Most of us know only a few women in the military, and it’s even harder to find one who shifted to being an entrepreneur. Karla Dembik is one example of a strong woman from the military who founded her own business, Phoenix Payment Processing. Tune in today as Jonathan Goldhill interviews Karla and let’s all learn together about her amazing story.HIGHLIGHTSIntroducing Karla DembikKarla's early fascination with the militaryThe gift of camaraderieA better way of treating business ownersIn pursuit of innovationRecruiting from militaryThe threat of InflationQUOTESKarla’s dream to be in the military:“It just kind of became my passion in just my whole world as a kid, and then later in life, when I finally joined in, it was everything to me.”Karla on working for a collective purpose:“At the end of the day, we are working for the same purpose and you become friends with everybody's other families and you rely on each other, and that was really significant.Karla talks about her passion:“I saw an opportunity to help people to find a purpose again in helping business owners be successful in their business in a very different way. And it has become my passion now.”Karla’s pursuit of innovation:“I'm always looking to innovate because I see it growing into more of this one-stop shop for businesses and all of the business's needs, the payments, the payroll, the capital, everything that you need.”Connect with Karla and learn more about her work:About KarlaPhoenix Payment ProcessingIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

Like any other field of vision, business financial aspects still have blind spots, and these are the things that Barry Rutten aims to solve. Barry is a partner and co-founder of Wealth Defense Financial Advisors, which provides financial planning, investment advisory, and wealth management services to individuals, families, business owners, executives, and entrepreneurs.Tune in and learn more about Barry and how he uncovers financial blind spots and how he solves them, only here in the latest episode of The Disruptive Successor show.HIGHLIGHTSIntroducing Barry RuttenGenerational business turnoversCoaching with the doctor modelAvoid financial loss, achieve financial successBlindspots of entrepreneursQUOTESBarry’s thoughts on successors:“It's a difference between working IN the business and ON the business.”Barry on business owners’ difficulty to let go:“Business owners put their blood, sweat, tears, and life energy into this entity, and depending on the person, they may have internal struggles with just letting go.”Barry’s choice of clients:“I want to be close to the decision maker, and because I see the connection between the business owner and then the business owner's personal side.”Barry on being open to learning:“I don't think it's necessary to be Superman or Superwoman. When it comes to owning your business, I think the smart thing is to stay coachable, stay receptive, and stay open to new ideas.”Connect with Barry and learn more about his work:About BarryWealth Defense Financial AdvisorsIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

From a simple carwash that he bought from his father with his college savings and money from selling his car, Bobby Marchenese has turned this family business into a 6-site 70-employee operation. Bobby’s original plan was simple, go to wall street and get busy with finance, but something held him back, and what is it? Find out more about it by tuning in to Bobby and Jonathan Goldhill in this latest episode of The Disruptive Successor podcast.HIGHLIGHTSBobby's business backstoryHold back to give the business a shotBuying a carwash location from his dadTurning things aroundThe scary but pretty good startThe growing pains and lessons learnedQUOTESBobby: “it just didn't seem like that was the right path. For me, there was just something kind of holding me back from that. You need to be an entrepreneur, you need to give the business a shot.”Bobby: “I just had this gut feeling that I could make it work and I can turn things around.Bobby: “Micromanaging people, it's not necessarily a good thing to do.Bobby: “Take that step back, look into your business, work on a vision, to be able to create that vision, to know where you want to go in the next five years. As opposed to just constantly just fighting the day-to-day and you get six months down the road, and you're really in the same spot.”If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at  www.DisruptiveSuccessor.com

Be a part of the league of Modern Gentlemen by tuning in to the epic life story of Alex Ramirez. Alex is a 45-year-old wisdom-fed, purpose-driven gentleman stuffed in a 21-year-old’s body. He leads a movement for men’s mastery of self and mindset by learning the 4 levels of freedom. HIGHLIGHTSAlex's epic backstoryThe 4 Levels of FreedomDiving in the same cycleThe miracle that broke the cycleThe drive to help people build wealthDon't find your purpose, CHOOSE ITQUOTESAlex: “There are strong men who build good times, and then those good times build weak men.”Alex: “The first freedom is physical freedom, taking care of yourself, loving yourself, optimizing your body and your mind.”Alex: “The second freedom is emotional freedom. Once you've put yourself first, then you put yourself first again, that may sound a little bit selfish, but that's what you need to do if you want to be selfless.”Alex: “I embraced the hardships I wore through trauma, and I started listening.”Alex: “I've always been purpose-driven and I don't think you find purpose, I think you choose purpose.”Connect with Alex and learn more about his work using the links below: Millionaire Podcast AutomationIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

THIS EPISODE IS LEGENDARY!Too many to list down, but that’s how we would describe the amount of value that Tommy Breedlove brings to the show, as he joins Jonathan Goldhill in another exciting episode of The Disruptive Successor show. Stay tuned as Tommy shares his life story, what events led to writing his book, how he worked on himself, and the cool change that set the motion for his legendary life.HIGHLIGHTSTommy's life before becoming legendaryLegendary life to Legendary bookMeeting his mentorTime for a cool changeYou are the problem and solutionMake a choice to make a changeThe five keys to living a legendary lifeQUOTESTommy: “All of those tangible things happen by just putting me first and three years, and here I am.”Tommy: “The most important thing is I found peace of mind, fulfillment, courage, patience, peak presence.”Tommy: “Money is a magnifying glass. If you're miserable, it's going to magnify that misery if you're if you want to make an impact, it's going to magnify that impact.”Tommy: “If there's an area in your life, that you are unfulfilled, unhappy, or not as successful, go find the nearest mirror and look at it, that's the problem and the solution.”Tommy: “The key for everybody is it starts with a feeling and then making a choice to change, and it's hard. But it's so much better than whatever area you're lacking in right now.”Connect with Tommy and learn more about his work using the links below: About TommyAbout Legendary Life MovementTommy Breedlove WebsiteIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

Let’s sit and take a sip from a Royal Cup of value with Bill Smith III in this latest edition of The Disruptive Successor show. Jonathan Goldhill welcomes Bill and they will be unpacking the story of Royal Cup’s humble beginnings, its succession through generations, and each generation's disruptive strategies that evolved the company from a regional to a national scale.HIGHLIGHTSRoyal Cup Coffee and TeaFrom grocery shelves to office coffee spacesFrom grandfather to father to BillBill's Immersion at a young ageGenerational Transitions In the FamilyInternal Growth by promoting withinQUOTESBill: “Royal cup today is a national roaster and distributor of fine coffees and teas, literally across the country, primarily to restaurants, hotels, resorts, as well as offices.Bill: “We invested heavily in the capability and capacity of our campus, and most importantly, made a commitment to a strategic rebranding of our products.”Bill: “It was important for me as a leader in the third generation of the family, to really immerse myself into the business in all aspects of the business.”Bill: “It wasn't always a wonderful ride, because family members have strong opinions. Sure. And so we had to figure out how to balance that.”Bill: “I'm very proud of the fact that we as a family figured out the best way to establish a national platform for that nonfamily executive team to take charge and take the company to its next phase of growth.”Connect with Bill and learn more about his work using the links below: Double Iron Consulting LinkedInDouble Iron Consulting WebsiteIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

Businesses are full of processes, and it is such a pain to manually document them all in one centralized file, not to mention the need to update them to cope with the times. In this latest episode of the Disruptive Successor show, Jonathan Goldhill welcomes Owen McGab Enaohwo, CEO and Co-Founder of SweetProcess, and he will be sharing his personal journey in outsourcing, the proper and efficient way of preparing processes, and how SweetProcess is the way to go for your processes needs.PLUS: Make sure to finish until the end of the episode as Owen and Jonathan have a special gift for you all!HIGHLIGHTSOwen's VA business backgroundOutsourcing is the way to goYou are the bottleneckProcess improvement mindsetMinimum Viable ProcedureHow sweet is SweetProcessQUOTESOwen: “Not only that outsourcing was waiting to go. But even the small guys, the ones with the smaller companies can actually do it, it wasn't reserved for the larger companies.”Owen: “Once you have it in your mind that this is going to be a continuous improvement thing. You give your mind the permission that okay if that's the case, we're starting from version 1.0, which literally is not going to be done much.”Owen: “This should not be you, or your manager, responsible for filling out the details. It needs to be a collaborative thing where employees, people who have already maybe been verbally trained on how the task is done and already been doing, be involved in that process of filling out the details.”Owen: “The way processes work is that there are some types of tasks where using a single checklist will not be sufficient for it because the task itself is a large, complicated task”.Connect with Owen and learn more about his work using the links below: LinkedIn: https://www.linkedin.com/in/owenmcgabenaohwo/Website: www.sweetprocess.com/disruptivesuccessorClick the link now to get the “52 Standard Operating Procedure Templates” for free!If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

Squirrel squabble… One of the reasons businesses or even just individuals fail is being they have too many distractions in their heads. Today in the latest episode of the Disruptive Successor show, Jonathan Goldhill welcomes Michael Neill, a Transformative Coach, Best-selling Author, and CEO at Genius Catalyst, to talk about his work in helping people clear their heads. Tune in as Jonathan and Michael discuss how the vertical dimension of coaching works and how to transform squirrels into humans.HIGHLIGHTSMichael's Vertical Dimension of CoachingManaging Humans vs. SquirrelsMichael's coaching processTransforming squirrelsEffects of an isolated environmentSettling down into clarityMichael on work-life balanceQUOTESMichael: “The tactics can be learned, the strategies can be developed and practiced. But if you're a mess, you're going to be a mess, applying strategies, and they're not going to work as well.”Jonathan: “To me, the best leaders, and the best clients who are leading their businesses, there, let's just talk about how they show up, they're authentic, they're transparent, meaning they are truthful.”Michael: “When you've tried doing it the way you think you've got to do it, and it becomes obvious that's not going to work. At that point, anything is worth trying, other than more of the same.”Michael: “One of the ways I define leadership is it's the art of aligning intention. So part of my role as a leader is to align the intentionality within my family, it's to align the intentionality within my business.”Connect with Michael and learn more about his work using the links below: LinkedIn: https://www.linkedin.com/in/mineill/Website: https://www.michaelneill.org/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

Is there someone bringing a lot of drama into your family business? You’re probably dealing with a high conflict personality and in this latest episode of the Disruptive Successor show, Jonathan Goldhill welcomes Megan Hunter, the CEO of the High Conflict Institute to give us some insight about HCPs. Megan will be sharing the different personality types to watch out for and how to handle HCPs and avoid unnecessary costs to your company.HIGHLIGHTSHigh Conflict Personalities4 types of personality issuesHCP in family businessesHandling HCPsExample of HCPsQUOTESMegan: “it's not a diagnosis, it's actually a pattern of a kind of a description of a pattern of behavior of high conflict behavior.”Megan: “High conflict personalities often do extreme things, they'll do things that 90% of other people don't do.”Megan: “It's probably more rare for them to stay in a job for a long period of time. But it depends on who is around them, and what kind of pressure is being put on them.”Megan: “Get to know someone, six months have them, you know, hire them on a provisional basis, or probational basis. And within six months, you'll see these things within a year, definitely, but probably within six months.”Connect with Megan and learn more about his work using the links below: LinkedIn: https://www.linkedin.com/in/meganlhunter/High Conflict Institute: highconflictinstitute.com/Unhooked Media: unhookedmedia.comIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

As a Leadership Coach, Author, Public Speaker, and Host of not just one, but two podcasts; “The Brave Files” & “Was A Chance”, Heather Vickery is all about empowerment and a tough cookie to crumble. Jonathan Goldhill welcomes Heather in another exciting episode of the Disruptive Successor show. They will discuss the B.R.A.V.E. Method and the qualities you need to take note of when leading a business.HIGHLIGHTSStepping into leadershipFear is there to save youThe B.R.A.V.E. MethodBoundaries X Core ValuesReassessment, Reframing, and ResilienceAction and AccountabilityVulnerability to be authentic about yourselfExpand and EmpowerQUOTESHeather: “It's an interesting concept, I think, in many cases, and of course, it's going to be different, these family dynamics are tricky, but in many cases, I think folks tend to hold back.”Heather: “The reality is we all face some types of fear in our life, and in some cases, fear is there for you, it saves you.”Heather: “Give people a chance to prove you wrong, or just to stake your claim that you have something to say that you have the right to be heard that you want to sit at this table, and stop deciding for everybody else how they're going to react.”Heather: “The B.R.A.V.E. method is about showing up for yourself and expansion and empowerment are inside jobs. No one can do that for you.”Heather: “It's like sending elementary school kids homework, just for the sake of proving that you're stronger than they are, that you can make them bow down to your will, it's bulls**t, and it's not the way most companies run their business anymore.”Heather: “Gratitude is the number one thing that has been scientifically proven to increase happiness, joy, and overall wellbeing while decreasing stress, anxiety and depression.”Connect with Heather and learn more about his work using the links below: LinkedIn: https://www.linkedin.com/in/heather-vickery/Website: https://vickeryandco.com/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

IT’S A GENIUS ENCOUNTER as Jonathan Goldhill welcomes genius entrepreneur, Justin Breen in the Disruptive Successor show. Tune in as Justin shares with Jonathan and the audience his entrepreneurial journey, why taking action is better than overthinking, and his knowledge of Kolbe's assessment.HIGHLIGHTSJustin Breen's entrepreneurial journeyThe Kolbe indexTaking action overthinkingBusiness owners VS. true entrepreneursStrategic coach programQUOTESJustin: “I'm just 100% simplifier, living in my zone of genius and spending time with my family.”Justin: “One of the passages in the book is, meaning is not an idea to be agreed with, it isn't a feeling. It is a feeling you get when you live as a hero on a mission. And it cannot be experienced without taking action and living into a story.”Justin: “It all comes back to taking action over thinkers or under doers. Over-analysis takes away all your energy.”Justin: “You can't learn anything unless you take action. So if I, the way I look at is everything can't be perfect and right, unless you take action to learn what's actually wrong.”Justin: “Business owners care about revenue, office space, employee count, material stuff, I don't care about any of that stuff. true entrepreneur cares about creating purpose, spending time with family or friends, and changing the world.”Connect with Justin and learn more about his work using the links below: LinkedIn: https://www.linkedin.com/in/justinbreen1/Website: https://www.brepicllc.com/Do you have the Visionary, Abundance, Investment mindset?Take the assessment and find out:  https://www.kys.coach/scorecard/ed80742f6e14c22a8884e7829c18fb88/surveyIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

It’s all about media today as our host Jonathan Goldhill welcomes the CEO and President of Mosaic Media, Mary Ann Pruitt. In this latest episode of the Disruptive Successor show, we're going to be talking about media, media buying, and how to target people in the media using generational thinking. HIGHLIGHTSManaging a business from far awayHow COVID changed the face of mediaDifferent media consumption per generationTarget marketing in mediaMary Ann on the evolution of media buyingQUOTESMary Ann: “Our team is broken up in the various time zones of where we're spread out throughout the world. Most of our team is in the US. But we do work world worldwide work.”Mary Ann: “Scale your company, based on what the client demands are”Mary Ann: “The biggest change that we probably have seen is actually the consumer behavior habits. So the individual and the generational breakout and makeup of everybody has changed habits in a different way for everyone.”Mary Ann: “We've had almost, you know, two solid years of this of true habit-changing formatting and seeing how people are consuming media that we really do as marketers, we have to think about that.”Mary Ann: “When I started my career, that's what it was. We didn't have anything digital to look at. We didn't have anything at our fingertips. And I, I look at it now and say yes, it's overwhelming, digital is overwhelming.”Start building your legacy now by connecting with Mary Ann using the links below: LinkedIn: linkedin.com/in/maryann-pruittEmail: mosaic.agency/blog/Websites: mosaic.agency/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

Today it’s host to host in the latest episode of The Disruptive Successor show. Jonathan Goldhill welcomes the host of the “Don’t Retire…Graduate!” podcast, Eric Brotman. Eric is a certified financial advisor and the CEO of BFG Financial Advisors. Eric and his team are firm believers that financial literacy is the key to financial freedom, which inspires them to provide free and affordable educational resources and accessible financial planning with no asset minimums. HIGHLIGHTSKey elements to a good succession planning frameworkEric on successions and exitingEric on giving the equityEric’s role in the succession planningThe “Don’t Retire… Graduate!” bookWhat BFG Financial Advisors is aboutQUOTESEric: “I think the two that are most important beyond everything else, our communication, which to me also includes transparency, and goal alignment.”Eric: “I'm generally not a believer that you give equity away, I think equity is always sold, and even in a family business situation, I think equity is sold.”Eric: “I have to balance what the expectations are on a transaction. Because everyone thinks their business is worth more than potentially it is, in the same way, we all think our house is the nicest one on the block.”Start building your legacy now by connecting with Eric using the links below: LinkedIn: linkedin.com/in/ebrotmanEmail: [email protected]: bfgfa.comA special gift from Christian to Disruptive Successor listeners! Visit https://www.instantnonprofit/disruptive-successor to get his Nonprofit Boot Camp for free!If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

Disruptive Successor’s latest episode is going to be unique as Jonathan Goldhill welcomes Christian LeFer, who is very passionate about nonprofits and social enterprises. Christian is the founder of InstantNonprofit, an organization that helps leaders and influencers create impact and build a legacy with the integration of a charitable entity into your life’s work.HIGHLIGHTSInstantNonprofit: What it is and how it startedChristian’s inspiration in getting into nonprofitsWhy should you start a nonprofitGetting paid while doing a nonprofitConcentric circles5 stages of a nonprofitQUOTESChristian: “I just got this moral outrage because I remembered my sister in Specialympics, and I said, well, somebody did that one day, and they face these incredible challenges in a year-long delay and very opaque process.”Christian: “What a nonprofit allows a business owner to do is sort of superposition their business and their life, their experience, their legacy, all of it through creating an organization that is very heart-centered.”Christian: “You have three hats on the table in front of you. Why would you never wear two hats at the same time?”Christian: “Sometimes people just need permission to go ahead and take the next step, and we do that as well.”Start building your legacy now by connecting with Christian using the links below: LinkedIn: https://www.linkedin.com/in/christianlefer/Email: [email protected]: https://instantnonprofit.com/Facebook: https://www.facebook.com/InstantNonprofitA special gift from Christian to Disruptive Successor listeners! Visit https://www.instantnonprofit/disruptive-successor to get his Nonprofit Boot Camp for free!If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

The Disruptive Successor meets America’s Legal Coach.Today on the Disruptive Successor Podcast, Jonathan Goldhill will be talking to Scott Reib, where they will unravel how seeking legal advice doesn't have to be intimidating or expensive. Scott has a legal career spanning two decades and has served as the official Zig Ziglar small business lawyer and a Ziglar legacy certified trainer. HIGHLIGHTSDisrupting using the subscription-based access planScott’s client baseThe concept of shatter-proofing your businessWhen should people start thinking about lawyers?Mistakes people make with their legalImportance of written agreementsThe Recurring Revenue ModelQUOTESRichard: “I like to say that the billable hours dead there, the Lord, the lawyers just don't know it yet. When they figure it out, their lives will get better, and they'll be more successful.”Richard: “We've built strong legal systems and structures in our business so that we've avoided the really big problems, and that's what I call shatter-proofing.”Richard: “Most business owners and people in general wait until their proverbial house is on fire and then they go to a lawyer. You know, they don't even have to go to Google and find a lawyer and then go to the lawyer.”Richard: “As a business, the project develops, things change, memories fade, and expectations aren't properly remembered, and so yeah, you got to have that written agreement.”Get a 20-minute laser legal coaching session with Scott and download his book at http://reiblaw.com/disrupt, or simply connect with him with the links below: LinkedIn: linkedin.com/in/thescottreibEmail: [email protected]: reiblaw.comBook: The Ultimate Guide to Estate Planning for BeginnersIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

A third generation disruptive successor of his family’s business, Richard Grove joins Jonathan Goldhill in another exciting episode of The Disruptive Successor podcast. Richard originally walked his own path by working as an engineer for the Department of Defense, but as much as he liked it there, he had a calling back to his family. Today, Richard is the COO of Wall Control, a family-owned and operated brand of wall storage and organization systems, which started as a small tool and die shop in the 1960s that has grown and evolved throughout the decades.HIGHLIGHTSThe transformation going to Wall ControlUtilizing search results data for innovationEngaging to SEO for better marketingPartnerships with Brand Ambassadors and Skilled InfluencersThe Family Business StructureCOVID impact to the businessQUOTESRichard: “Instead of going out and telling people how great we were, there's already people looking for how great we are, they just can't find us. So my first step was to kind of reverse engineer the customer base and look at what people were looking for, and try to put something in front of them.”Richard: “Our partners there, they were skilled, long before they had the following. So they were skilled makers, wood workers, you know, fitness professionals, and so they have the following because they were, they had that skill. And so the cool thing for us is getting our product in their hands, they really know what they're doing. And they can really tell the story.”Richard: “The brand ambassador, influencer marketing is far beyond just products for exposure or pay for exposure, it's more about going at them inviting you into their community, and then in turn, how the real the big thing is helping you help them grow with your own community. So a mutually supportive relationship will really benefit you long term.”Richard: “I'd say at the core, it's trust. We're not so full of ourselves to think that every person who's doing their job is the best person that could possibly be doing that job, and happens to be family, because what we do know is that We have that trust.”To connect with Richard, check out the links below: LinkedIn Profile: https://www.linkedin.com/in/richard-grove-wall-control/Podcast: https://businessradiox.com/podcast/organization-conversation/Wall Control:https://www.linkedin.com/company/wall-control-storage-systems/https://www.wallcontrol.comIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSHow to overcome the lack of confidenceNancy’s coaching tools and techniquesCommanding your worth with “The Art of the Ask”Family businesses in succession and overcompensationFamily problems in family businessesQUOTESNancy: “The number one issue that everybody wants is more confidence, because we all know that any lack of confidence is like a glaring missing tooth, people can feel it, even if you try to cover it up.Jonathan: “I should say, not equally, but getting treated fairly, is what I think is really important.”Nancy: “When a problem occurs in a family relationship, it is magnified in the business and thought about.”Nancy: “Everybody wants to live a fuller, more, more, more value driven, more purposeful life and feel like they're making a difference as well as earning a living.”Nancy: “When you're working in a family business, you have to have your ears and eyes open and recognize that this is a different structure, and is always going to be a different structure.”Nancy: “This is a great time to take stock of what we're really all about, what's really important to us. Whether you're a man or a woman, I think everybody's asking the same question these days is like what am I really all about? What's my life really all about?”To connect with Nancy, check out the links below: LinkedIn: https://www.linkedin.com/in/businessfox/Twitter: NancyFoxWebsite: chrisyonker.comthebusinessfox.com  (Company Website)bit.ly/careerleapforward  (Complimentary Master Class)facebook.com/groups/boldbizwomen  (Business Mastermind Community)If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSChris’ 3M ExperienceImportance of StrategyBeing prepared for the upcoming changesChris’ Methodology and the Hierarchy of FulfillmentThe Dilemma of Balancing Your Goals vs. EgoHandling transitions with familiesQUOTESJonathan: “Strategy is such a key part of business, and too many small and medium sized businesses don't really even understand what their strategy is, or how to differentiate themselves in the marketplace. And I think that when you take a strategy of innovation, and then you make it part of the alchemy of your company, it really brings it to life.”Chris: “These ideas of creating a centered life, and a life that's got a higher state of consciousness tied to it, there's an opportunity to transform within that. So that we can redefine who we believe we are in our life experience, it doesn't mean that we're going to become a different person. But in many cases, what it does mean is I'm going to navigate more for my truth instead of from an ego.”Chris: “I find the people that end up working with me. They want to transition but at the end of the transition, they want to have more peace. That's the common thread. They want peace.”Chris: “Individuals' interest goes first. Because otherwise, what do you end up with? I've worked with families where I came in, and then there's family members involved in the business and they don't want to be there.”To connect with Chris, check out the links below: LinkedIn: linkedin.com/in/chrisyonkerWebsite: chrisyonker.comTwitter: ChrisYonkerIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSGetting to know David RosellDavid’s view on retirementTrends in next generation businessesThe three archetypes of business ownersBeing rich vs. being wealthyActive Management vs. Passive ManagementWhat does David’s firm do?QUOTESDavid: “These days, people are phasing out of work much earlier, they're living much longer. And no one wants to be put out of use. Most people that we work with are looking at this as stage chapter three of their life, and they're really just beginning. So the term I like to replace retirement with is being financially independent or independent of the paycheck.”David: “Out of those 91 clients, we have every different type of personality, okay. And when we're creating a plan, it's certainly not boilerplate, their wealth distribution life plan, we call the risk blueprints. Because what's important to one person is so different for the next person.”David: “I would say that riches come more from the size of your bank account. And more importantly, in my opinion, wealth comes more from your heart, and your happiness.”David: “So there's always changes going on, which is another reason why we believe it's so important not to have a set it and forget it approach when it comes to financial planning.”To connect with David, check out the links below: LinkedIn: linkedin.com/in/davidmrosellE-mail: [email protected]: RosellWealthManagement.comIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSScott’s story about his research on leadershipScott’s definition of leadershipCommon mistakes leaders make that destroy employee engagementWhat the best leaders do that encourages employee engagementHow to measure creativity in leadershipChallenges to be a good leaderHow to measure employee engagementScott’s leadership scorecardHow to coach leadership and growthWhy emotional intelligence is important in being a leaderThe Leadership Accelerator ProgramQUOTESScott: “Well, it wasn't my full time job. It was my passion project. And so I didn't have to bankroll doing nothing else for five years, but no, okay. What I was curious about is leadership is just this nebulous, confusing, fuzzy thing.”Scott: “Let's make it practical, let's make it what does it actually mean? And to me, it means working through others to get things done.”Scott: “An A player on one team can be a D player on a different team, simply because of the way that the leader interacts with them.”Scott: “I think the key for modern leadership is compassion. And it's really looking after your people like you want your people to want to help you.”Scott: “People work and people give their best effort. People show up at work, because there's some purpose bigger than just earning a paycheck or some purpose bigger than making somebody else more money.”Scott: “You have to accept that not everything can be predictable, not everything can be efficient, not everything can be and that's the wrong goal. Do you truly want innovation? Then you have to leave some slack. Right? You can't have everything, you know, budgeted precisely to the penny into the minute into the hour, you just can't do that with innovative work.”Scott: “I think one of the harder things that I've had to try to get people to realize is that you're going to be respected more and appreciated more, if you do some other things, like you mentioned a few of them, you know, clarity and compassion, and just really set the table for these people to shine. But get out of their way and let them be the hero of the story. That's really what's going to help them give you the most value.”Scott: “The single biggest thing about being a good leader is how you think about it. It's not skills. It's not the scorecard. It's not understanding this, it's not understanding that it is this idea that my job as a leader is to work through others, and is to be more of a facilitator and more of an enabler than it is to be a doer.”Scott: “As a leader, you have to emotionally be able to step back and say, it's more important for them to get this to get this win for themselves than it is for me to jump in and be the technician.”Jonathan: “First, build a cohesive leadership team. Second, create clarity, third, over communicate that clarity. And fourth, reinforce that clarity.”To connect with Scott, check out the links below: LinkedIn: https://www.linkedin.com/in/scottdrake/Website: jumpcoach.comIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSWhy do we have to analyze leading indicatorsSharing favorite metrics to analyzeImportance of being a data-driven companySharing of client storiesData Visualization Tools (Google Data Studio, Excel, Tableau)How to identify or choose the right KPIs to measurePrimary and Secondary KPIsQUOTESJonathan: “People don't like us that we're analysts, you know, that we're analytical that we want to know. Too many small businesses just focus on the profit and loss and just like, am I making money and and like, that is missing the boat.”Jonathan: “We have to know what the leading indicators are. And these are why we use KPI so we can know how we're doing.”Jonathan: “And so it's one thing a lot of business owners, entrepreneurs, leaders, they look at indicators. And they focus on sales and marketing indicators only. They don't focus on operating metrics.”Jack: “So that's kind of when I'm not like trying to convince anybody, just when I'm talking about it, like, Hey, if you invested in a dashboard, or if you became a bit more data driven, let's say, at the very, most, maybe it's five grand, maybe it's 10 grand, or something like that. But if that helps you save 15 grand, or make better decisions, you make an extra 20 grand or something, the ROI is kind of a no brainer.”Jack: “I know it's kind of a new agey type thing in sports. It is not that new agey in business, it is how successful businesses have been running for a long time. It's now kind of trickling but trickling down into the small businesses and entrepreneurs and becoming a lot more accessible there, which is the whole point of my business, but also just really exciting for the industry in whole.”Jack: “65% of people are visual learners, but I would guarantee that 100% of people, if they look at their scorecard and they see a big red down arrow or a big red square, that is going to be a red flag to them and they will look closely at it.”To connect with Jack, check out the links below: LinkedIn: https://www.linkedin.com/in/jack-tompkins/Website: https://www.pineapplecf.com/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSThe two things that the financial advice industry really only wanted to doThe traditional mantras that came with wealth and investingThe 20 year roadmap exerciseThree underlying problems that affect the majority of service businessesThe Mindset focus on financial advice and wealth managementThe Wealth Mastery machineThree components of the Wealth Mastery machineFive key fundamentals in property marketsChasing vanity metricsBurning cash in order to scaleQUOTESJackson: “I very quickly realized that the financial advice industry and the wealth management industry really only wanted to do two things, help people who already had money, manage their money and make more of it, and sell commission based products to people like my parents who probably didn't need them.”Jackson: “I really struggled with the traditional mantras that came with wealth and investing that you need to squirrel away every last red cent.  And you need to sacrifice today in order for a greater tomorrow.  And I found myself always stopping and saying, well, that doesn't really resonate with me.”Jackson: “The fundamental principle of this is that it is progress over perfection.  There is no such thing as perfection when it comes to your wealth, right, there's always going to be inefficiencies and things that don't work perfectly.  But unless you actually take action and start building what we call money muscle memory, you're never going to build the resilience, the confidence, the clarity, to actually get on track for your plan.”Jonathan: “If you don't have a breakthrough idea, then what are some incremental things that you could do, linking together, of which, you know, five, or 10 of those will look like a breakthrough in your business.?”Jackson: “It all comes down to an issue that many entrepreneurs have with treating their businesses if it's the destination instead of the vehicle, right?  Because our business is a vehicle.  It is an amazing wealth creation vehicle if we allow it to be because we've only got to look at every rich list in the world.”Jackson: “The vast majority of these people, their business is to provide them two things, freedom and flexibility. That's what they bought into. They started a business because they wanted to have freedom and flexibility to spend more time with their family, pick up their kids from school, go to the ballet recital, and be there, be present.”Jackson: “I'm a big believer in keeping it boring.  And boring for me when it comes to property is buying good quality, single dwelling properties where affluent families want to live long term.”Jackson: “So I think as business owners, and I've been guilty of this myself, we get stuck into chasing vanity metrics. Like I want to get to that 100k A month or I want to get to that 200k A month or the 500k a month or whatever the number might be. But at the end of the day, what ultimately happens here is a phenomenon that we refer to as cash flow crip.”Jackson: “So as a business owner, we've got to realize that our business has magnitude more money than we've ever dealt with in our entire life.”To connect with Jackson, check out the links below: LinkedIn: https://www.linkedin.com/in/jackson-millan-the-wealth-mentor/Website: wealth-mentor.com.auGift Link: https://book.wealth-mentor.com.au/optin36991805If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSEven small businesses should be able to innovate Incremental changes vs DisruptionInnovation leaders don't always find success Small businesses are often the victims of disruptionYou're either the disruptor or the disruptedYou don't need to be a billionaire to innovate Always try to see the bigger picture QUOTESDan: "If you're making those small incremental changes, whether you're a leader or a lagger isn't so much of an issue. In those situations, you're really just saying how quickly are you gonna get in front of this opportunity. When you're dealing with disruption, oftentimes the difference between the first mover and the third mover is the difference of whether you survive or not."Jen: "There are consistent disruptions going on, and this is where you are either the disruptor or the disrupted." Dan: "One of the things that's really great about right now is that you can think with a degree of complexity at any scale. You can be the guy who is imagining a way to do both services. Or you can be Elon Musk and you're gonna reinvent the entire global industry on everything kind of thing."Dan: "See the bigger picture, whether that's within your own business or the opportunities around you. But deliberately take steps back and see bigger pictures of what the opportunities and challenges are. Getting into that habit of stepping back and seeing the bigger picture then enables a whole lot of additional new types of thinking."Jen:  "This idea of standing on the balcony, looking over at your business and saying. 'what does this look like, what needs to change, how do I move pieces around people, parts, services, etc.' And going to the dancefloor, which would include talking the customers and doing a bit of a boogie, and then looking into the operational picture. Often we'll say, 'Are you spending enough time on the balcony?' or for some people, 'Are you spending enough time on the dancefloor?'"To connect with Dan and Jenny, check out the links below: LinkedIn (Jennifer Wilde): https://www.linkedin.com/in/jennifer-wilde-bbb05867/LinkedIn (Dan McClure): https://www.linkedin.com/in/mccluredc/Website: https://www.innovationecosystem.com/Twitter: @inno_ecosystemIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSYou can grow yourself out of businessEntrepreneurs need to understand cash flow Take the complicated and make it simpleSuccessful business owners manage risk wellWith great price should come great service Using scrum in subcontract workHow to structure a good compensation program in the trades Start hiring for values first, trade skills second QUOTESJonathan: "All this underscores the need for entrepreneurs to have some financial literacy. There's not enough financial literacy. It doesn't have to be complicated. It doesn't mean you need to take an accounting class but you need to understand what your people are doing so you can understand maybe where they're messing up. You need to be able to understand a balance sheet, a cash flow, a P&L statement. Maybe read them, interpret them, and make some informed decisions or predictions around the future based on what's happening to your margins." Josh: "Those who stay in business for a really long time are not risk-takers. They are actually risk-averse and manage risk really well. And if I have a business doing half a million dollars and I take a 125,000 dollar job on, that's taking a big risk. I would tell that owner you should probably pass on that job. Or, if you really want to do that job, make sure you bid it for hours and materials not project cost."Josh: "If you're going to be premium-priced, you better be premium service to go along with it." Josh: "I don't think our employees care what others make. They care what they make and they look at what they make to see if they believe it's fair. Once they believe it's fair, they really don't care all that much what other folks make, including the owner. " To connect with Josh, check out the links below: Linkedin: https://www.linkedin.com/in/askjoshpatrick/Website: https://www.stage2planning.com/                            https://www.sustainablebusiness.co/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSGrowth only grows in a state of discomfortMost good coaches are great leaders as wellHow can we make coaching more effective?The latest research in leadership effectivenessCompanies that do high growth coaching activities produce more revenueThe 6 primary themes that leaders and coaches impactWhere does discomfort come from?What coaches do and what they impactQUOTESBill: "When it comes to leadership and coaching, to us and when we studied athletic coaches, they seemed to comprise a better understanding of what creates the most discretionary effort or growth outcomes of the team."Bill: "Typically, to be a great coach, you're probably a great leader. It'd be hard to be a great coach without being a great leader, but great coaches know how to motivate great coaches, know how to strategize, great coaches have the proper structures and disciplines. Great coaches know how to identify talent, acquire talent, develop talent."Bill: "As a leader, I'm only as effective as how my team performs and how they perform is based on who I am and what I do." Bill:  "Are you in a place of comfort, meaning that you're not growing as much? Are you in a complexity environment where you really are in a high growth mode or are you in a state of chaos or stagnation where no growth is occurring or perhaps negative growth is occurring?"To connect with Bill, check out the links below: LinkedIn: https://www.linkedin.com/in/billeckstrom/Website: https://www.ecsellinstitute.com/Book: https://www.ecsellinstitute.com/the-coaching-effect-bookIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSA family devoted to change the hair replacement industryFrom family business to selling internationallyScaling a business entails some growing pains Communication and empathy is key in any family businessIt's easier to make progress from a place of equalityDefining a generational company's purpose and visionHow to deal with counterfeit products and protect your brandThe work has to come before the beliefQUOTESRyan: "Your business is always going to feel broken if it's growing, because there's always going to be things that you have to change. And once you become comfortable with that, and you accept that, it makes the journey a lot easier because it's just a part of growing personally and professionally."Jonathan: "And if you're doubling your business in three years or in five years, you know, you're going to outgrow your people. You're going to outgrow your systems. You're going to outgrow your space. You're going to outgrow your capital and you're maybe going to outgrow your leadership capabilities or skills. So those are all five things that you need to be thinking about and working towards."Ryan: "The best way for us as three brothers that are running the company, communication is key. It doesn't work out all the time, but I think when you have the right understanding and the ability to stop for a minute and reflect on your own actions or your own thoughts and how you can apply them to a situation to make sure — I wouldn't say that everyone is happy with everything, but that they understand that the goal, the end game is in alignment with each other." Ryan: "Everyone has an ego. Everyone does, that's part of human nature. But the ability to put it to the side and look at things holistically is very important. I suppose with our personalities and our dispositions, we have the ability to stop and do that. I think that's where a lot of the results have come from, is that fact that we have not really let any challenges or any ego-based decisions get in the way of the benefit of the company."Ryan: "This is a product that's being used on people's skin. We've had quite a lot of complaints over the last year coming from people who've had chemical burns from the product and come to find out it's counterfeit, hundred percent of the time. And the reality of it is, these people who are counterfeiting it, they don't care what they put into products to make a quick dollar. And it's completely going against everything inside of our being of why this company was created in the first place."Ryan: "It's  difficult to create a brand in this day and age because there's so many other competitive products and other products like that out there. So just remember, the work has to come before the belief. Don't expect any pats in the back, you have to be patting yourself on the back for the first while. Just keep going."To connect with Ryan, check out the links below: LinkedIn: https://www.linkedin.com/in/ryanmargolin/Website: https://prohairlabs.com/Email: [email protected] you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSStarting the business in 1978 and specializing in thin sheet metalsTaking over as CEO and the difficulty of Andrea's father letting goAndrea's books: Increasing efficiencies and manufacturing designCOVID is still a better problem than the 2008 financial crisisDividing management and standardizing processesQUOTESAndrea: "It was more important to, considered that when taking over one company with 150 to 160 people, it is difficult for me, who I don't have his depth of knowledge, maybe in the technical part or in every single aspect of the business."Andrea: "When you design the product in the right way and the process in the right way, you can produce exactly the same product using less raw material, less energy, less labor also. And so overall you can have a much more sustainable process, so a green production system, at the same time, producing big result in terms of profits."Andrea: "We actually do have all our standardized meetings for each type of function. Since every machine becomes a kind of a one project, our job is very much close to a project management job. The only thing is that we manage over 250 projects per year, so it's quite extensive.”To connect with Andrea and get his books, check out the links below: LinkedIn: https://www.linkedin.com/in/andreadallan/Website: https://www.dallan.comMasterclass: https://masterclass.dallan.comThe Revolution of Efficiency for Kindle: https://www.amazon.com/dp/B092JVBX9BEmail: [email protected] you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSSuppressing your inner drive can lead to disastrous outcomes Resetting the debt mindsetThe importance of emotional, spiritual, and physical fitness in businessRevenue is vanity, profit is sanity, and cash is kingThe advantages of keeping your business smallImportant tips in cashflow planning Apply for credit when you don't need itHave a cash reserve to cover you for emergencies Get your personal finances in order tooNot all accountants are created equallyManage your growth carefullyEven small businesses need a CFOQUOTESMelissa: "Going through that journey of self discovery, I realized that by suppressing my need to get out there and do the work that I really felt called to do, because I was suppressing that and I was trying to ignore that, it was coming through in bad behaviors and making choices that were not good for me." Jonathan: "It's so important that we work on ourselves personally to be able to grow our businesses. If we aren't growing ourselves personally, then it's really difficult to grow our businesses."Jonathan: "In my business, we say revenue is vanity, profitability is sanity and cash is king. You can have a really successful business, make really good money and be really fulfilled at much lower levels of revenue volume than you think."Melissa: "Look at a small business owner, who maybe is making, let's just say 300,000 a year, and their profit margin is really high even after they've paid themselves and they're still pulling in 150,000 profit every year. If you've got a 7-figure business that's not even making $150,000 of profit, which believe me, happens quote often, who's better off?"Melissa: "The expression of, you can't fill a leaky bucket, it applies to business. If you're just going out there to generate cash and hope that that's gonna solve your cashflow problem, you need to understand that analogy, you can't fill a leaky bucket. If you've got leaks in your business that you haven't looked at, checked up on, and filled, then bringing in cash is just gonna leak right out of your business." Melissa: "The thing that I find people often misunderstand is the difference between a financial strategist CPA and a tax accountant CPA. Not all accountants are created equally. You will never find me sitting behind a desk doing tax returns, because to me, you might as well kill me slowly."Melissa: "Having that plan of growth, and projecting what those growth numbers are going to look like, and ensuring that your profit margins stay tight as your profit grows, that is really important to monitor." Melissa: "Fractional CFOs means that you're hiring that expertise that you would get from any full-time CFO, but you're hiring them on a part-time basis on a retainer basis. So they're accessible to you. And depending on the agreement that you've worked out, you set your terms of agreement for working together and you can be in regular contact with them throughout the month." To learn about Melissa, check out the links below: Linkedin: LinkedIn - https://www.linkedin.com/in/melissahoustoncpa/Website: https://www.melissahoustoncpa.com/Podcast: https://podcasts.apple.com/ca/podcast/the-business-society-podcast/id1533130323If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSGrowing up with dyslexia Discovering storytelling as a creative outlet Different people have different ways of processing information Find the help you need so you can focus on what you're good at Embrace vulnerability in your storytelling to connect with other people Daydreaming and meditation are really important Good stories don't always have to be tragic Above all else, be present with yourselfQUOTESJonathan: "I've always said that leaders need to be really good storytellers because they need to tell the vision of where their company is going. Some leaders really struggle because they're not really strong leaders, they're more small business owners that are small business-minded. But they struggle to tell the story of where this business is going. Like what's the vision here, folks."Juliet: "I learned really young that if you connect with people through storytelling, you're gonna connect with them on a different level. They're gonna see you on a different level. It's gonna be a little bit more vulnerable."Jonathan: "I think we all have different ways of processing information. I think it's really important, especially for entrepreneurs to recognize that your skills are probably a genius ability, you probably just aren't tapping into it or aren't accepting it."Juliet: "I think sometimes it's important to go back into your past and really think about different things that maybe, you got a ping in your stomach. And you don't really sometimes wanna think about it, but that's where the vulnerability comes in."Jonathan: "People are moved and will follow you when they feel like they connect with your story. And I think people connect with your story best when it really comes from your heart and your gut." Juliet: "There is a negative connotation to daydreaming. Like, oh there's that kid that's always daydreaming their head is always in the cloud. But that kid is creating and daydreaming is positive. You can put a different word if you don't like the word daydreaming. But it is really important for you to find that time where you let your brain go and wonder and think about your story or think about how you want your life to be."Juliet: "The story doesn't always have to be tragic. You don't have to have a tragic story to have people connect with you... it doesn't have to be tragic for you to be successful. You're connecting with the people that you're meant to be connecting with."Juliet: "You have to believe in yourself to be able to share your story. But someone is going to connect with you in some way. Even though if you had the most perfect upbringing, you never had any trauma, if you look back there is going to be something that you'll think about that maybe defined you."Juliet: "I truly do believe, whether its God or universe, whatever you believe in, that we all do have a purpose and a path. Not all of us find it, and not all of us find it at the same time. But when you are present with yourself and you allow yourself to be open to the people you're meeting, you never know why that person is brought to your life or how you can help them or they can help you, or what the reasoning is that yo guys have been connected. And like I said, if you're not present with yourself, you're not gonna be present with others."To learn about Juliet, check out the links below: Linkedin: https://www.linkedin.com/in/iamjuliethahn/Website: https://www.iamjuliethahn.com/Podcast: https://www.iamjuliethahn.com/blogIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSHow to find a good digital marketerThe 80/20 Rule: don't stretch yourself too thinDo outbound prospecting first Get your marketing message rightInbound vs Outbound Marketing Inform and educate, not sell Set the correct KPIKnow your market and figure out the appropriate platform The cost of traditional marketing vs digital marketing Business owners need to set their honest goalsQUOTESEric: "Customer acquisition and getting clients and scaling a business are the probably one of the most difficult things there is because it's the lifeblood of your business. And if everyone could do it, then everybody would be millionaires."Eric: For me, I would just lay out all of the different things that business owners are trying to figure out what to spend their time on and then make a chart of okay, this has the potential of this much ROI. Eric: It depends on where the business is at on their revenue level. But if they are at a lower revenue level, they could spend a lot of time trying to get organic people trying to view organic content and things like that. But manual outbound and just outbound prospecting is probably the highest ROI thing you can do as long as their marketing message and position of their offer is good.”Eric: "A lot of people in manual outbound are just hitting with a straight pitch right off the bat. And that doesn't end up well because nobody wants to be sold to. They want to have that inbound feel where they are coming to you because they have a problem that needs to be solved."Eric: "I think inbound is becoming more important because of how consumers in general, their mindsets are shifting to, okay if I want something I'll google it. If I want food, I uber it." Eric: "Because they are able to have access to whatever they want in this Information Age, they want the same thing with your business. They want to see an ad from you, go to your website, possibly convert into a lead because your offer is really good, then when they actually get into the phone with you, you're educating them, just guiding them. You're not selling them, you're just asking questions, making closing statements, hailing objections. Then eventually it just leads into the sale." Eric: "70% of the buying decision for a lot of markets is made by the person before they even talk to you. Because they did the research on your website, they did the research on your ads, they looked at your reviews, they did the research on Google and all these things, maybe asked a couple of friends and did all that before they even called you."  Eric: "Business owners should be as clear and consistent with whatever their goals are as possible and really sit down and be honest with themselves on what they really want. Because that whey say their goals are can actually be less or more than what they actually say."To learn about Eric, check out the links below: Linkedin: https://www.linkedin.com/in/ericrebelo/Website: https://www.ericrebelo.com/Instagram: https://www.instagram.com/ericrebelo/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTSWhat does SEO look like today?Don't just focus on digital marketingAvoid DIY website builders Pay attention to your reputation outside your websiteContent, Links, and Search Behavior: The trifecta of SEOLeverage the data from paid ads to improve your SEOHire expert guidance for Paid AdsEnsure that your public information listings are correct Pay attention to your Google ReviewsQUOTESSteve: "You should be doing all things. You should be experimenting with radio and TV and local ads, have a street team, do some guerilla marketing, build relationships with brands that are in similar verticals. Try to avoid being myopic around digital marketing."Steve: "The higher the quality, quantity, and velocity of those links that are coming in to your website, the more Google thinks hey, this sites live, it's helpful, it's active, I'm seeing all these links coming in, I'm crawling the web and every time I find one it's a vote for the page."Steve: "If users see you in the paid search and the organic search results, you've basically buried your competition because now you got two listings at the top, they're more likely to click on you."Steve: "There's no direct correlation. You're not going to move up in search ranking simply because you're buying ads. In fact it would be illegal for them to do that. It would be a violation of their whole philosophy around organic search."Steve: "I think the latest study showed that 7% of your local rankings now have to do with the citations that you have off the website."Steve: "Nobody clicks on a 1-star review. I mentioned how important search appearance was. If there's listings in the map and you've got a 3-star review from six people, and your competitor who's right above you has 243 reviews and has a 4.5 rating, they're probably gonna click on that competitor more than you."To learn about Steve, check out the links below: Linkedin: https://www.linkedin.com/in/seoexpert/Website: https://academyofsearch.com/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS03:11 Perfectionism as a blessing and a curse07:49 Developing oneself as a leader to expand business11:38 Breakthroughs often come with a different set of problems 16:12 The first blind spot: doing way too much 18:53 The second blind spot: flying blind21:02 The third blind spot: fighting fires 23:29 The fifth blind spot: failing to forecast30:52 You can minimize, but not escape taxes 34:56 Focus on profitability is crucial in navigating economic uncertainties39:55 Be the guide, not the hero of your customers 41:24 The fourth blind spot: the fear of missing outQUOTES04:11 Courtney: "I find my built-in desire to learn and to improve and to perfect things can be a wonderful asset, but it can also be very negative because I can come across as judgemental."10:44 Jonathan: "If you have a CPA that only does a tax return, maybe gives you a few minimal ideas, then you don't have the right partner in your camp and you need someone like Courtney and her team."14:14 Courtney: "The sooner you recognize there's something over here that I didn't see — as soon as you're alerted to that and can start addressing it, then you can work through and resolve those problems and keep moving up to your next set of goals and achievements even faster."21:03 Courtney: "So as you get more people and more activity going on in your business, it can become harder to really determine whether or not you're fixing symptoms or addressing underlying causes. And so fighting fires is when you're spending all this time, putting out whatever's urgent, instead of stepping back and figuring out what is going on that's causing this and, and putting a stop to it."30:48 Courtney: "The only way to pay zero tax is to make no money."33:31 Jonathan: "Revenue generation is limitless, but cost cutting is limited. So if you're just trying to focus on reducing your tax bill, well, you're probably going to be thinking in terms of reducing your revenue as well."42:27 Courtney: "Using a budget is a tool. It's a plan and create intentionality around what you do with that money. It's not just a way to manage expenses and to minimize costs. It's actually a tool that you can make sure that you're being intentional with all of the money that you're able to generate from your business."To learn about Courtney, check out the link below: Website: https://www.tdtpc.com/Linkedin: https://www.linkedin.com/in/courtneyderonde/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS03:44 Reputation management is crucial to success in business08:19 Reputation is a measurable asset13:34 Reputation management and crisis management are inextricably linked 24:22 What family businesses can learn about crisis management25:33 How to go from good to great crisis response 28:45 The keys to success in a crisis is speed34:50 Move fast, but don't break thingsQUOTES05:32 Bill: "Imagine you're in a business negotiation and you're competing with your strongest competitor and price, delivery, terms and conditions are the same. Reputation is going to break the tie."09:51 Bill: "The best way to have a great reputation is to meet the expectations of those that matter most to you."16:03 Bill: "No one is immune to crisis. There are people that weather it better, and there are people that weather it worse."22:11 Jonathan: "The proactive leaders have a mindset that recognizes that diversity and inclusion, which is a big movement today, invites other viewpoints and thoughts. And that's better than just a singular personality type."25:35 Bill: "The difference in my experience between good and great crisis response is speed. How fast do you respond? How fast do you get back to the marketplace? Whether it's one pissed off customer or thousands of people on your front door, protesting, it's speed."Contact Bill through the following links:Website: https://kith.co/Linkedin: https://www.linkedin.com/in/billcoletti/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 02:34 Always being at the tip of innovation and learning how to be innovative07:33 A.I. and psychographics: Automating admin and ushering disruption 14:01 Training companies to become disruptive requires a mindset shift23:31 Rethinking business model, product and service to serve customer needs30:57 The 10th person rule: Diversity of thought in the workplace drives innovation37:12 Projects that help nonprofits and the need for more Fortune 500 to innovate40:23 Connect and work with NeilQUOTES05:01 Neil: "You never take the chance to explore, and I think that's a challenge a lot of people have is you're not really born as a great innovator and you can actually learn to be a great innovator. You learn to be a great creative thinker."06:45 Neil: "To be innovative, we actually have to step back and say, is there a different way of doing this? Can I actually go out of the forest and say, is there are a whole different approach to actually do this?"17:00 Neil: "Most people, we hate change. So someone throws out an idea, our first reaction is to figure out why it won't work. You know, well, you can't do this, or you've never done that. You want to unlock innovation, you have to shift that."20:57 Jonathan : "The process could begin with getting close to your customers and really finding out their psychological desires or needs or wants and trying to serve up something that aligns with that psychological or psychographic and bring them in through that."39:54 Neil: "If you're not trying to Uber yourself, you're going to get Kodak-ed. And if you're not trying to figure out a way to disrupt your own business, someone will disrupt you."To learn more about Neil, you can check out the links below.LinkedIn - https://www.linkedin.com/in/neilsahota/Twitter - https://twitter.com/neil_sahota/Website - https://www.neilsahota.com/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 05:41 SMEs need fluency in the language of business 10:28 Cash flow statements: 2 interpretations by business owners and investors15:59 Small Giants is for companies who choose to be great instead of big22:21 Visioning: Envisage what success is in a specific time in the future28:31 Write frustrations and their inverse, score self in key attributes and where they are at the point of visioning vs 2 years ago, and determine company guiding principles37:45 Create slice teams, send to advisers and get feedback, and then publish41:30 Be specific about financial success47:31 Connect with StevenQUOTES06:22 "What I've realized is that discomfort and the lack of understanding around the point of finance and how to read to balance sheet and why it matters and how to use numbers to tell the story of the business is it seems to be a universal issue."18:58 "There is a lot of psychological research or systemic research gone into why families are... fundamentally different from businesses. And then, if you start mixing or conflating the two, then you get into tremendous difficulty because nobody really knows who they are anymore in the system."19:54 "I think family values of respect and decency and some sort of equanimity, they have their place in a business, but business, a really sound business culture, will recognize that it's run on entirely different rules."43:59 "All I'm saying is why don't you just start at the end and work the goals back from there, rather than just putting up the goals and saying, I'm going to do this quarter's goals and ] next quarter's goals, and next quarter's goals."To learn more about Steven, you can check out the links below.LinkedIn - https://www.linkedin.com/in/stevenknwilkinson/Email - [email protected] - http://www.goodandprosper.com/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 04:15 CMA vs CPA: A question of being strategic vs tactical09:07 A love for small businesses and preparing them to sell 11:23 Strategic planning to sell: Start with core values and culture first16:16 Everyone benefits by having a second in command19:30 Review your financial statements regularly and identify your ideal customer25:16 Increase sales: Optimize leads, conversions, and average dollar sale  28:25 Working with clients to clean up processes and make the PNL make sense34:08 Profit acceleration tools: Revealing to clients their earning potential36:04 Connect with Perry QUOTES07:27 "The finance person should be strategic. They should be a key part of creating the strategic plan and the OKRs and the KPIs to measure progress and helping push the strategic plan down to every employee in the company."13:31 "Start off by defining the organization's values and beliefs and then I would say hire people, use that in your hiring process, just to make sure that the people you hire are aligned with those values and beliefs."15:36 "Culture helps you implement your strategic plans. So you define your values and beliefs and then you create a one, three, five, seven (year plan), depending on the timeframe, but short term and long term strategic plan goals."25:48 "Lots of times, you can increase sales between 50 and maybe six or seven times by simply optimizing leads and conversions and average dollar sale."35:49 "Cost-cutting is somewhat limited, but revenue generation is kind of limitless. So focusing on the marketing side is going to be the quickest way to add value."To learn more about Perry, you can check out the links below.Website - https://solvingtheprofitpuzzle.com/LinkedIn - https://www.linkedin.com/in/perrytrevithick/Email - [email protected] you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 02:58 Family business fears that stifle growth on rebranding and reputation  07:41 Finding your company's strengths and weaknesses12:33 Solve for Y System: Prioritization, Alignment, and Execution17:53 A scalable brand aligns its strategy to its metrics of success22:49 Brand promises: Align guarantees to customer desires  28:05 Setting up a company either for legacy or acquisition 32:16 2x to 10x your revenues: 12 conversations with customers38:16 Is Six Points for you? Determine how drastic a change you need43:48 Connect with Meghan QUOTES05:47 "When they are doing a rebrand, they need to understand where their current value is, where that brand value lies, so that they don't accidentally change something that actually was a big touch point for customers."08:28 "There's a lot of asset review within the company to just understand what is strong and what is weak, and really start to prioritize those strengths and weaknesses, and then systematically go through shoring up the weaknesses and amplifying the strengths."16:20 "Our process is just kind of like best practices of making sure that they're not wasting money, they're not wasting resources, they're not wasting goodwill with customers, buyers, vendors. You know, there's all these things that can go wrong."17:54 "A focus scalable brand... there will be a clear and common vision of what success looks like. And that is so important... I think again, a lot of companies go into these things and they just think like, well, I don't know, we want to increase sales... But all sales are not created equal."23:39 "Just slapping a guarantee on a product is not going to create loyalty... Again, like branding is the alignment of what your company values with what your customer values. There has to be a connection between those two things... your job number one is to understand your customer better than anybody else."34:17 "What I would actually encourage companies to do is to not really talk so much about your brand, but instead,  to talks to your customer about themselves. What is their life like? Where do they find products? What social media are they using? How do they use it? How does it fit into their life? What do they like about it?"  To learn more about Meghan, you can check out the links below.Website - http://www.sixpointcreative.com/LinkedIn - https://www.linkedin.com/in/melynch/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 03:59 Entering the family business and realizing areas of improvement07:50 Taking action with a business coach to improve the company11:09 Action areas: Hiring, org chart, "Vital Few, Trivial Many"15:21 Book recommendation: What the Heck Is EOS?17:31 Making metrics and accountability company priorities23:06 Adapting to online work and and a methodology of rating meetings29:41 Simplifying the business for happier clients33:38 Earning out equity and how gen 1 can let go of ego 35:53 Advice to next gen leaders: Be patientQUOTES08:10 "After a few years, some of the stresses and the problems from not having those processes began to mount. I did realize at that moment that I needed to do something, that we were not going to stumble into something. I really needed to take the reins and take action."11:40 "Probably was guilty, more often than not, of keeping people around longer than I should have before we moved them out of the company. But that was really one of the first things that I wanted to focus on."13:58 "I immediately started seeing the impact in a lot of different areas. The power of outsourcing, the power of delegating, the power of eliminating some of these trivial things that didn't turn out to be all that important anyways, once they were eliminated." 26:55 "I don't think that there's a substitute for in the flesh, in person meetings. The quality of the meeting that takes place, the attention, oftentimes the preparation that people take in advance of these meetings is always better in person."30:19 "I came back to the strategy of simplifying everything within our business, from the products, to the processes, to making sure that we have assembly lines, so to speak, in-house for everybody that is touching these deliverables is an expert in one or two functions that they're responsible for."To learn more about Chris, you can check out the links below.Website (Communication Partner)- https://commpart.com/LinkedIn - https://www.linkedin.com/in/chris-lonergan-493457a/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS02:51 Hillary's family background and how her grandfather started the roofing business for the entire family08:22 Leadership of high school students vs leadership of people in paid jobs 13:59 Inspirations and motivations to keep going and improving21:26 Hillary's different take of running the family business compared to her father25:27 Women in the roofing industry and why Hillary is taking the lead on this movement32:07 Difficult conversations on passing the mantle of leadership from father to daughter33:59 Hillary's advice for others in the same business on letting people go38:17 Final thoughtsQUOTES09:37 ""It wasn't about my individual contribution to the team, it was about how we help each other. And I think that finding those niches, like who are the right people, what do they bring to the table and how do we motivate and bring them up versus letting them flail."13:48 "Everything that I read was what I was going through ... I have to really remember what my purpose is and to walk through the door that I'm in a business and I'm not walking into my house. Like family is family but business is business and you gotta remember that. It's not always the same."17:33 "It's so important that we look for people who can be teachers, mentors, leaders, crew leaders, people that we respect, it makes all the difference in our lives, in our careers. Not so easy when they're assigned to a crew leader that they don't really admire."24:30 "It's almost like we're in little league and we're trying to learn the rules of the game. And I've got a bunch of players who aren't in the little league anymore but they're outgrowing their uniforms and still don't know a lot of the rules."27:43 "What is it like to be a woman in roofing and it's not easy. You gotta make sure that you have a seat at the table and, if you don't, you gotta get a chair and bring it over."34:30 "If you're going to be the next generation, you have to be able to take over at some point. And if you don't take the reigns then you're gonna be out of control. I have to remind myself of that all the time."36:35 "As we think about our visions for our lives and our businesses, we should start with a vision for our life first because if we create this giant vision for our business, we will crowd out any kind of vision we might have for our lives and our businesses should support our lives. Not the other way around."To learn more about Hillary, you can check out the links below.Website -www.mcpartlonroofing.comLinkedIn - https://www.linkedin.com/in/hillaryrmcpartlonEmail - [email protected] you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 04:09 Nurturing a work ethic with Rich's family dry cleaning business 09:39 Riots in the 60s were a major challenge to the business12:42 Setting boundaries for the success of a family business19:38 Family dynamics: Taking responsibility and expectations 24:19 People Time & Money: Rich's wisdom in managing a business30:21 Managing people and salaries cannot be personal36:13 Difficult family members/employees and difficult conversations46:40 If you were fired and a new CEO came, what would they do?QUOTES16:41 "If you're parents and your children go into your business and they're actually costing you money and not being responsible, you need to find a way to set boundaries."22:29 "Anyone who wants to take the easy road to go into a family business, if it's not where your heart is and if you don't really feel that you're bringing out the best in yourself, I would say do something else."25:49 "By the time you get to 25 to 50 people, you don't know all your customers, you may not know all the people that work for you, communication systems break down, systems and processes break down, what used to work no longer works, and it's not scalable." 35:20 "The one question I like to ask is, if you had to hire them over again, would you? And if the answer is no, then I say, why are they still here? And that seems to be an awakening."36:42 "Criticize the behavior, not the person, or now why the behavior is out of context with the values, how it hurts the business, and that you need to change that behavior. And be the coach, not the cop."To learn more about Rich, you can check out the links below.Website - https://coachtothebest.com/LinkedIn - https://www.linkedin.com/in/richrussakoff/Email - [email protected] you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS02:58 Working in Miller Heiman and the lack of succession planning07:51 Not wanting to run the company anymore: An indicator to sell or plan succession10:30 Miller Heiman sales training is for companies with complex sale18:08 Case study: $12M software company complex sale25:32 CEO role in sales: Carrying the vision and meeting with the proper people31:07 Sales playbooks: What kinds of salespeople do you need? How to coach? 37:41 How to connect with AliceQUOTES07:31 "Do I know how to run a $20 million company? And so I love that they were always growing and learning and asking themselves those hard questions because I think it's true about founders. You get to a point where your company outgrows."10:51 "In a complex sale, you have a very long sales cycle for many reasons. There's multiple people involved on the buyer's side, multiple people on the seller side. There's high dollar stakes. There's lots of competitors. There's technical complexities, integration complexities."26:34 "That role of building out the sales organization and being involved in it, even when there's a Director of sales, a VP of sales, or even a chief revenue officer at that point, the CEO still has a role in carrying that vision forward."29:56 "If the CEO can provide some evangelism and some thought leadership by video, on events, be a panel member on a panel, speak at a summit, post on LinkedIn, any of those kinds of things is going to draw people to your company because people buy from people, not companies." 36:02 "It's ever evolving. Playbooks are not static. Playbook should always be updated as needed. And so we develop them with the real humans that are doing the jobs, and then we review them, and we use them, and we continue to update them as needed."To learn more about Alice, you can check out the links below.Website - https://aliceheiman.com/LinkedIn - https://www.linkedin.com/in/aliceheiman/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 03:18 Tech is currently not a family business space as it requires fast ROI05:51 Kelvinator of India: Rustom's father had strategic alliances in his DNA 09:06 Kelvinator is sold to Whirlpool and JRD Holdings Group is christened12:33 The family business: Trust and communication are needed for succession 17:13 Transitioning from a web of trading companies to investment holdings21:06 Post succession: Distributing responsibilities among siblings and stakeholder meetings 25:57 Clarifying boundaries in governance, management, and the ownership structure29:38 Negotiating is different for a family enterprise and a company of widely held professionals34:39 Contributing to the family business felt compelling to Rustom QUOTES09:26 "My dad took a few of his senior executives from Kelvinator over to the JRD group and they started to look for the next big thing. The interesting thing from a family. family business standpoint though was that there was really no succession plan."18:53 "The two major lenses that I looked at when I saw that portfolio at this time was, what are you doing that the other guy next door isn't doing? How are you bringing value in a way that somebody else can't, A. And B, is there something here that can be enduring, that can survive over time?"20:06 "After my dad's passing, my siblings and I started to work very closely on what I call a governance agreement between the three of us to ensure that we found that right. balance between giving each other flexibility but also being on the right side of good governance."21:13 "We don't necessarily need a corporate structure per se or an org structure, one of my sisters takes care of, essentially, people-related and administration-related issues. The other one takes care of legal issues, and I take care of what I would call investment and business type-issues."29:49 "It is so important to have open discussions about ownership, management, and governance. Families often resist doing that for a variety of different reasons. And that just builds up over time, the lack of clarity builds up over time."To learn more about Rustom, you can check out the links below.LinkedIn - https://www.linkedin.com/in/rustomjdesaiIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 04:51 Learning conflict negotiation and navigating difficult conversations 11:07 Assertiveness: If one party perceives a problem, then it is a problem15:04 The 3 Positions: My POV, your POV, and a 3rd person's POV20:59 Reaching out and starting from a place of empathy24:35 Address actions specifically and be aware of your contributions to the problem31:31 Defining a good outcome and reaching as close to a win-win as possible35:24 Mitigating bias and ensuring both parties agree with your intervention40:20 Learning negotiation skills adds to your existing tools for managing conflictQUOTES08:51 "You can make a standing offer like I invite you to discuss this with me. People tend to be more receptive to an invitation than to a demand. But another thing you can do is let them know the impact that the dispute is having on you."15:53 "The third position, which is not my position, not your position, but a position outside, almost like if we had a mutual friend who was neutral as to this conflict, they would look at the conflict as a third person and they would have a really different angle on it."26:22 "The reason it's important isn't because you don't have the Cheerios, it's because it impacts whether you feel the other person loves you, respects you, cares about you and the ways that you care about them." 32:31 "We often think of negotiation just as zero sum, head-to-head, dollar for you is a dollar less for me. And that's true on some issues, right? But often you can find ways to maximize that joint pie that you're dividing."40:30 "If you want to be assertive or threaten somebody, you can still do that.It's not like I'm taking away your ability to do that. So you retain all the skills that you have, all the methods that you have, and we're just adding some new ones."To learn more about Doug, you can check out the email address below.Website (Stone & Heen) - https://www.stoneandheen.com/doug-stoneWebsite (Triad Consulting Free Resources) - https://www.triadconsultinggroup.com/learning-resourcesIf you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 02:02 Kasel Rocks is a people-first company04:39 Transforming into a high-level landscaping company began with personal change08:09 The catalyst for change: Hitting rock-bottom and going to rehab10:19 Leadership and hiring: Respect for time and problem-solving are winning traits 15:29 Learning the values of communication and entrepreneurship from childhood 17:32 Honing the athlete's mindset and applying it to business22:57 Growing the business from his father's leadership post-graduation27:04 For founders: Trust your team, let go, and coach them through their failures30:21 Finding the right labor and incentivizing them to grow the company34:53 Connect with ScottQUOTES02:37 "We need to help breed and build the leaders within and part of that is the physical, mental, emotional, spiritual, and financial wellbeing. All five of those key characteristics are really important to living a good life."05:38 "I realized that I needed to make a change myself to make sure that I can give everybody that I was surrounded with what I want from myself. So I decided to get healthy, decided to quit drinking, and decided to get more physically active."21:04 "I am not relied on for anything else in the business other than building and making the business grow. Our leadership team and our sales team really support that and have seen what it's doing for the company's growth."27:08 "You got to trust everybody else especially in small companies. This might be hard for the wrong person to hear right now, but owners are micromanagers. They want to have their fingers in absolutely everything."32:07 "Some of our guys that are making 20 to $25 an hour are doing double the work of somebody that's making $15 an hour. So they actually save us money. So if that's the trend we have to go, ha half-staffed with doubly productive people, sure."To learn more about Scott, you can check out the email address below.Email - [email protected] you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 03:03 The genesis of Duct Tape Marketing08:34 The marketing hourglass: Organizing behavior vs creating demand 13:23 Explaining the Customer Success Track20:40 Serving your ideal client profile23:51 The Ultimate Marketing Engine: 5 Steps to Ridiculously Consistent Growth32:28 Implementing The Ultimate Marketing Engine as your company strategy38:14 Connect with JohnQUOTES04:39 "The term duct tape marketing just seemed to make sense. It was the right metaphor for what it's like to be in a small business. Simple, effective, affordable. Doesn't always have to be pretty. It just has to work."09:14 "The funnel part has to exist, but then let's flip the funnel over and realize that the real opportunity for long-term consistent growth comes from creating a better customer experience."21:47 "The thing that a lot of people leave out of this equation of trying to figure out and understand their ideal client is, who can you actually deliver the most value to? And I'll add another little layer on that, the fastest."25:02 "I also have found over the years that that some percentage, once we identify somebody who's top 20 percent, some percentage of them would actually do 10 times as much business with you if you discovered how."33:47 "People that have followed this path that I've been teaching now for a while, realized that this becomes their entire company strategy. This can become their entire company mission."To learn more about John, you can check out the links below.LinkedIn - https://www.linkedin.com/in/ducttapemarketing/Website (Ultimate Marketing Engine Companion Course) - https://theultimatemarketingengine.com/course/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 03:46 Tony's books: What they're about and what's coming08:59 Manipulate these 4 capitals at your disposal and money will come to you25:41 Succession and legacy planning: Do you like giving to charity?29:22 Challenges to succession planning and understanding G1 thinking34:28 Taxes versus charities: Know how your money helps others36:51 Practice Q planning and reap strategic byproducts QUOTES05:23 "If you manipulate those four things well, money comes out. Those four things are who you are as a person, what I call human capital. Who you know, what I call social capital. What you know, what I call intellectual capital. And how you do things, what I call structural capital."12:01 "Structural capital goes for the proposition that you create structures in your business that creates reliable, repeatable, positive outcomes until they're not so good anymore."30:39 "G1 almost never wants to give up control. Really. So they will say to your clients, go ahead and run the business, and that's a lie. It's run the operations, but don't run the business."36:58 "Q planning is that quadrant planning model in Say Hello to the Elephants, which starts with getting clarity, follows by deciding on solution, the next step in that process is implementation, and the final step is what we call management or sustainability.38:54 "You might have a goal or an outcome you want to have, but because you're doing stuff, other great things happen that you don't expect, and we call that a strategic byproduct.To learn more about Tony, you can check out the links below.LinkedIn - https://www.linkedin.com/in/tarcpa/Website (Go Beyond Numbers) - https://gobeyondnumbers.com/Website (Rose, Snyder & Jacobs LLP) - https://www.rsjcpa.com/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 02:40 Patti's background and introduction to ESOPs07:38 Protect your employees by selling the company to them 12:23 Defining ESOP and "the second bite of the apple"19:48 How to grow exponentially with an ESOP28:14 When to exit via ESOP31:31 Step-by-step: How to setup an ESOP 40:41 The owner of the business can be seller and become the trusteeQUOTES09:38 "I think, in my opinion, the only way to really protect your employees is to sell your company to them. Then you're protecting them."12:36 "An ESOP is a retirement fund for your employees. So how it works is very similar to a 401k, but it's actually been stated that it's like a 401k on steroids."20:01 "When you form an ESOP, you become a tax free entity. You no longer pay corporate taxes. So today you're paying 33 to 40% corporate taxes, tomorrow all that money goes to the bottom line on your balance sheet."37:17 "Plus the second bite of the apple, the retirement benefit windfall for your staff, the management incentive program. If you have multiple shareholders, you can customize the ESOP transaction per shareholder. So it's very flexible that way." 40:55 "What they do need every year is they need a valuation. The company has to have a valuation done on an annual basis, and that has to be reported to the trustee. That is the only requirement is that annual valuation."To learn more about Patti, you can check out the links below.LinkedIn - https://www.linkedin.com/in/pattilplough/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.

HIGHLIGHTS 04:30 Justin takes a grassroots approach to running his family business09:57 The different roles of family as motivators to success14:34 Leadership books, earning respect as the leader, and learning constantly24:13 Empathy and developing leaders vulnerability32:47 Difficult conversations: When employees can't keep up with company growth 39:25 A dirt bike accident gives the team the opportunity to step up46:57 Advice to give to your 20-year old self  55:13 Future forecast: What's in store for K&D Landscaping and SalescastQUOTES08:25 "That's what really sparked my interest was the sales side and the chase of trying to land that next client and trying to beat the numbers and beat the goals that you set for yourself on that project."22:58 "You just never know what interaction is going to give you some great takeaways, so my thing is just always be open. Be open-minded, extremely open-minded, and try to learn from everyone around you."30:32 "Vulnerability comes first. It's identifying the people who have that hunger to become a leader and who want the responsibility, and then it's coaching them on a week-by-week basis, helping them achieve their goals."34:00 "The hard part about growth and 10x-ing a company is that, more than likely, 7 of those 10 people won't be with you in 5 or 10 years because what happens is they aren't able to grow at the pace you're needing to grow at."48:57 "I've crewed several (Tony Robbins) events and actually I was able to experience a lot more by being in service to others than I was as a participant."To learn more about Justin and Chris, you can check out the links below.LinkedIn - https://www.linkedin.com/in/justin-white-35b7a210b/Website - https://kndlandscaping.com/LinkedIn - https://www.linkedin.com/in/decker-christopher/Website - https://www.salescast.co/If you enjoyed today’s episode, please subscribe, review and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com.