and the team members felt disoriented rather than motivated.

In contrast, being prepared involves not just knowing the information but understanding the underlying decisions that need to be made, the necessary information for those decisions, and pre-thinking the questions that need to be answered. It involves challenging the real problem to be solved and reviewing the information to discuss interpretations, questions, and concerns, not just facts.

Imagine a meeting where all attendees have dissected the topics, pre-thought the questions, identified potential decisions, and critically analyzed the available information. The discussion would be far more productive, and decisions would have input and buy-in from all involved.

So, how do we ensure that meetings are not just gatherings of informed individuals but powerhouses of prepared minds? Here are some actionable steps:

Define the Purpose

Before every meeting, clearly define what decision(s) we want to make. Share this objective with attendees.

Identify Required Information

Once the purpose is established, identify and communicate the information required to make those decisions.

Encourage Critical Review

All attendees should review the information in advance, focusing on interpretation, questions, and concerns. Promote critical thinking over merely digesting the information.

Pre-think Questions

Invite participants to pre-think the questions that need to be answered during the meeting.

Challenge the Problem

Lastly, pre-challenge the real problem to be solved. Is it the most pressing issue? Is there an underlying problem that’s being overlooked?

In a similar boardroom scenario as above, but this time with the attendees well-prepared, the result was drastically different. The meeting led to a strategic decision on business expansion, with all participants clear on the reasons behind the decision and their roles in executing it.

It’s essential to remember that everyone’s approach to preparation will differ based on their behavioral style. Some people need more time to absorb information, consider alternatives, and research their thoughts before they are comfortable and willing to share their ideas. Others excel at thinking aloud and can be more fluid in discussions. Respecting and accommodating these differences will foster a more inclusive and productive meeting environment.

By implementing these steps, your meetings will become catalysts for action rather than mere information exchanges. And remember, the most valuable insights often surface in the meeting itself when people have come prepared.

Let’s eliminate post-meeting “aha” moments that lead to decision reversals. Let’s redefine our approach to meeting preparation and unlock the full potential of our collective intelligence.

Ready to supercharge your meetings and boost your team’s productivity? Dive into more insights and strategies in my book, “The Leader Launchpad.”

 

About the Author: Howard M. Shore is the CEO of Activate Group, Inc., a growth expert, renowned speaker, and bestselling author of “The Leader Launchpad.” Known for his practical advice and real-world experience, Shore has dedicated his career to helping organizations develop their leadership capabilities and cultivate high-performing teams.*

State of Expansion: Key Steps for a Successful Business Transition to a New State

Posted on by Howard Shore

As the CEO of Activate Group Inc. and author of “The Leader Launchpad.” As someone who’s seen the intricate mechanics of business growth from a unique vantage point, I’m here to share some indispensable steps for successfully expanding your business to a new state.

Understand State-specific Laws and Regulations

Before setting foot into a new state, it’s essential to understand its laws and regulations – employment laws, taxes, permits, and licenses. Failure to comply can lead to penalties and tarnish your brand reputation. For instance, I once knew a small technology company that made a rushed expansion to another state without fully understanding the employment laws there. They ended up with a lawsuit that cost them dearly.

Actionable Step: Hire a local attorney who specializes in business law and can guide you through the legal maze.

Market Research

Understanding the market landscape in the new state is critical. Each state has unique cultural, social, and economic factors influencing consumer behavior. Remember Target’s failed expansion into Canada? It’s a classic case of neglecting market research leading to misreading consumer needs.

Actionable Step: Conduct comprehensive market research to understand local consumer behavior, needs, and competition.

Consider Logistical Requirements:

Moving to a new state means dealing with new logistical challenges. This includes supply chain management, transportation, and warehousing needs. Underestimating these can lead to operational bottlenecks.

Actionable Step: Build a robust logistical plan considering the geographical and infrastructural realities of the new state.

Assemble a Strong Local Team:

A local team understands the market pulse and can provide valuable insights. They can also help in establishing connections and building relationships.

Actionable Step: Prioritize local hiring. If you’re moving existing employees, ensure they have the resources to adjust and settle in the new state.

Community Engagement:

Integrating your business into the local community can significantly enhance your brand reputation. I recall a retail brand that launched in a new state and won the community by sponsoring local events and contributing to community development.

Actionable Step: Plan for CSR activities or community events that resonate with the local community.

Conclusion

With careful planning and execution, expanding your business into a new state can be rewarding. As a C-suite leader, understanding and executing these steps can turn this daunting task into a successful business adventure.  I invite you to click on the following link and check-out the short video I created for one of our trusted partners and just posted.  It will provide you with more comprehensive content and perspective. Additionally, following are the links to the first two articles in this series of three; Recognizing the Signals to Expand and Evading Common Pitfalls.

If you found these insights useful and want more such strategies, please consider subscribing to our newsletter at www.activategroupinc.com. Remember, a successful business is built not just on big leaps but on meticulous steps.

 

About the Author: Howard M. Shore is the CEO of Activate Group Inc., a recognized authority on business growth, and the author of “The Leader Launchpad.” Howard has led countless businesses towards exponential growth with his unique insights and strategies. His passion lies in helping business leaders turn their ambitions into achievements, making him a trusted advisor for businesses on their path to success.

The Decisive Second Step: Evading Common Pitfalls when Expanding to a Second Location

Posted on by Howard Shore

Congratulations on the success of your first business location. With flowing revenues and a high-spirited team, an expansion is the next logical step. But as you embark on this exciting venture of opening a second location, it’s paramount to anticipate potential pitfalls and strategize to avoid them, ensuring a smooth continuation of your brand’s success story.

As the CEO of Activate Group Inc and advisor to many high-growth organizations, I am often asked how best to approach the opening of a new location. The second location may be harder than the first. And this decision usually takes longer to become profitable and is more costly than imagined. In this article, I share with you some crucial insights that could change the trajectory of your business expansion plans.

Pitfall 1 – Not Replicating the Success Blueprint

The first mistake businesses often make when opening a second location is overlooking the replication of the successful elements that made the first location thrive. A real-life case in point: A popular sandwich shop famous for its distinctive, homey interior design opens a second outlet in a bustling city area but neglects to replicate its unique ambiance. The regulars walk in expecting the same comforting atmosphere but are met with a stark, impersonal setting. The result? A downturn in customer retention and, ultimately, revenue.

Actionable Step: Document the key elements contributing to your brand’s success, like interior design, customer service approach, and product presentation. Ensure these elements are appropriately integrated into your new location while tailoring them to the local context.

Pitfall 2 – Overlooking Market Research

Second, never underestimate the power of thorough market research. Just because a concept worked wonders in one location doesn’t mean it will work in another. A classic example? Walmart’s failed venture in Germany. Despite being a big hit in the United States, Walmart couldn’t resonate with the German market due to cultural disparities.

Actionable Step: Invest time and resources in rigorous market research before you expand. Understand the local market dynamics, customer preferences, and competition. If possible, test your strategies through a pilot program.

Pitfall 3 – Spreading Resources Thin

Rushing into opening a new location without a clear evaluation of your resource capacity can lead to disaster. Both locations may underperform due to insufficient financial, human, and operational resources.

Actionable Step: Undertake a comprehensive resource evaluation. Develop a well-structured business plan, complete with budgeting and financial forecasting. Make sure you have a robust team to manage the new outlet.

Pitfall 4 – Ignoring Entry Strategies

The path to a successful second location also depends on the entry strategy. In the restoration industry, we’ve seen that companies who either entered with a strong client base or acquired an existing company with a client base and team have been most successful.

Actionable Step: Evaluate the pros and cons of various entry strategies. Whether you choose organic growth or an acquisition, make sure you have a strong foundation – a solid client base and an efficient team.

Pitfall 5 – Overlooking Talent Pool Considerations

Lastly, never underestimate the importance of talent pool considerations in your new location. A client once chose a location near his beach house, which though pleasing to him, failed to attract the right talent due to the long commute and unaffordable living costs relative to their compensation structure.

Actionable Step: Consider the availability of talent, commute times, and living costs when choosing your new location. Remember, a thriving team is fundamental to the success of your new venture.

In Conclusion

As a CEO, your primary goal is to make strategic decisions that drive sustainable growth. By steering clear of these common mistakes when expanding to a second location, you set the stage for continued success.

Expansion is a bold and ambitious step, but it needs to be taken with caution, planning, and foresight. I invite you to click on the following link and check-out the short video I created for one of our trusted partners and just posted.  It will provide you with more comprehensive content and perspective.

For more insights, strategies, and advice on growing your business, please consider subscribing to our newsletter at Activate Group Inc. (click-here).

 

About the Author: Howard M. Shore is the CEO of Activate Group Inc., a seasoned business leader, and the author of “The Leader Launchpad.” With years of experience helping companies achieve exponential growth, Howard is passionate about sharing his insights to empower other business leaders to achieve their potential. His approach combines strategic analysis with hands-on, actionable steps, making him a trusted advisor for companies aiming for success.

 

Harnessing The Power of Purpose-Driven Networking: The Untapped Superpower for Transformative Impact

Posted on by Howard Shore

“Unlocking Potential, Enabling Results” is not merely a catchy slogan at Activate Group, Inc (AGI). It encapsulates the essence of our Big Hairy Audacious Goal (BHAG): to impact 500,000 lives. We believe in bringing people’s needs to the forefront because we are fully aware of the transformative power that lies in genuine, purposeful networking. As a natural networker, I’ve recently been reminded of this superpower and its potency, which often goes unnoticed.

Expand Your Purpose for Networking

Many of us have yet to realize that networking shouldn’t solely be for personal gain. It is about more than just expanding our professional circle or scoring business opportunities; it’s about facilitating opportunities for others. The time we dedicate to creating connections isn’t just an investment in ourselves but in others and the community at large. As I always say, “If you’re the smartest person in the room, you’re in the wrong room” (The Leader Launchpad).

Why, then, don’t more people network this way? Misconceptions and personal inhibitions aside, if people realized the transformative power of purpose-driven networking, they would likely be more productive and might even work fewer hours. Last week, for example, I made 20 connections, each one a potential door opener for someone in need.

Purpose-driven networking has facilitated job seekers to find their dream jobs while assisting employers in filling essential roles. It has provided answers to pressing issues, allowed access to potential clients, and helped individuals find strategic partners. It’s like being a locksmith in a world full of unopened doors. Each key you provide could open up a world of opportunities for someone else.

Building a Networking Foundation

Integrating purposeful networking into our everyday routines can be simple and rewarding. Start by dedicating at least an hour a week. This could mean joining groups with like-minded individuals or inviting a new acquaintance for lunch or coffee. The idea is to expand your circle intentionally, aiming to be valuable to others.

Keys to Impactful Networking

Remember, the best kind of networking involves active listening and genuinely engaging with others. This, along with a little creativity, can lead to impactful connections. You could consider volunteering in community projects, joining online forums, or even attending local events. All these avenues give you an opportunity to connect with people who share your interests and values.

“Leadership is not about being in charge. It is about taking care of those in your charge” (Your Business is a Leaky Bucket). Indeed, the ethos of purpose-driven networking is intertwined with the fundamentals of good leadership. By choosing to focus on others and their needs, we empower them, contribute to their success, and in the process, improve our communities and ourselves.

Take Action and Build Your Purpose-Driven Network

So, dare to unlock this untapped superpower. Let’s cultivate purposeful connections and create a transformation ripple beyond personal gains. Networking for the sake of others is not just a potent tool for social and professional success; it’s a profound way to leave a positive imprint in the world.

 

About the Author:  Howard M. Shore is CEO of Activate Group, Inc., and the author of the renowned books “The Leader Launchpad” and “Your Business is a Leaky Bucket.” An expert on business strategy and leadership, Shore is passionate about helping individuals and organizations unlock their full potential. His transformative insights continue impacting countless lives and propelling companies to unprecedented success.

 

Unfolding Opportunities: Recognizing the Signals to Expand Your Business to a New Location

Posted on by Howard Shore

I am Howard M. Shore, CEO of Activate Group Inc. and author of “The Leader Launchpad.” With years of experience strategizing and guiding businesses towards growth, I have gathered some key signals indicating it’s time to expand your business to a new location.

Consistent Business Growth

If your business has seen consistent growth over the years, it strongly indicates that you’ve developed a successful business model. Remember the story of Starbucks? They started with just one store in Seattle and noticed a steady rise in sales. Recognizing this as a sign of successful growth, they ventured into new locations and are now globally recognized.

Actionable Step: Conduct a thorough financial analysis to ensure sustainable growth.

High Market Demand

If you’re constantly turning down orders or your customers are traveling long distances to reach you, it’s a clear signal that there’s a high demand for your product or service.

Actionable Step: Conduct surveys to identify the demand in potential locations.

Healthy Cash Flow

Expanding to a new location requires a significant financial investment. If your business has a healthy cash flow and good profit margins, it might be time to consider expansion.

Actionable Step: Prepare a financial forecast to estimate the cost of expansion.

A Successful Team

 A confident, efficient team that can take on challenges is a great asset. If you have such a team and can replicate it in a new location, expansion could be on the cards.

Actionable Step: Evaluate your team’s readiness and willingness to expand.

Attractive Market Conditions

 If market research indicates favorable conditions—like a growing target audience, low competition, or advantageous real estate prices—in another location, it might be a sign to expand.

Actionable Step: Research and analyze the market conditions of the potential location.

 

In Conclusion...Recognizing and strategically acting on these signs can open new avenues of success for your business. As a business leader, it’s up to you to seize these opportunities and navigate the expansion journey confidently.

If you found these insights helpful and are looking for more business growth strategies, consider subscribing to our newsletter at Activate Group Inc. After all, recognizing the right opportunities at the right time is half the battle won in business.

 

About the Auther:  Howard M. Shore is the CEO of Activate Group Inc., a celebrated author, and a seasoned business growth expert. With a keen eye for recognizing business opportunities and a wealth of strategies at his disposal, Howard has been instrumental in turning growth goals into reality for numerous businesses. He continues to inspire and guide business leaders, making him a trusted name in the world of business growth and expansion.

Optimizing Your Recruitment Process: Attract, Evaluate, Hire, Repeat!

Posted on by Howard Shore

Once upon a time, a rapidly growing software company named Delta SoftCorp struggled with recruitment. Their process was unstructured, leading to wasted resources and a mismatch in employee-organization fit. This company had a great business model, dedicated employees, and top-notch products. Still, its recruitment process was like a boat with a hole – no matter how hard they rowed, the water seeping in through their leaky recruitment process was sinking their growth.

Fast forward three years later, Delta SoftCorp has successfully become an industry leader with a bustling pipeline of top-notch candidates waiting to join their ranks. What changed? They transformed their recruitment process. This article shares the steps they took to optimize their recruitment process and how you can do the same.

Common Recruitment Challenges and How to Overcome Them

There are common hurdles in the recruitment process, including attracting quality candidates, time consumption, and maintaining objectivity. Overcoming these challenges requires a structured and proactive approach. For example, Delta SoftCorp started using data-driven recruitment software to streamline the recruitment process, avoid biases, and ultimately hire better talent.

Consequences of Poor Recruitment

In my book, “Your Business is a Leaky Bucket,” I mention, “A business, like a bucket, is designed to store value. The holes are where value escapes.” A poor recruitment process is one such hole. It can lead to employee turnover, decreased productivity, wasted resources, and negative company culture.

Steps in the Recruitment Process and Best Approaches

(1) Identify the Hiring Need: Before posting a job, understand the responsibilities, necessary skills, and ideal personality for the role.

(2) Attract Candidates: Leverage social media, job boards, referrals, and talent pipelines. Delta SoftCorp implemented an Employee Referral Program, which boosted their candidate quality and quantity.

(3) Screen Candidates: Techniques to eliminate unfit candidates early include evaluating resumes against a checklist, initial phone interviews, and using pre-assessment tools.

(4) Interviews and Evaluations: Involve Human Resources and the team they’ll work with, giving you a rounded evaluation. Involving managers efficiently in this process means setting clear expectations and training them to conduct effective interviews.

(5) Offer and Onboard: Ensure your salary and perks are competitive. A successful onboarding process includes helping new hires understand their role and the company culture.

 

What Measures Tell You That Each Step is Operating Optimally

In an optimal recruitment process, positions are filled quickly by the right candidates. You can use metrics like Time-to-Fill, Quality of Hire, and Cost-per-Hire to assess efficiency, quality, and cost-effectiveness.

Hire for Your Culture

Hiring for skills is crucial, but don’t neglect cultural fit. Hiring people who align with your company’s values helps create a harmonious work environment. Delta SoftCorp now focuses on this as a major part of its recruitment process.

Fair Salary and Perks

Offering competitive compensation and benefits is vital to attracting and retaining top talent. A comprehensive industry standard research should be the base of your salary structure.

How to Optimize the Manager’s Involvement?

Managers are critical in hiring but are often burdened with multiple tasks. To optimize their involvement, streamline the process with structured interviews and training, and provide clear guidelines on their role in the hiring process.

By applying these strategies, Delta SoftCorp turned its recruitment process into a powerful engine driving its success. Today, they boast a robust talent pipeline, lower employee turnover, and a happier and more productive workforce.

So, take the first step towards fixing the recruitment process leak in your leaky bucket today and see the transformative effects on your organization tomorrow.

 

Howard M. Shore is the CEO of Activate Group Inc., a bestselling author, and a serial entrepreneur specializing in liberating C-Suite teams from the barriers holding them back personally and professionally. He is the author of “The Leader Launchpad” and “Your Business is a Leaky Bucket,” bringing his wealth of experience to guide business leaders toward success.

BOOK SUMMARY – Think Again by Adam Grant: The Power of Cognitive Humility and Scientific Thinking for Personal and Professional Growth

Posted on by Howard Shore

“Think Again” by Adam Grant is an enlightening book that encourages readers to embrace the power of rethinking. The author, a top-rated professor and researcher at Wharton, argues that by challenging our assumptions and being open to new ideas, we can improve our lives and contribute positively to society.

Grant begins by discussing the concept of “cognitive humility,” which is the willingness to acknowledge that our beliefs and opinions may not always be correct. He stresses the importance of seeking out diverse perspectives and being open to feedback, which can help us learn and grow.

The book also delves into the dangers of sticking to one’s convictions and the negative consequences of closed-mindedness. Grant provides numerous examples of individuals and organizations that have succeeded by being willing to reconsider their assumptions and make changes accordingly.

One of the key takeaways from “Think Again” is the idea of embracing the mindset of a “scientific thinker.” This involves adopting a curious and skeptical approach to information, gathering evidence and testing hypotheses before drawing conclusions. By doing so, we can avoid falling prey to confirmation bias and making decisions based on flawed assumptions.

The book also explores the importance of effective communication and the role that listening plays in fostering constructive dialogue. Grant provides practical advice on approaching difficult conversations and engaging in productive debate, highlighting the value of curiosity and humility in these interactions.

Overall, “Think Again” is a thought-provoking and inspiring read that encourages readers to embrace the power of rethinking. By adopting a curious and open-minded approach to life, we can become more resilient, adaptable, and successful in all areas of our lives.

 

About the Author: Howard M. Shore is the CEO of Activate Group Inc, a distinguished business performance expert, and the author of best-selling books “The Leader Launchpad” and “Your Business is a Leaky Bucket.” With his wealth of experience, Shore helps organizations unlock their potential by putting people at the heart of their strategies. His motivational and positive tone empowers leaders to transform their businesses through his innovative techniques and thought leadership.

Why the Key to Employee Retention is Engagement: Unleashing the Power of People for Organizational Success

Posted on by Howard Shore

When Michigan-based manufacturer Acme Industries noticed a disturbing trend of dwindling employee morale and escalating turnover rates in 2022, they knew it was a wake-up call. The company, recognized for its innovative solutions, was suddenly grappling with a pervasive issue plaguing many organizations today: a disengaged workforce. This article explores why employee engagement is crucial for talent retention and how to create a thriving workplace environment that cultivates this engagement.

The Unseen ROI of Employee Retention

Retaining skilled employees goes beyond mere cost savings on recruitment. Experienced employees deliver superior productivity and work quality, thanks to their extensive understanding of their roles. Further, their deep-rooted knowledge about the business plays a significant role in nurturing customer relationships and driving business growth. A consistent workforce builds a culture of loyalty and commitment, fortifying the company’s stature as an employer of choice.

Essential Drivers for Retaining Talent

The crux of employee retention lies in grasping what motivates your talent pool. At the top of the list is fostering a culture of appreciation and recognition. In my book, “The Leader Launchpad,” I emphasize, “If you want to increase performance, start by increasing recognition.”

Secondly, availing growth and development opportunities is critical. In today’s dynamic business landscape, employees crave learning experiences that guarantee relevance and contribute to their career advancement.

Lastly, promoting a healthy work-life balance and a supportive work environment is vital. Employees stick around where they feel their personal lives and well-being are esteemed.

Effective Employee Retention Strategies

(1) Employee Engagement: Engaging employees is about inspiring them to align their energies with the company’s mission. Advocate open communication, solicit their thoughts, and acknowledge their input.

(2) Competitive Compensation: Ensure your pay scales and benefits package align with industry standards. Employees feel esteemed when they perceive they are justly compensated.

(3) Learning and Development Opportunities: Institute training programs and mentorship opportunities help foster careers instead of jobs. This move will enhance their skill sets and manifest your commitment to their professional progress.

(4) Promote a Positive Company Culture: Foster a workplace that respects diversity, encourages collaboration, and cherishes work-life balance.

It’s essential to remember, as I expounded in “Your Business is a Leaky Bucket,” “Processes are important, but people make the business.” Investing in employee engagement will undoubtedly reap long-term benefits.

Acme Industries embraced this philosophy. They focused on boosting employee engagement, prioritized open communication, and launched comprehensive training programs. The result was a dramatic turnaround – improved productivity, higher retention rates, and a stronger bottom line.

It’s not just about products or services; it’s about people. Organizations that understand this flourish. Implement these strategies to keep your top talent and build a high-performance culture that drives your business toward success.

 

About the Author: Howard M. Shore is the CEO of Activate Group Inc, a distinguished business performance expert, and the author of best-selling books “The Leader Launchpad” and “Your Business is a Leaky Bucket.” With his wealth of experience, Shore helps organizations unlock their potential by putting people at the heart of their strategies. His motivational and positive tone empowers leaders to transform their businesses through his innovative techniques and thought leadership.

Innovative Strategies for Middle Market B2B Companies to Disrupt Traditional Industries

Posted on by Howard Shore

Staying relevant and profitable in traditional industries can be challenging for middle-market B2B companies. However, with the right strategies, these companies can increase their market share, disrupt the industry, and ultimately become more profitable.

One example of a middle market B2B company that disrupted the industry is LaSalle Solutions, a leading provider of technology lifecycle management services. They achieved this by redefining what it meant to be a technology lifecycle management company.

One of the ways LaSalle Solutions achieved this was by focusing on innovation. They introduced new services, such as IT asset disposition, which helped their clients dispose of outdated technology in an environmentally-friendly way. They also developed a cloud-based platform allowing clients to manage their technology assets more efficiently.

LaSalle Solutions also focused on customer experience, investing heavily in customer service and support. This allowed them to differentiate themselves from competitors and gain a loyal customer base.

Another way LaSalle Solutions disrupted the industry was by embracing sustainability. They developed a program called “GreenNurture“, which helped clients reduce their carbon footprint by donating used technology to schools and non-profits.

So, how can middle-market B2B companies apply these strategies to their business? Here are some ideas:

Focus on Innovation

Look for ways to improve your services and processes by embracing new technologies and exploring new ideas. Invest in research and development to stay ahead of the curve and cater to evolving customer needs.

Prioritize Customer Experience

Invest in your customer service and support to differentiate yourself from your competitors. This will help you gain a loyal customer base and increase your market share.

Embrace Sustainability

Develop environmentally-friendly programs that help your clients reduce their carbon footprint and achieve their sustainability goals. This will not only differentiate you from your competitors but also help you connect with customers who prioritize sustainability.

In conclusion, middle-market B2B companies can disrupt traditional industries by focusing on innovation, customer experience, and sustainability. By following the example of companies like LaSalle Solutions, middle market B2B companies can increase their market share, disrupt the industry, and ultimately become more profitable.

 

About the author:  Howard M. Shore is a business growth expert who has helped numerous companies succeed in their industries. With over 30 years of experience in business growth and leadership, Howard is a sought-after speaker and advisor who has worked with companies of all sizes and industries. He is the author of the book “The Leader Launchpad: Five Steps to Fuel Your Business and Lift Your Profits.”

From EOS to the Next Level: How an Advisor Can Help CEOs and Business Owners Achieve More with Less Effort

Posted on by Howard Shore

As a CEO or business owner, you may have already implemented the Entrepreneurial Operating System (EOS) or similar approaches like Scaling Up and experienced significant progress in improving your leadership operating systems, meetings, metrics, and priorities. However, there’s always a next level, and you may wonder if there’s a better, faster, and more comprehensive approach to take your business to the next level of excellence.

At Activate Group, we believe that evolving as leaders, teams, and businesses is crucial to success. Growth is like software versions, and there’s always a better version that can produce more output with the same effort. EOS is a great starting point for smaller companies, but you need a more comprehensive approach to scaling as your business grows and becomes more complex.

You likely need a different approach to take your business to the next level. Thanks to Marshal Goldsmith for pointing out that what got us here won’t get us there. We must go beyond EOS execution systems and look at the broader business ecosystem. We must advance soft systems, such as culture, team cohesiveness, and human capital management. And hard systems such as strategy and cash. We believe leaders need to shape and evolve their business ecosystem to grow with the company.

A challenge for successful CEOs is that they usually perform well in two of the six systems: strategy, execution, cash, culture, human capital management, and team cohesiveness. They must work on the other four systems to achieve significant growth and profits. Unfortunately, overconfidence in themselves and their teams can cause them to miss this critical development aspect.

Many people fail to get results with advisors because they don’t invest in the right type of advisor. There are coaches, consultants, and trainers, each with unique strengths and approaches. To succeed we must combine all three aspects into a customized formula focused on outcomes instead of processes. This comprehensive approach helps identify and address the gaps in your business ecosystem and help you achieve your goals with less effort.

Choosing the right advisor can be challenging, especially with so many options. Referrals are an excellent starting point, but your advisor may not be the right fit for you. You need to tailor the approach to your specific needs and goals, ensuring you receive the support and guidance needed to succeed.

It is important to focus on the desired outcomes and not just the process. Often, we confuse activity with productivity. I see many leadership teams following the selected approaches and experiencing less than desired results. And many coaches and consultants focus on the mechanics of the process and are blind to the lack of outcomes. The right advisor will help you see your blind spots and challenge you to address them.

A great example was our helping a leadership team see that there was an opportunity to improve their business model through pricing. After some resistance, the CEO saw an opportunity to change his pricing structure. They have a recurring customer model that increases average monthly recurring revenue by 20%, ultimately improving his business valuation by approximately $40M.

In conclusion, while EOS and similar approaches can be a great starting point for smaller companies, successful CEOs and business owners must look beyond basic execution systems to take their businesses to the next level of excellence. At Activate Group, we provide a comprehensive approach beyond EOS to examine all aspects of your business ecosystem. Contact us today to learn how we can help you achieve your goals with less effort and drive significant growth and profits.

 

About the author: Howard M. Shore is a business growth expert who has helped numerous companies succeed in their industries. With over 30 years of experience in business growth and leadership, Howard is a sought-after speaker and advisor who has worked with companies of all sizes and industries. He is the author of the book “The Leader Launchpad: Five Steps to Fuel Your Business and Lift Your Profits.”

Coaching vs. Consulting: Which One Do You Need and How to Choose the Right Advisor

Posted on by Howard Shore

Are you looking for guidance to improve your business? There are two main approaches to consider: coaching and consulting. While both aim to help individuals or organizations achieve their goals, their methods and outcomes differ. Understanding the differences and choosing the right advisor can significantly impact your success.

Coaching empowers individuals and leadership teams to discover solutions to challenges and develop their potential. Coaches are trained to listen actively, ask powerful questions, and provide constructive feedback. They encourage self-reflection, self-awareness, and both personal and team growth. Coaches often work one-on-one with clients but can also facilitate group coaching sessions.

For example, a business owner who wants to improve their leadership skills may hire a coach specializing in leadership development. The coach would work with the client to identify their strengths and weaknesses, set goals, and create an action plan. The coach would then support the client in implementing the plan, providing guidance and accountability along the way.

Consulting, on the other hand, is more directive and focused on providing expert advice and solutions. Consultants are typically subject matter experts with specialized knowledge and skills. They analyze problems, identify opportunities, and make recommendations based on their expertise. Consultants often work with teams or entire organizations, and their work may result in tangible deliverables such as reports or action plans.

For example, a company that wants to implement a new technology system may hire a consultant who specializes in that area. The consultant would analyze the company’s needs and capabilities, evaluate options, and recommend a specific solution. The consultant may also support implementing the new system and training employees.

So, how do you know which approach is right for you? Coaching may be the way to go if you need someone to help you develop your skills, overcome challenges, or achieve personal growth. Consulting may be the better option if you need expert advice, specialized knowledge, or a specific solution to a problem.

Once you have determined which approach you need, and the answer may very well need to be a hybrid, the next step is to choose the right advisor. Here are some tips to help you find the right fit:

Expertise

Look for an advisor with expertise in your area of focus. An advisor specializing in your field or industry will better understand your challenges and goals.

Credentials and Experience

Check their credentials and experience. Look for advisors who are certified and have a track record of success.

Style and Approach

Schedule a consultation. Talk to the advisor and understand their advising style and approach. Make sure you feel comfortable with them and that they fit your personality and goals well.

References

Ask for references. Talk to other clients the advisor has worked with to get an idea of their experience and results.

In conclusion, coaching and consulting are both valuable approaches to improving your business. Understanding the differences and choosing the right advisor can make a significant impact on your success. By following these tips, you can find an advisor who will help you achieve your goals and reach your full potential.

 

About the author:  Howard M. Shore is a business growth expert who has helped numerous companies succeed in their industries. With over 30 years of experience in business growth and leadership, Howard is a sought-after speaker and advisor who has worked with companies of all sizes and industries. He is the author of the book “The Leader Launchpad: Five Steps to Fuel Your Business and Lift Your Profits.”

The Power of Networking: How Building and Nurturing Connections Can Skyrocket Your Success

Posted on by Howard Shore

In today’s fast-paced and interconnected world, networking is crucial for career development, business growth, and personal fulfillment. And, likely, you are not doing enough of it. It is no longer enough to rely solely on our knowledge, expertise, or resources. We must expand our horizons, learn from others, and tap into diverse ideas and perspectives. Networking is an essential way to do this. Building and nurturing a network is not only a nice-to-have but a must-have skill that can significantly impact personal and professional growth. I have experienced this firsthand as a successful CEO and advisor to CEOs. My ability to build networks and maintain relationships has been a key factor to success, and I encourage everyone to do the same.

Networking is not just about meeting new people; it’s about building long-term relationships and creating a community of like-minded individuals. A robust network can help us in countless ways, from finding new job opportunities to getting feedback on our ideas, learning new skills, and expanding our knowledge. It can also provide emotional support, boost our confidence, and help us navigate challenging situations.

Staying Relevant and Informed

One of the key benefits of networking is that it can help us stay relevant and informed in our industry or field. Connecting with peers, thought leaders and experts lets us stay up-to-date on the latest trends, news, and insights. We can also learn from others’ experiences and avoid making the same mistakes they did. This can be invaluable in today’s fast-changing and competitive business environment. And having too narrow a network can have severe consequences.

New Ideas and Perspectives

Another benefit of networking is that it provides new ideas and perspectives. By connecting with people from different backgrounds and industries, you can gain new insights and fresh perspectives to help you make better decisions. I found that some of the best ideas come from people without experience in my industry or with my company. I often say that our ego is not our amigo and that we should be seeking as many ideas different from our own as possible.

Build Your Brand and Reputation

Networking can also help you establish your reputation and build your brand. Building relationships with people who respect and trust you can establish yourself as a thought leader in your industry. This can lead to more opportunities and help you stand out. I am known for generously adding value to everyone I meet and am connecting with people daily. When introducing someone, I often hear, “If Howard says we should meet, I need to make time.” And, I find it much easier than colleagues to get key people to take my call.

Leaders with strong networks are more apt to be more effective, produce better results, and get things done faster. Networking can also help us expand our reach and influence. By connecting with a diverse group of people, we can increase our visibility, credibility, and authority. This can be especially beneficial for entrepreneurs, executives, and salespeople who must build a strong brand and reputation. A strong network can also provide new clients, customers, and partners access.

Be a Better Leader and Good Steward of Your Network

Another critical benefit of networking is that it can help us develop interpersonal and communication skills. By engaging in conversations, asking questions, and actively listening, we can improve our ability to connect with others, build rapport, and establish trust. These skills are essential for any leadership role, sales position, or collaborative endeavor.

Finally, networking can be a source of personal fulfillment and happiness. Building meaningful relationships with others can create a sense of community and belonging. We can also help others achieve their goals, which can be incredibly rewarding.

In conclusion, building and nurturing a network is an essential skill everyone should develop. It can help us achieve our goals, expand our knowledge, and create meaningful relationships. Networking is not just about meeting new people; it’s about building a community of like-minded individuals who can support and inspire us. Investing in our network can improve our career prospects, business outcomes, and personal fulfillment.

 

Howard M. Shore is an expert on building and nurturing networks. He has been advising CEOs and their teams for over 20 years and has helped numerous organizations achieve their goals through networking. Howard is the author of “The Leader Launchpad: Five Steps to Fuel Your Business and Lift Your Profits,” a book that provides practical strategies for building a successful business.

Disrupting Traditional Industries: Strategies to Increase Market Share and Profitability

Posted on by Howard Shore

In the fast-paced business world, staying relevant and profitable in traditional industries can be daunting. However, it is not impossible. With the right strategies, any business can increase its market share, disrupt the industry, and ultimately become more profitable. This article will explore ways to change your business in traditional industries and make it stand out in the market.

Let’s take the example of WhiteWave Foods. This company started as a small organic farm in Boulder, Colorado, and grew into a leading food and beverage company with a market capitalization of over $10 billion. WhiteWave Foods disrupted the industry by redefining what it meant to be a food and beverage company.

With an increasing number of people becoming health-conscious, WhiteWave Foods recognized the need for plant-based alternatives that could replace dairy products. One of the ways WhiteWave Foods achieved this was by focusing on plant-based dairy alternatives. They introduced their signature almond milk, which quickly became popular among consumers. This move not only helped WhiteWave Foods gain market share but also disrupted the dairy industry.

Another way WhiteWave Foods disrupted the industry was by embracing sustainability. They became one of the first food and beverage companies to publicly commit to sustainability goals, including reducing greenhouse gas emissions, water usage, and waste. This helped them connect with consumers who prioritize environmentally-friendly products and gain a competitive edge in the market.

WhiteWave Foods also focused on innovation, constantly exploring new ways to improve its products and processes. They invested in research and development and introduced new products such as non-dairy yogurts, plant-based creamers, and coffee creamers. This allowed them to stay ahead of the curve and cater to evolving consumer preferences.

So, how can you apply these strategies to your business? Here are some ideas:

Focus on Innovation

Embrace new technologies and explore new ways to improve your products or services. Look for ways to add value to your customer’s lives and make their experience more enjoyable.

Embrace Sustainability

Become more environmentally friendly by reducing waste, using sustainable materials, and investing in renewable energy. Consumers are increasingly aware of the impact of their purchases on the environment, and are more likely to support companies that prioritize sustainability.

Offer Alternatives

With an increasing number of people looking for options and choice, consider offering alternatives to your products. This could open up new markets and help you gain market share.

Collaborate with Other Companies

Look for opportunities to collaborate with companies in your industry or related industries. This could lead to new ideas, products, and services you wouldn’t have thought of on your own.

In conclusion, changing your business in traditional industries can be challenging, but it is not impossible. By focusing on innovation, embracing sustainability, offering alternatives, and collaborating with other companies, you can disrupt the industry, increase your market share, and ultimately become more profitable.

 

About the author: Howard M. Shore is a business growth expert who has helped numerous companies succeed in their industries. With over 30 years of experience in business growth and leadership, Howard is a sought-after speaker and advisor who has worked with companies of all sizes and industries. He is the author of the book “The Leader Launchpad: Five Steps to Fuel Your Business and Lift Your Profits.”

From Surviving to Thriving: How to Adopt a Growth-Oriented Mindset During Downturns

Posted on by Howard Shore

In times of economic downturns, many companies make the mistake of focusing solely on cutting costs. While this may provide short-term relief, it often comes at the expense of long-term growth. Adopting a growth-oriented mindset is crucial to thriving in today’s competitive marketplace, even during difficult times. In this article, we’ll discuss steps companies can take to shift from a cost-oriented approach to a growth-oriented one, using a real company example to illustrate our points.

First, it’s important to recognize that cutting costs alone is not a sustainable solution. In fact, it can even harm a company’s future prospects. For example, let’s look at the case of Kodak. When digital photography emerged as a major threat to its traditional film-based business, Kodak responded by cutting costs and reducing investments in R&D. This strategy provided short-term relief but ultimately proved disastrous. Kodak failed to adapt to the changing market, and the company eventually filed for bankruptcy in 2012.

Instead of focusing on cost-cutting, companies should adopt a growth-oriented mindset that prioritizes innovation and investment in the future. Here are some steps to help make this shift:

Reframe the Conversation

One of the first steps in becoming growth-oriented is to reframe the conversation within the company. This means moving away from discussions solely focused on cutting costs and instead emphasizing growth opportunities. This can be done by setting new goals and KPIs focused on innovation and growth rather than just cost-cutting.

For example, let’s look at the case of Amazon. In 2001, the company faced a major challenge when the dot-com bubble burst. Many companies were cutting costs, but Amazon took a different approach. Instead of focusing solely on reducing expenses, the company set a goal to achieve profitability by Q4 of 2001. This goal helped shift the conversation within the company and encouraged employees to think creatively about achieving it. Amazon ultimately succeeded in reaching this goal, setting the stage for the company’s future growth.

Invest in R&D

Another important step in becoming growth-oriented is to invest in R&D. This means dedicating resources to developing new products and services that can help the company stay ahead of the competition. While R&D can be expensive in the short term, it’s critical for long-term growth.

For example, let’s look at the case of Apple. In the early 2000s, the company faced a challenging market, with declining sales of its core products. Rather than cutting costs, Apple invested heavily in R&D, developing new products like the iPod and the iPhone. These products not only helped to turn the company around, but they also set the stage for Apple’s continued success in the years to come.

Focus on Customer Needs

A growth-oriented mindset also means focusing on customer needs. This means developing products and services that solve real customer problems rather than just trying to cut costs or maximize profits.

For example, let’s look at the case of Airbnb. When the company first started, it faced significant challenges in convincing people to rent out their homes to strangers. Rather than giving up, Airbnb focused on understanding the needs of its customers and developing solutions that addressed their concerns. This included developing a robust verification process to ensure the safety of hosts and guests, as well as building a community of users who could vouch for the quality of the service. This customer-centric approach helped Airbnb to overcome its early challenges and paved the way for its continued growth.

Embrace Risk-Taking

Finally, a growth-oriented mindset means embracing risk-taking. This means being willing to take bold steps to pursue growth, even if it means taking on some degree of risk.

For example, let’s look at the case of the clothing retailer Zara. In the early 2000s, the company faced stiff competition from other fast-fashion retailers. Rather than focusing on cost-cutting, Zara took a bold step and invested heavily in its supply chain and logistics. This allowed the company to dramatically reduce its lead times, meaning that it could bring new designs to market much faster than its competitors. This focus on speed and innovation helped Zara to become one of the world’s most successful clothing retailers.

In conclusion, while it can be tempting for companies to adopt a cost-oriented approach during economic downturns, it’s important to remember that this approach can ultimately harm a company’s long-term growth prospects. Instead, companies should adopt a growth-oriented mindset that prioritizes innovation, investment in R&D, customer needs, and risk-taking. By doing so, they can position themselves for success both during difficult times and in the future.

As Howard M. Shore said in his book “The Leader Launchpad,” “Leaders who understand the importance of growth over cost-cutting are the ones who will thrive in today’s rapidly changing business environment.” So let’s embrace growth-oriented thinking and help our companies succeed, even during the toughest times.

 

About Howard M. Shore: Howard M. Shore is a growth-oriented leader passionate about helping companies achieve long-term success. With over 30 years of experience in business leadership and entrepreneurship, Howard is a trusted advisor to CEOs and business leaders worldwide. He is the founder of Activate Group Inc., a consultancy that helps businesses across a range of industries to adopt growth-oriented strategies. Howard is also the author of two books, “The Leader Launchpad” and “Your Business is a Leaky Bucket,” both focused on helping leaders drive growth and innovation within their organizations.

5 Highly Practical Strategies for Leaders to Manage Time and Achieve Better Work-Life Balance

Posted on by Howard Shore

Are you a leader struggling to balance your work and personal life? Do you often feel overwhelmed by your workload and find it challenging to prioritize tasks? As I stated in my best-selling book The Leader Launchpad, “Your calendar reflects your priorities, and your priorities reflect your values.” Therefore, managing your time effectively is crucial for achieving a healthy work-life balance. This article will discuss five highly practical strategies for leaders to manage their time effectively and prioritize tasks to achieve a better work-life balance.

(1) Learn to Say “No” – It’s okay to decline requests that do not align with your priorities. Saying “no” is not a sign of weakness. It is a demonstration of your ability to prioritize your time effectively. Real-life example: Sheryl Sandberg, COO of Facebook, turned down a board seat at Disney, stating that it was not aligned with her priorities.

(2) Use Time-Blocking – Block out specific times on your calendar for tasks that require your undivided attention. This strategy helps you to avoid distractions and stay focused on the task at hand. Real-life example: Elon Musk, CEO of Tesla and SpaceX, blocks out five-minute intervals on his calendar to manage his time more efficiently.

(3) Delegate Tasks – As a leader, delegating tasks to team members is essential to ensure that everyone is working towards a common goal. Delegating tasks also frees up time for you to focus on higher-priority tasks. Real-life example: Jeff Bezos, CEO of Amazon, delegates tasks to his executive team to focus on strategic initiatives.

(4) Use the Two-Minute Rule – Do it immediately if a task can be completed in two minutes or less. This rule helps you to avoid procrastination and ensures that small tasks don’t pile up, leading to more significant problems. Real-life example: Barack Obama, former President of the United States, used the two-minute rule to manage his time effectively.

(5) Take Time for Yourself – It’s crucial to take breaks and spend time on activities that rejuvenate you. Taking time for yourself helps you to avoid burnout and enhances your productivity. Real-life example: Bill Gates, co-founder of Microsoft, takes regular “Think Weeks,” where he disconnects from technology and spends time reading and reflecting.

In conclusion, effective time management is essential for leaders to achieve a better work-life balance. By learning to say “no,” using time-blocking, delegating tasks, using the two-minute rule, and taking time for yourself, leaders can prioritize their time and achieve their goals while maintaining a healthy work-life balance.

Call to Action: As a leader, it’s important to prioritize your time to achieve a better work-life balance. Which of these five strategies will you implement first? Share your thoughts in the comments below.

 

About the author: Howard M. Shore is the founder and CEO of Activate Group, Inc. Howard has over 30 years of experience in the business world and has worked with numerous Fortune 500 companies, helping them to achieve their goals through effective leadership and strategic planning. He is the author of “The Leader Launchpad” and “Your Business is a Leaky Bucket.”

Leadership Lessons: Why Getting Rid of Toxic High Performers is Necessary for a Positive Workplace Culture

Posted on by Howard Shore

As leaders, one of our most important responsibilities is cultivating a healthy and positive workplace culture. But what happens when a high-performing employee exhibits toxic behavior that undermines that culture? It can be a difficult decision, but we must be willing to take action, even if that means letting go of a high-performing toxic employee.

The consequences of failing to address toxic behavior in the workplace can be severe. A prime example is Uber, where former engineer Susan Fowler’s 2017 blog post about the company’s toxic culture sparked an internal investigation that uncovered numerous allegations of sexual harassment and workplace misconduct. The investigation resulted in the termination of over 20 employees, including some of Uber’s top executives. Among those terminated was Uber’s founder and CEO, Travis Kalanick, who had ignored previous complaints about the toxic culture and even intervened to keep a high-performing executive accused of sexual harassment.

Kalanick’s decision to keep a toxic employee had severe consequences for Uber. The company’s reputation suffered, and it faced multiple lawsuits and investigations. Uber’s valuation decreased by over $20 billion, losing significant market share to competitors like Lyft.

The lesson here is clear: as leaders, we must prioritize the well-being of our team members and company culture over the short-term benefits of keeping a toxic performer. It can be challenging to let go of a high-performing employee, but in the long run, it’s the right decision for everyone involved.

So, how can leaders effectively address toxic behavior in the workplace? Here are some practical steps to consider:

Set Clear Expectations

From the moment a new employee joins your team, it’s essential to set clear expectations about workplace behavior. Be explicit about what is and isn’t acceptable, and reinforce those expectations regularly. This clarity helps prevent misunderstandings and gives employees a clear framework for their behavior.

Provide Coaching and Feedback

Toxic behavior isn’t always intentional. Sometimes, employees may not realize the impact of their actions on their colleagues or the workplace as a whole. Regular coaching and feedback can help employees understand how their behavior affects others and allow them to make changes.

Consider Reassignment

 Reassignment allows employees to start fresh and demonstrate their commitment to positive workplace behavior. In some cases, it may be possible to address toxic behavior by reassigning the employee to a different team or role. This approach can be particularly effective if the employee’s skills and experience are valuable to the organization but their behavior is problematic.

Don’t Hesitate to Terminate

 If all other options have been exhausted, it may be time to terminate the employee’s employment. While this can be difficult, it’s crucial to remember that toxic behavior can have long-lasting negative consequences for the workplace. As leaders, we are responsible for protecting our team members’ well-being and maintaining a positive workplace culture.

It’s worth noting that the decision to terminate an employee should never be made lightly. In addition to considering the potential impact on the workplace, it’s important to follow proper HR procedures and seek legal advice if necessary.

In conclusion, toxic behavior in the workplace is a serious issue that leaders must address promptly and decisively. Even high-performing employees can exhibit toxic behavior, and failing to take action can have severe consequences for the workplace culture and the organization as a whole. By setting clear expectations, providing coaching and feedback, considering reassignment, and, if necessary, terminating employment, leaders can protect their team members and create a healthy and positive workplace culture.

 Howard M. Shore is an accomplished author and highly successful serial entrepreneur with a proven track record of creating over $1 billion in value throughout his career. As the CEO of Activate Group Inc., Howard specializes in helping CEOs who are serious about scaling their businesses and want to ensure they get it right the first time. With his wealth of experience and expertise, he is uniquely qualified to guide CEOs through the complex scaling process, from crafting a growth strategy to optimizing their operations and building high-performing teams. Whether you’re a startup founder or a seasoned executive, Howard can provide the guidance and support you need to take your business to the next level.

Three Things To Expect From A Business Coach

Posted on by Howard Shore

As a leader and entrepreneur, I always knew I had more to learn. I always seek ways to accelerate and raise the bar to achieve success. A key to getting maximum results from your advisors is to have a vivid picture of the outcomes you want to change. This allows you to understand the type of advisor required. When it comes to coaching, there are so many different types of coaches: behavioral, accountability, productivity, business, career, life, and other specialty coaching (e.g., communication, sales, speaking, leadership, etiquette, and so on).

Please beware of the term executive coach because it is broad and can mean too many things. To get maximum results, you need to hire a coach that is an expert in the area required. The best coaches focus on one or two types of coaching, and none excel in helping you in all areas. I have focused primarily on behavioral and business coaching, the two areas in which I excel.

I am often approached by people that want to achieve better results and are uncertain whether business coaching is right for them. A business coach brings three things to you and your organization:

 

1. REPEATABLE GROWTH SYSTEM

Your coach must bring a structured and repeatable growth system. This is not a system for every facet of your business. It is a proven leadership system that facilitates working “on” the business rather than in it. It is not a system for every function. Your functions (e.g., sales, marketing, operations) require knowledge from an expert in those functions and how to address those issues in your industry.

Don’t assume all systems are the same. Our Business Acceleration System® is a repeatable framework designed to simplify the ease, speed, and confidence you have in growing your business. Driven by the CEO and delivered by your team, we help the team learn how to master and integrate six areas:  cash, team cohesion, culture, execution, human capital management, and strategy. Most systems are deep in one or two of these areas.

 

2. SYSTEM EXPERT

You need a coach who is an expert in the repeatable process and ensures the team has clarity of role and position while keeping it highly cohesive and focused on the team result. Often you presume someone is expert because they have received a certification. Don’t allow certification to fool you. Certification indicates you have learned and shown proficiency in understanding the methodology. This does not mean they have put in 10,000 hours to master implementing the methods. Reading about and applying methods are both essential to mastery.

It is best if your coach has proven successful in many industries and companies. Otherwise, your company is a test bunny. It takes most coaches three years (or longer) to master a methodology. After being a coach for approximately 20 years, I can tell you my work is far better when compared with my first three years.

 

3. A PLATFORM FOR ACCOUNTABILITY

A software platform that creates daily behavioral habits leading to more clarity and alignment and a higher level of accountability. This is separate and distinct from your accounting, operating, and marketing software. As we have learned, no one software addresses all our needs. You must have the right platform that keeps the leadership focused “on” the business.

 

In addition to evaluating your coach’s ability to deliver the system and platform, I recommend that you evaluate a coach for culture fit, business acumen, and style. A great coach in a wrong culture leads to problems. As for business acumen, there are a lot of people that make good executive coaches but lack business acumen. Don’t confuse business acumen with industry experience. And it would help if you had a coach whose behavior compliments the team. Too often, leaders hire a coach that is most like them. While this may feel comfortable, it may not be what you need.

 

Howard M. Shore, Founder and CEO of Activate Group Inc. is a bestselling author, serial entrepreneur and business coach specializing in liberating leadership teams from the barriers holding them back personally and professionally. Howard has helped create over $1 Billion of value and authored two best-selling books, The Leader Launchpad and Your Business is a Leaky Bucket. 

Team-Building

Posted on by Howard Shore

STOP…wasting money on team-building exercises and retreats that, in the end, fail to bring about the desired results anyway. A significant reason that team-building initiatives fail is that too much emphasis is placed on the misconception that team-building should be fun. The purpose of team-building is to improve the performance of a work group, thereby creating better outcomes. This requires change, and for most people change is not fun … it is hard work. Team-building can be fun… if the members of the work group enjoy the learning process and relish the opportunities that change will bring. This is where a business coach plays a vital part in successful team building that brings results.

Key Elements For Driving Team Performance

If you want to improve teamwork and performance in your organization you have to look at the four core elements to driving team performance: relationships, goals, roles, and rules. All four of these elements must be executed well for the organization to flourish.

Focus on Improving Relationships LAST

Ironically, improving relationships is probably the last area you should focus on. Yes, the area that most leaders spend most of their time addressing is usually the symptom, not the problem. Almost every organization that has team-building issues will find their root of their problems in goals, roles, and rules. In my experience, when we address goals, roles, and/or rules, many of the relationship problems disappear.

State Your Goals

The first step toward achieving success as a team is to state your goals properly. You know your goal is well stated when anyone who reads it knows exactly what you are trying to accomplish and in what time frame. The better a person states the goal, the easier it is to create the action plan. An acronym commonly used for stating a goal properly is SMART (Specific, Measurable, Attainable, Realistically High, and Time-based).

Understanding Your Roles

In order for a team to function properly it is important that every member of the team understands specifically the actions and/or activities assigned to them. This is not as simple as some make it out to be, which is why this is usually an issue for team. There are two different types of roles: task and maintenance. The “task” roles relate to driving the desired outcome of a team. The “maintenance” roles relate to managing team processes and relationships among people on the team.

Rules Must Apply to Everyone

Rules are a very important component of teamwork. This is one of those areas many leaders, particularly in entrepreneurial and family-owned businesses have the biggest concern with. Everyone is fine with rules as long as they apply to others. You cannot have one set of rules for some people and another set for others.

Contact us if you need team-building ideas.

Howard Shore is a business growth expert and business coach who works with companies that want to maximize their growth potential by improving strategy, enhancing their knowledge, and improving motivation. To learn more about him or his firm please contact Howard Shore at 305-722-7213 or shoreh@activategroupinc.com.

Focusing On The Core

Posted on by Howard Shore

I recently read a white paper entitled “The Focused Company”, produced by Bain and Company. As a business coach, I have found that while most clients understand the importance of prioritization and focusing, they fail to achieve either. Why does this occur?

As an owner of three businesses, I can appreciate the challenge. There are so many things that must be done in order to be successful in business. As a result, it can be hard to see what is crucial. The natural entrepreneur has the “shiny object” syndrome. We are interested in pursuing the “shiny object”, which distracts us from concentrating on the matter at hand.

Why We Fail to Focus

Business executives mainly fail to focus because of the way in which the human mind works. We operate more on a subconscious versus a conscious level. We tend to learn by repeated behaviors and allow those repeated behaviors to take precedence over conscious learning. In other words, our brains have us operating on auto-pilot. We may know consciously that the way we have behaved in the past is not working, but our subconscious knowledge still drives future behavior.

According to the Bain report, “… 80% of CEOs expect high levels of complexity over the next five years. Far fewer feel prepared to cope with it. A truly focused company, one that has cut complexity to the minimum, does not invest to win in every element of its business. It invests primarily in its core, the business in which it can outperform everybody else. A focused company does not try to appeal to every potential customer. It concentrates on the most profitable customers, those who it can serve better than any competitor can.”

Having a Focused Business Strategy

As many of my readers know, I am a certified Gazelles Coach. As such, we take our clients through a process known as the “Four Decisions,” which was derived from a well-read book, “Scaling Up” by Verne Harnish. The power of the “Four Decisions Program™” process is not producing the “one-page business plan.” While that is the output of the process, the true value derives from the discovery that occurs by going through the process.

We recently worked with a multinational public company that operates with several billion in revenue and has little-to-no profit to show for it. By working with their coaches, they found that the secret to achieving greater growth and profitability is predicated upon how well they are able to focus. The leadership team was stunned to realize that they had grown to several billion in revenue, and they were struggling because of their failure to have a focused strategy. Our client discovered that their focus had been on how much supply of product they had versus possible customer requirements. If you wanted to analyze their customer base and go-to-market strategy — there was none. As a result, they had no customer loyalty and were more susceptible to market pricing than if they had focused on a core customer and mastered those variables in their business that were important to the core customer.

Addressing Your Customers Needs

Now that this has been discovered, it will be important that their coach continues to help them focus products and services in a way that best addresses the needs of the customers that they believe have the highest profit potential and will stay loyal as a result of addressing these needs. We concluded that, if they do this well, they will be able to use up 100% of their manufacturing capacity by serving much fewer customers well. Rather than being supply-driven they will become customer-driven. To accomplish this, it will be important to design the organization in a way that supports making critical decisions rather than supporting existing processes. Also, by being customer-driven rather than process-driven will result in integrated process efficiency rather than functional efficiency.

In the end, companies must attack complexity in their business. Focus is a never-ending journey.  Business must focus the majority of organizational emphasis on a very few key areas that are costing too much or causing some type delay in order to best serve core customers. We also recommend that businesses should focus their activity by quarter, treating each quarter as a 13-week race. Race to improve one major area of your business. What you will find is that fixing one area will reveal sizable opportunities for simplification elsewhere for the next quarter.

Improve Your Business Strategy

Howard Shore is an executive leadership coach and founder of Activate Group Inc. based in Miami, Florida. His firm works with companies to deliver transformational management and business coaching to executive leadership. To learn more about executive leadership coaching through Activate Group, please contact us today or give us a call at 305.722.7213.

Find, Track & Develop People Who Refer You Business

Posted on by Howard Shore

In my prior blog post, “Six Keys to Successfully Manage the Growth of Your Business,” I enumerated the six keys to successfully managing the growth of your business. Let’s take a more in-depth look the second item on the list – Find, track, and develop the people who refer you business.

Word of mouth marketing was regarded as the single most effective marketing investment by more than half (55%) of the business owners surveyed in the SunTrust best practices survey. Today customers are inundated with marketing messages, emails, tweets and social media messages, too many to differentiate the messages. The one source that still stands out as reliable and credible is the referral from a trusted source (or word-of-mouth).

A good way to generate word- of –mouth is to use customer satisfaction surveys to identify your biggest advocates, discover unmet customer needs, and ask for referrals. You can also use these advocates as a dynamic, enthusiastic sales force for your company.

The following chart is a result of the SunTrust best practices study:

  1. Customer satisfaction surveys or suggests 27%
  2. Customer referral program 14%
  3. Excellent customer service 11%
  4. Partnership to share customer access (co-marketing agreements) 10%
  5. Local networking groups 8%
  6. Public relations to generate free press 8%
  7. Web search engines, listings or markets (e.g. eBay) 5%
  8. Newsletters to customers 3%
  9. Local sponsorships ( sports teams, events, etc) 1%

So the bottom line is capital or lack thereof doesn’t need to be an impediment to your growth strategy, just another challenge among the many faced by entrepreneurs. So do your homework, touch your customers and leverage the value in your brand.

Louis Partenza is a business leadership consultant and partner of Activate Group Inc, based in Miami, Florida. His firm works with companies to deliver transformational management and business coaching to their executive leadership. To learn more about business leadership coaching through AGI, please visit activategroupinc.com, contact Lou at (305) 722-7215 or email him.

 

Keys to Manage the Growth of Your Business

Posted on by Howard Shore

Most business owners want to manage their growth so it is profitable, cost – effective, and does not over extend their cash resources.

For many business owners, managing profitable growth remains an elusive goal. Most lack a plan, are not sure where to invest their sales and marketing dollars, or how to leverage the time and money they do have to invest towards growth.

Growth can be managed effectively and profitably if owners are willing to spend the time to create and communicate a growth plan and make informed decisions on the use of their growth funds. Owners who document and communicate their growth plans double their chances of achieving their growth objectives (SunTrust study on Growth )

“The key to profitable growth is to have clear growth strategy that the average employee understands” Edward Hess, Author of the Road to Organic Growth

A best practice research study of thousands of fast growing businesses identified six commonsense and highly effective actions you can take to actively manage your growth.

  1. Put a one-page growth plan in writing.
  2. Find, track, and develop the people who refer you business.
  3. Treat sales and marketing as an investment, not an expense.
  4. Allocate more of your time to prospecting and customer development.
  5. Calculate the payback on a new salesperson and hire one.
  6. Create sales and marketing pipeline to measure the effectiveness of your growth investment.

We have developed practical solutions to assist you in growing your revenue and profits and expanding your business, ask us how today.

Louis Partenza is a business leadership consultant and partner of Activate Group Inc, based in Miami, Florida. His firm works with companies to deliver transformational management and business coaching to their executive leadership. To learn more about business leadership coaching through AGI, please visit activategroupinc.com , contact Lou at (305) 722-7215 or email him.

3 Secrets of Star Sales Managers

Posted on by Howard Shore

Sales Management

In my years as a business management coach, I have encountered every type of sales manager. From the newbie manager who was promoted because he/she had the best sales record, to the MBA sales-trainer-turned-manager. Yes, I have seen them come and go. I have seen them wildly succeed and miserably fail. Through this pedigree of experience, I have learned how to spot the superstar managers.

Though there are several different personality types that can succeed in sales, the best sales leaders have many things in common. Most great sales managers are genuine, highly ambitious and extremely driven. The way they manage is the real differentiator though.

Great Sales Managers

Superstar sales managers all do the following:

1. Provide formal coaching.

Great sales leaders regularly sit with each sales rep and provide personalized one-on-one coaching. They realize that the more they can develop their team’s talent, the better they will perform. Without coaching, a salesperson also loses motivation because they feel the lack of support. Formal coaching is the key to happy and productive salespeople, and great managers deliver it.

2. Create strategic plans.

Great sales leaders help their people create annual strategic plans. The exercise gives salespeople a structured plan to follow throughout the year. And because they create the plan together, there is an understanding of what is expected of them and how their success will be measured.

3. Support the most important parts of the sale.

Most salespeople want and need support from their manager during the sales process. Whether it is helping them put together the best possible proposal or closing a difficult client, great sales leaders support their people in those key points that mean the difference between a “yes” and a “no.”

What other behaviors do you think are indicators of great sales managers?

Howard Shore is a business management coach and founder of Activate Group Inc, based in Miami, Florida. His firm works with companies to deliver transformational management and business coaching to executive leadership. To learn more about sales management coaching through AGI, please contact us today or give us a call at 305.722.7213.

Have You Googled Your Employees Lately?

Posted on by Howard Shore

A business acquaintance of mine recently told me a story that illustrates the reality of life in this digital age. He met with a potential vendor for his business and vaguely recognized one of the salespeople. He had met her before but couldn’t place her, so after the meeting he Googled her name. The first search result that appeared was her arrest record. Needless to say, that vendor did not get his business.

Personal brand management is a hot topic these days for good reason. Public records, hidden cameras and identity theft are real, ever-present and here to stay. Unfortunately, this impacts more than just personal reputation. Your employees’ reputations can damage your company’s reputation, quietly and without you even knowing it.

As business executives, we must consult employees about the importance of personal branding and online reputation management. You and every employee—especially any employee with a customer-facing role—need to keep tabs on what appears in name-based Google searches. If there is a serious problem with negative results, you should look into a service like Reputation.com to get those results off of page-one search results.

Personal Branding Training

Work with your Communications and/or Human Resources departments to create educational materials or training on personal branding, and how to manage it. This training should include lessons on controlling online privacy to make sure personal interactions (on places like Facebook and Twitter) don’t spill over into professional online personas.

Make sure executive leadership also attends. It is more likely that people will conduct searches on executive leaders than lower-level employees, so be sure that your leaders have a sparkling clean online reputation. Your company’s reputation depends on it!

Howard Shore is an executive leadership consultant and founder of Activate Group Inc, based in Miami, Florida. His firm works with companies to deliver transformational management and business coaching to executive leadership. To learn more about executive leadership coaching through AGI, please contact Howard at 305.722.7213 or email him.

The Difference Between Training and Development

Posted on by Howard Shore

How much budget have you wasted on training that didn’t result in ROI? I’m a sales trainer and business coach that sees failed training and development programs every day. If you are spending your training dollars on training that strengthens employees’ skills while allowing them to grow personally and professionally — then you are in the very successful minority.

Training vs. Development

There is a big difference between training and development. If you (and your HR team) don’t know the difference between these terms, you are spending money providing training to executives and managers who already have the skills and knowledge they need. This training will not move the needle for your company. What you need is to develop existing skills to their maximum potential.

Training = Teaching New Skills

Development = Perfecting Existing Skills

You have likely invested a lot in recruitment so you could find and hire the best possible candidates, right? They have the knowledge and skills, but that doesn’t necessarily mean they will be successful in your company. How many times have you met individuals with Ivy League degrees whose careers went nowhere?

The Importance of Training and Development

The foundation of running and building a company lies in the overall performance of the team. Your success depends on your ability to identify, recruit, hire, develop and retain the absolute best talent you can afford to achieve the highest level of performance. I have written quite a few articles on the issues related to identifying, recruiting and hiring the right talent. While that is a big struggle for many companies, there is a real issue related to developing and retaining good talent.

As a business coach, I have had an opportunity to visit with hundreds of CEOs and peek under the hood of many of their companies. From what I have seen, even from some of the companies that have good revenue and profit growth, there is a lot of lip service paid to staff being important, being a real asset to the business and the key to their success, but their actions and treatment of these so called “assets” is inconsistent with their words.

If CEOs really meant what they said about talent, there would be a lot more emphasis on employee development. It would start first with hiring stronger people to run the Human Resource function (or outsourcing in smaller companies) to bring a more strategic view to developing the organization’s talent. Many executives think that if they hire the right people then they do not need to worry about development, and this could not be further from the truth.

Defining the Difference Between Training vs. Development

I first want to clarify the difference between training and development. Oftentimes these two terms are used interchangeably. There is an important distinction, and many times leadership uses training improperly, causing them to misuse company resources for the sake of saying they provide training and development.

Training

Training is the process for transferring knowledge, experience, or new skills to a person or group that does not currently possess them. Training is the acquisition of knowledge, skills and competencies as a result of teaching.

Development

Development is a more holistic process of helping an individual to achieve peak potential. Development teaches people how to become more productive and effective at work and at the company. In other words, training provides the skill and development maximizes it. Training is a component of development and only part of the equation.

When you focus on developing your employees, you are helping them use their existing skills and your company resources to perform better. The best development programs give employees the opportunity to discover things that they would have never discovered in their day-to-day work. As you strengthen individuals, the team as a whole also becomes stronger. As the team gets stronger, the organization becomes more successful.

Components of Employee Development

Organizations that take employee development seriously have a complete talent management system. In addition to training, the following are components you should consider in your employee development program:

1. Position Profile 

The position profile helps the employee see how their role fits in the context of the organization and communicates the link between business strategy and internal processes. It is a detailed piece of information that provides the required competencies and skills to execute the position successfully, and the position’s performance accountability and performance management aspects. By comparing the needs of the position with your employees and candidates for the position, you can see gaps and, when necessary, provide training to fill the gaps.

2. Key Performance Indicators 

By establishing key performance indicators, measuring performance and communicating those performance results, you help your employees understand how they are doing in your organization. When gaps in performance are occurring, it points to developmental needs for that individual.

3. Performance Reviews 

We recommend performance feedback on at least an annual basis.

4. Developmental Program 

During this annual process, the supervisor and employees work together to identify steps to help that individual to improve their skills and approach to their current positions as well as help them prepare for growth for greater opportunities. This is a proactive approach to identifying reading materials, seminars, workshops, webinars, and other ways to assist the employees to propel their careers.

5. Mentor Programs 

A mentor is someone that shows you the way. They have been there before, so they show you how they have done it. Their qualification is the outcomes they have achieved. They are typically donating their time and not getting compensated for the advice they bring.

6. Executive Coaching 

The executive coach’s role is to help an individual unlock their potential and is not about teaching or showing the way. The coach helps the person being coached discover areas where their motives, values, and personality traits are causing them to be less effective as a leader. The biggest part of coaching is to help the person being coached become self-aware, as research has shown that the higher the position a person holds within an organization, the higher the gap in self-awareness.

Your people truly are the most important asset in your organization. They were hired for their skills and knowledge, and it is time to think about developing their skills to their maximum potential to propel your organization’s growth.

Howard Shore is a leadership development, executive coach and business coach who works with companies that need leadership development and strategic business coaching. Based in Miami, Florida and Dallas, Texas, Howard’s firm, Activate Group, Inc. provides leadership coaching to businesses across the country. To learn more about leadership development coaching through AGI, please contact us today or give us a call at 305.722.7213.

The Recruiting Mistake Made by 99% of Companies

Posted on by Howard Shore

Recruiting is an art that few have mastered. At AGI, we work with many companies to create systems for Human Capital Management—for each company a customized strategic system for managing employees through every stage of their employment, from recruiting to retention. When we evaluate a company’s employee processes, one of the first things we look at is recruitment.

Recruiting “A” players is the goal of most HR professionals, but recruitment is one of the areas where many miss the boat completely. That’s because 99 percent of companies start the recruitment process with the wrong tool: the resume.

Starting the candidate evaluation process by reviewing resumes is one of the biggest mistakes you can makes. Here’s why:

  1. Resumes aren’t accurate. Let’s face it, the resume is the most overinflated self-promotion tool invented. Most resumes are embellished heavily and some are flat-out inaccurate.
  2. Resumes don’t reveal personality. Resumes are, at best, clinical lists of accomplishments and experiences. They tell you almost nothing about a person’s attitudes or working style.
  3. Resumes encourage bias. Formatting, language, word choice, past employers, schools—whatever. All of these things can trigger an irrational “like” or “dislike” of a candidate that could very well be the “A” player you are looking for.

Use Talent Assessment Tools

After posting an open position, the next step of the recruitment process should be assessment testing. Candidate assessment tool like Topgrading provide revealing and unbiased information about a candidate’s natural abilities and inherent skills—these are the most important qualifiers for the successful matching of candidates to jobs.

A resume should be used only as a guide for interviews and a tool for sharing potential candidates with the hiring manager and other decision-makers. Using resumes as the first step in qualifying candidates will definitely make you pass over “A” players.

Howard Shore is a human capital management expert who works with companies that need leadership development and strategic business coaching. Based in Miami, Florida, Howard’s firm, Activate Group, Inc. provides leadership and management coaching to businesses across the country. To learn more about human capital management through AGI, please contact Howard at 305.722.7213.

5 Signs You Need a Leadership Coach

Posted on by Howard Shore

Of the many hats I wear at AGI, I think my favorite is that of leadership development coach. The experience of working one-on-one with business leaders and helping them become the best leaders they can be is very rewarding. Once in a while, I encounter people who don’t know if they are at the right point in their careers to benefit from leadership coaching.

Here are five easy-to-recognize signs that you are a leader who would benefit from a professional coach:

1. You frequently wish you had mentor. If you regularly have issues you wish you could bounce off an experienced executive, a leadership coach can help. Having an experienced advisor can help you gain reassurance that your decisions are thorough and can be an enormous benefit to you, your employees and the company. We coaches are also unbiased so we can offer sound, rational advice.

2. You want a strategic collaborator. If you need guidance from someone that can help you develop or review strategies, you are ready to hire a leadership coach. We’ve been a part of creating hundreds of successful business strategies, in boom years and downturns. When it comes to crafting the right strategic plan, we are incredible resources to draw from.

4. You need a confidential advisor. Like a consillere to the Godfather, a leadership coach can be your personal and private advisor. We all have moments when personal issues make us vulnerable and times when we need to discuss sensitive business issues. At those times, a leadership development coach can talk through things and keep the discussions “in the vault”.

5. You want access to the best tools and practices. Leadership development coaches have access to strategic tools that have been proven to increase company and people performance. When you engage with a coach, you automatically get access to those tools without the commitment of long-term contracts.

Think you might be ready for a leadership development coach? I’d love to hear from you!

Howard Shore is a leadership development coach who works with companies that need leadership development and strategic business coaching. Based in Miami, Florida, Howard’s firm, Activate Group, Inc. provides leadership and management coaching to businesses across the country. To learn more about leadership development coaching through AGI, please contact Howard at 305.722.7213 or email him.

Common Personality Traits In Great Salespeople

Posted on by Howard Shore

In my career as a sales force development coach, I have worked with hundreds, possibly thousands, of salespeople. I’ve helped companies large and small develop the right sales force development practices, including finding and hiring “A” talent for their teams. In my experience, there are a few personality traits that are common to all top sales talent, regardless of background or industry.

Ego. Great salespeople can handle rejection without letting it consume them. They realize that it’s part of the job and let rejections roll off them like water off a duck’s back. They also truly believe in themselves and their abilities. The ones who are full of doubt and need constant wins never last long.

Self-motivation. “A” sales talent needs coaching and development just like all other employees, but they can generate their own motivation. Most great salespeople have their own goals and aspirations and have no difficulty pushing themselves to get there.

Results Mindset. Top performing salespeople always see the numbers they need to hit. They keep their eye on the prize and work at achieving their goals. They also have a tendency to break those results down into smaller chunks (“chunking”) so they can achieve smaller results along the way.

Energy. Great salespeople jump out of the bed in the morning and go full force until there is no steam left in the engine. Their presentations are engaging and full of life, and they have the ability to get others excited about the product.

Have you seen these traits in your sales team? What other traits would you add to this list?

Howard Shore is a sales force development coach who works with companies that need leadership development and strategic business coaching. Based in Miami, Florida, Howard’s firm, Activate Group, Inc. provides leadership and management coaching to businesses across the country. To learn more about sales force development coaching through AGI, please contact Howard at 305.722.7213 or email him.

The Source of All Your Sales Force Problems

Posted on by Howard Shore

In all the work I have done as a sales development coach, I have learned that when sales teams aren’t performing, the problem usually lies with sales management.

All too often, a sales manager neglects his/her team because they “don’t want to be a babysitter.” Their personal belief systems about how people should work and behave cause lack of attention and the teams get lazy. Many managers believe that all salespeople can and should be treated and managed the same. This belief could not be further from the truth. Managing everyone the same way allows poor performers to hide in plain site.

In nature we call this effect ‘disruptive correlation’. Zebras use it to camouflage themselves from lions. A lone zebra can easily be spotted by a hungry lion. However, when zebras move in a herd, their stripes create the optical illusion of one giant zebra. The lion knows it could never take down an animal that big so it leaves the herd alone and stalks the more vulnerable loners.

The same principle can be applied to sales management. A sales manager who believes all his people are the same doesn’t see the individuals on the team, doesn’t address poor performers or help develop the “A” players. Everybody loses.

Develop Individual Sales Goals and Sales Coaching Plans

Every salesperson needs a sales plan. This individual plan should be tailored to individual abilities and career goals, and support the goals of the department and company. A good manager will assist his people in developing their plans—not just send them off to do it on their own.

Every salesperson needs personal coaching and individualized management from their manager. If your sales managers do not have the knowledge to deliver individualized coaching, then the training needs to start with them.

Howard Shore is a sales development coach who works with companies that need leadership development and business management coaching. Based in Miami, Florida, Howard’s firm, Activate Group, Inc. provides strategic planning and management coaching to businesses across the country. To learn more about sales development coaching through AGI, please visit activategroupinc.com, contact Howard at (305) 722-7216 or email him.

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