"The role had turned over 3 times in 3 years."

"I already know what's not working, and I've made changes over time to improve the situation. But now? Now I'm just ready to do it better."

It's hard to recall how many times I've heard some version of this statement from a client. And when this situation rears its head, it's very often about hiring.

It's the same point I reached when I came to coaching as a client.

There was a manager role in the company, and it should have been filled with the right person, doing the right work, in the right way. Instead, the role had turned over three times in three years.

Some duties and responsibilities were accomplished, but I could never shake the sense that..

1. The organization wasn't making progress with anything connected to this role,

2. Maybe I had hired the wrong person AGAIN and

3. Somehow #1 and #2 were my fault.

There are so many factors outside of our control when we lead - industry factors, national and global economies, and the whims of our customers.

I get excited to help leaders build processes to hire better because who we hire is well within our control.

Let's work together to do this better.

Why coach?

You'll want to listen to this interview.

Have you ever wondered why business owners and executives start working with ThistleSea Business Development and stay with it over time? Brian Hammond is the Owner and Executive Chef of Siempre Algo, a restaurant he started in August of 2018. In a short time, his leadership took the restaurant from startup to the highest-rated in Pittsburgh in multiple categories, as voted by guests through OpenTable.

Wendy Lydon sat down with Brian to discuss how business coaching with ThistleSea has impacted his business and life. Brian discusses:

• How his thinking has evolved

• The changes he has seen in his business

• The difference coaching has made

We invite you to share his experiences. Watch on YouTube or download the MP3 below.

Listen as MP3:

Why Coach?

Wendy Lydon, LPBC and Brian Hammond

Download

View on YouTube:

5 Tips for Returning to the Workplace Following COVID-19 Absence

Planning your conversations

It’s good to prepare when you’ve got an important conversation ahead of you.

Congratulations. You’ve survived changing the normal course of business. However, there is still work to be done (specific to the pandemic) in your organization.

For some of us, it’s time to return to the workplace. Don’t miss this important point: The way you engage your employees in this process will communicate volumes to your team, your clients, and all stakeholders.

It’s important to use a process to move forward. Why?

• Because the CARES Act and FFCRA have changed your organization’s responsibilities,

• Because moving forward will likely involve some difficult (or at least vulnerable) conversations that not everyone handles well, and

• Because moving forward will present opportunities for tax credits and forgivable loan amounts… but only if you prepare proper documentation for the bank and SBA.

Whether ending work from home or returning from layoffs, here’s a process ThistleSea recommends. Please adapt it as needed to suit your organization:

1. Create a back-to-the-workplace schedule. Start by noting the future date people will be back at the worksite. Back up several days and note the date you will hold back-to-the-workplace conversations that will be documented.
   

2. Use a conversation template. We’ve got a great one here, or you can create your own. (We suggest beginning the conversation by asking the staff member if it’s okay if you use a worksheet to help guide your talk.) Prepare by carefully reading over the form prior to each conversation. You’ll be asking specific questions and listening carefully for the answers.
   

3. Capture the content of the conversation. The template makes it easier to capture the same information from each person. Your conversations may wander a bit – people want to talk! But you must learn many things during this call (so that you can substantiate later), and it’s problematic if you rely on memory or skip over important points.
   

4. Evaluate the conversation after it’s over. Ask some questions as you review the completed template. Is the staff member comfortable returning? Are they asking for any accommodations? Did they raise any points or questions the organization hadn’t considered? Is there a reason they cannot return to the workplace? Is that reason one that has implications for your organization’s PPP loan or FFCRA paid leave? When you review several completed templates, you will begin to see a picture of what’s happening with your staff and thus, what will happen in your organization’s near-future.
   

5. Take action. Note that the staff member has a confirmed date to return. Or, based on your conversation, determine what accommodations can be made. If the employee needs to take leave, ask them to complete a form that indicates that (we’ve got one here for you). If several staff members have raised the same issue, how can the organization respond?

Returning to the workplace seems… routine. And maybe even mundane or obvious. But if your organization is intentional about the process, you’ll communicate to your stakeholders that you care for their wellbeing, their families and their futures. We are available to help.

Does your business have fewer than 50 employees? The FFCRA has just changed your HR landscape dramatically.

You can receive tax credits for complying with this new law… but you’ve got to keep proper documentation!

If your business has fewer than 50 employees, it has historically had fewer and less-stringent requirements with respect to state and federal labor laws.

With the passage and signing of the Families First Coronavirus Response Act (FFCRA) on March 18, 2020, your business is subject to new leave requirements, and it's important you understand them. This law went into effect on April 1, 2020 and is effective until December 31, 2020.

Specifically, businesses with 1-500 employees must provide Emergency Paid Sick Leave (EPSL) and COVID-19-related Emergency Family and Medical Leave (EFML) to employees. The paid sick leave is in addition to any leave you may already provide. And the family and medical leave covers employees who must care for their children under age 18.

Businesses that provide leave pursuant to the FFCRA are eligible for reimbursement of the costs of that leave through refundable tax credits, but they must keep appropriate records.

ThistleSea has gathered three resources that we hope will be helpful to you.

1. Presentation explaining the new law, courtesy of the Allegheny Conference

2. Internal form: Emergency Paid Sick Leave request form

3. Internal form: COVID-19 Emergency Family and Medical Leave request form

Contact us at 724-935-1930 or thistlesea.com for more help.

Disclaimer: 

We share this information for general informational purposes only.  It should not be construed as, nor is it intended to provide, legal or accounting advice.  If you have questions regarding specific issues and application of these rules to your plans, you should consult your company's legal or tax advisors.

Finding the Best Fit

If you don't know what you're looking for, how will you know if you've found it?

By: Terri Hammond

The goal of an interview is to determine whether a given candidate matches the position available. If our hiring process doesn’t provide a clear answer to this fundamental question, we will make inappropriate hires and our business will suffer.
 
To fill a position, we need clarity – a lot of it. We’re looking for 4 things to be clear any time we’re ready to hire someone:

1. Is the position clear? That is, has the organization carefully evaluated its needs, evaluated the functions required and designed a position that fits? And does the candidate understand the position that’s available?

2. Is the vision clear for what the new hire will bring?  (HINT: If the position is clear, this vision is also usually clear.) At ThistleSea, we view this through the lens of the “3Cs” – competence, commitment, and chemistry. When we’ve got a vision for the new hire, we should be able to say things like:

Not ideal on the "commitment" scale.

• Competence: The new hire needs to: have advanced typing skills and knowledge of MS Office, have supervisory experience of at least 3 people in the past, and be exceptionally good at written and phone communication.
  

• Commitment: The new hire needs to: be self-motivated and self-directed, handle stress well and calmly, and have an attitude that views errors as experience. Is the candidate willing to do what it takes to perform at a high level?
  

• Chemistry: The new hire needs to: be collaborative and supportive of the team, and be comfortable with goals and goal-setting for her/himself and others. Will the candidate fit well in the current company culture?

3. Is the vision clear for what this candidate can bring? When a real person is sitting in front of us, we need to know if they demonstrate the 3Cs we’re seeking! The interview questions we ask should elicit responses that reveal the competencies, level of commitment and chemistry that would make the candidate a good cultural fit.

4. Does our vision match what the candidate can bring? If they match, this candidate might be a good hire. If they don’t match, we need to be honest about whether our organization can accommodate the mismatches. Following the interview, we should be able to explain clearly the matches and mismatches. If we can’t do this, we may need to change our interview questions.

Too often, we ask supervisors or HR staff members with only cursory knowledge of a position to interview candidates. It’s a bad idea.
 
You’ll only recognize the right person when you know the 3Cs needed to be successful in that role – and you see that the candidate has got them.

If you're looking to upgrade your talent, we can help.

Local Business Leaders Complete Specialized Training to Build Better Workplaces

Minneapolis, MN – June 29, 2018

Wiley welcomes ThistleSea Business Development of Cranberry Township, Pennsylvania to the Authorized Partner network of talented trainers, consultants, facilitators, and coaches who bring Everything DiSC® and The Five Behaviors of a Cohesive Team™ to organizations worldwide. Wendy O. Lydon and Terri Hammond have successfully completed JumpStart, the official Wiley business-building and training session that features the tools, theory, and research behind Everything DiSC and The Five Behaviors of a Cohesive Team. As an Authorized Partner, ThistleSea Business Development will use this advanced knowledge to help clients improve workplace relationships and achieve organizational effectiveness with these proven workplace solutions.

“As an industry leading developer of workplace assessments, Wiley recognizes your dedication to building better workplaces using our proven Everything DiSC and Five Behaviors of a Cohesive Team solutions,” said Barry Davis, Vice President and General Manager of Wiley’s Workplace Learning Solutions Group. “I continue to be amazed by the superior results our Authorized Partners achieve with their clients, by applying what they have learned through the JumpStart process.”  

With the growing demand for learning assessments, Wiley continues to attract independent business owners who are committed to delivering the latest tools in workplace performance development.  “Our high-quality tools coupled with ThistleSea’s expertise in training and development will serve organizations well.  The need for skilled leaders in this industry has been leveraged with our training programs.  We look forward to supporting ThistleSea’s business growth,” said Davis.

About Wiley’s Workplace Learning Solutions Group
Wiley's professional development business creates products and services that help people become more effective in the workplace and achieve career success. We bring the ideas and best practices of thought leaders to life—serving workplace communities worldwide.

ThistleSea becomes an Authorized Partner of Everything DiSC

By Wendy O. Lydon, LPBC

At ThistleSea Business Development, we believe that interpersonal and communication skills are some of the most fundamental building blocks to support the relationships that grow businesses and build strong communities. Understanding human behavior has always been an important part of our coaching relationships. We're very excited to offer our clients new and more in-depth tools for human behavior training and understanding personal and business relationships.

ThistleSea Business Development now has the expanded ability to assist you, your team and your organization to gain a deeper and broader understanding of human behavior and relations. Using a research-validated learning model, each solution provides in-depth information including tips, strategies, and action plans to help you become more effective in the workplace.

We have become an authorized partner of Everything DISC®. Our ThistleSea coaches have been thoroughly trained and certified on these tools, and these new solutions provide rich, versatile learning programs that offer personal insights for individuals at every level of your organization, using a consistent language of DiSC.

Below is a brief overview of the new solutions we can provide to you and your employees:

Everything DiSC Workplace® can be used with everyone in an organization, regardless of title or role, to improve the quality of the workplace. This tool focuses on gaining an understanding of both yours and other’s DISC style and building more effective relationships.

Note: This behavior assessment serves as a replacement for the reports and training we have worked with so many of you and your teams with.

Everything DiSC® Productive Conflict explores workplace conflict. Clearly one of the most stressful, awkward and inevitable experiences in the workplace is inter-personal conflict. Now we have a tool and training focused on workplace conflict using the language of DISC. With all the attention placed on conflict resolution, it's to change our view of conflict and resolve to use it in a positive way in the workplace.

Note: We can certainly work with you and your teams in understanding conflict. Please stay tuned for future workshops and trainings focused just on resolving conflict – which is a perfect education for everyone, regardless of position and area of business or career path.

Everything DiSC® Work of Leaders helps you discover your DiSC leadership style and learn a simple three-step process to help you approach the fundamental work of leaders: crafting a Vision, building Alignment and championing Execution. Work of Leaders connects to real-world demands, generating powerful conversations that provide a clear path of action.

Everything DiSC® Management provides you with an understanding of how to manage more effectively by learning about your own management preferences and priorities, better motivate your staff and yourself and get more comfortable with delegation. We're excited that this tool also helps you gain insight into how to develop your employees – something that is so important to employee engagement and understanding how others might view you and your style.

Everything DiSC® Sales expands communication with your customers and reveals how to match your style to theirs. By helping people discover their unique strengths and limitations, this tool can convince even experienced salespeople that they can become more effective.

Everything DiSC 363® for Leaders combines the best of 360 feedback with the simplicity and power of DiSC, plus three strategies for improving leadership effectiveness. The result is a 360 experience that’s more productive and satisfying.

With these deeper and more powerful tools, ThistleSea can now provide you with a broader understanding of DISC and human behavior.

We have always valued the work of Patrick Lencioni and use many of his books as coaching tools. His book, The Five Dysfunctions of a Team, has always been one of the most important readings as we work through team building and understanding.

We are also excited to share with you that ThistleSea coaches have been trained and certified to work with organizations and teams through a new program and curriculum, The Five Behaviors of a Cohesive Team™. The Five Behaviors of a Cohesive Team™ Powered by Everything DiSC® helps teams understand how to apply The Five Behaviors™ model of Trust, Conflict, Commitment, Accountability, and Results to their work culture. By using Everything DiSC®, a tool that helps build effective team communication and relationships, this program allows participants to learn about their own DiSC style and discover how each style brings value to the team.

We look forward to continuing our work with you, and your teams and colleagues to learn, develop and build personal and professional effectiveness through better communication and relations.

Please reach out to us if you would like to learn more how we can use these tools to help support your continued success. And watch for information for future workshops and trainings!

ACT Capital Advisors Opens Pittsburgh Office and Selects John D. Laslavic, LPBC as Managing Director

Pennsylvania Business Coach to Lead Firm’s Area M&A Practice

April 24, 2017           

ACT Capital Advisors announced today that John D. Laslavic has joined the firm as a Managing Director. Mr. Laslavic will focus on helping business owners in Pennsylvania, Ohio, and West Virginia achieve an optimal outcome when they decide to sell their company. The new Pittsburgh location opened this month.

“Our plan is to have highly skilled M&A advisors in every major market of the United States. John will play an important role in this strategy.”

— Bob Hild, ACT Capital Advisors Chairman and Managing Director

Laslavic is a well-known business coach throughout the Mid-Atlantic region. For the past 30 years he has dedicated his professional career to mentoring and leading business owners to success. Mr. Laslavic is the President of ThistleSea Business Development, LLC. The firm is a coaching, strategy development, training and business services company.

“I am excited to build ACT’s M&A practice in this area,” said Laslavic. “I often help my clients position themselves for an exit. Now, as part of ACT, I can guide them through the entire M&A process. ACT has an excellent team of financial professionals that will support me from their headquarters in Seattle. I can now offer full-service investment banking to my clients.”

Bob Hild, ACT Capital Advisors Chairman and Managing Director said, “We are delighted to have John Laslavic on our team. He’s already a trusted coach to thousands of business owners. Our plan is to have highly skilled M&A advisors in every major market of the United States. John will play an important role in this strategy. We are confident he will do an excellent job of helping business owners achieve the best possible outcomes when they decide to sell.” 

John Laslavic can be reached at jlaslavic(at)actcapitaladvisors.com.

ACT Capital Advisors, LLC is a leading Mergers & Acquisitions (M&A) and Corporate Finance firm that represents lower-middle-market companies ($5 million to $50 million in annual revenues) across a variety of sectors and industries, including industrial manufacturing, information technology, construction, healthcare, aerospace, consumer staple/discretionary, oil and energy, as well as outsourced services. The firm provides strategic financial advice to closely held, family-owned, as well as private equity sponsored organizations and corporate shareholders that wish to sell their company, raise growth capital, or secure commercial financing. Leveraging ACT’s deep industry-wide knowledge and strategic auction process, clients appreciate ACT’s approach, pairing the professional expertise of a national investment banking firm with the senior level attention and entrepreneurial creativity of a smaller enterprise.

If you’d like more information or to schedule an interview, please call Terri Hammond at 724-935-1930 or email terri.hammond(at)thistlesea.com.

###

Leading yourself first

It's not an accident that "leadership" is our Abundance newsletter topic more often than any other. But we don't often discuss that "leading yourself first" can make the difference between a life of abundance... and not. In fact, we estimate that 95% of our clients list personal goals - ways they'd like to lead themselves better - when they're considering the futures of their businesses.

From eating more healthily to spending quality time with loved ones, it seems that leading yourself first isn't part of business school curricula or a requirement of funding pitches. It's multi-faceted, and some things are likely to come more easily to you than others. We divide it into a few arenas, and for the sake of brevity, we'll list just a few items under each:

Oh, man. Go to sleep.

Your bedrock tools

1. Define your values
2. Recognize and reduce your negative self-talk
3. Prepare a personal mission statement

Your physical self

1. Get plenty of rest
2. Exercise regularly
3. Get regular check-ups

Your personal finances

1. Put insurance policies in place
2. Complete estate planning
3. Create plan for retirement (financial and otherwise)

Your mind

1. Prioritize your activities to maximize your time
2. Spend quality time with loved ones
3. Spend time on a hobby

As with any changes, it's best not to do too much at once. If you've been working hard to lead yourself and you're not gaining traction, try to do a little less. And contact us for assistance.

"If they don't really want the job, they won't quit unexpectedly."

Or "Eating an elephant one bite at a time."

I decided to write this series after reflecting on my time as a client at ThistleSea (I'm the only one in our office who can do this). This may give you an idea of why someone might hire a business coach.

When you're working in a business that kind of has HR systems, the first major step forward is a big one. It's job descriptions. And it's not just job descriptions - it's the performance standards that go along with them.

When I realized that our hiring practices were tied fairly directly to my foot pain (see previous post), I decided that there was no avoiding the next big step. (After all, I was only 34 and I had only two feet that were supposed to last me for the next 60 years.)

Here's what I did:

1. I listed every position in the company. There were 13.
2. I figured out which job descriptions were the closest to "already done." (After all, we had job descriptions. They just weren't nearly detailed enough.)
3. I looked at my calendar, and I blocked off time to work on this. I knew if I tried to do it during the work day, I'd just place it lower and lower on my priority list and it would never get done. So I selected Saturday mornings, from 9 am until 1 pm at the local coffee shop.
4. I made a pledge not to work on the job descriptions at all, except the time I had set aside to do it.
5. I showed up on the first Saturday at 9:00 am and got to work.

I won't sugarcoat this process. It wasn't easy, and it required tremendous focus. It took roughly 6 months.

As I finished my first draft of each position, I met with the manager who supervised that particular role. I asked him/her, "How'd I do with this? Does this accurately represent the duties and responsibilities you expect each employee in this role to do? What did I leave out? What did I capture incorrectly? You're the expert... could you share your expert opinion?"

• Some managers had immediate feedback.
• Some needed time to think. (Of course, I made sure to schedule a follow-up meeting.)
• Some said, "This is good, but would it be okay if I got the employees' input? I bet they'll have even more feedback than I will." (<--Another lesson for me to use in the future.)

This is kind of what your company looks like to new hires when you don't have good job descriptions in place.

I shared that once we got the job descriptions the way we wanted them, I'd be coming around again for their expert opinions on the performance standards. (I set them up to be ready for the next round.)

This was a collaborative process and a challenging one, and I won't lie and say that every manager was enthusiastic about contributing. Not all were. However, when they were finished, a few things happened immediately:

• Job candidates noticed and commented on our level of professionalism.
• Some job candidates removed themselves from the candidate pool (Good news for my feet! If they don't really want the job, they won't quit unexpectedly and add 10 hours to my week.).
• Existing staff members asked questions and gave suggestions about their current roles.
• Communication increased overall.

As a client, I experienced the weight of the task of writing job descriptions and performance standards. So as a coach, I understand why clients are reluctant to do it and choose to focus on other parts of their HR systems. It's not always possible for the owner of a company to write them her/himself. But it must be done. Drop us a line if you'd like some help with yours.

"To tie my foot problems directly to employee hiring was funny."

Or "How my bunions led me to hire a business coach."

I decided to write this post after reflecting on my time as a client at ThistleSea (I'm the only one in our office who can do this). This may give you an idea of why someone might hire a business coach.

I came to business coaching when the business was almost exactly 18 months old. I spent the first 13 months working between 70 and 80 hours weekly, and my 34-year-old body had begun to inform my brain that this was not a sustainable plan. What were my clues?

There are no pictures that accurately represent how unpleasant marriage was at the time.

• I was missing important family events regularly.
• I had very few relationships outside of the business.
• My feet had developed problems that weren't healing. (This after many years of tap dancing and running without issue.)
• My marriage was pretty unpleasant.
• I arrived each day at work prepared to fight fires.
• If I wasn't putting out my own business fires, I was covering so that employees could put out their fires.

Looking back now, it's not hard to categorize my challenges. But under pressure, I couldn't see them:

• Work/life balance was poor
• Systems were not in place (in my case, HR systems were weak)

 (I don't know if ThistleSea's Wexford office was literally at a cooler temperature than my business, but when I would arrive at a coaching session, there was a clear feeling of "Ahhhh...." I could breathe. I could think and plan, ask questions, propose solutions, write, be still... I had no fires to fight.) Getting to the root cause of anything is difficult under pressure, so it was important that pressure could be relieved.

Let's use one of my examples.

PROBLEM: "My feet had developed problems that weren't healing."

WHY? (1)
I was on my feet for 8-10 hours, 6 days per week.

WHY? (2) 
I had to help the staff get the work done.

WHY? (3) 
There wasn't enough staff capable of meeting the company's requirements for the amount/quality of the work.

WHY? (4)
Staff didn't stay very long.

WHY? (5) 
We didn't clearly explain what was required when we hired new people. So we hired some people who didn't understand the work or weren't capable of doing it.

Yeah, I wore this. Yeah, it was as ridiculous as it looks.

To tie my foot problems directly to employee hiring (1) was funny, (2) did not happen overnight and (3) did require making intermediate adjustments. That is, I didn't go straight to having an amazing system for hiring and then magically experience foot healing.

I'll talk a bit more about what happened in my next post. 

TAKEAWAY: When you're having a problem in your business, write it down. Ask "why" 5 times. You'll get very close to the root cause, and that's where you need to be.

The Cure for a Business Filled with Assumptions

One of the most important concepts I discovered as a business coaching client was just two words long: “Never assume.” What kinds of things did I assume as a business owner?

• Every stakeholder knows and shares my vision for success.
• Employees will follow the company’s policies and procedures. (In retrospect, "HAHAHAHAHA!")
• Staff members will share their discontent with me if it occurs.
• Employees will share my values.
• Vendor relationships are adversarial in nature.

Turns out there's a reason EVERYBODY knows this saying.

Were my assumptions wrong? Well, yes and no.
 
Some stakeholders knew my vision for success. Some employees followed company policies and procedures. Some staff shared discontent with me when it occurred. Some shared my values. Some vendors tried to take advantage of the company. The problem was not that my assumptions were all wrong; it was that by assuming, I could never be sure.

Business coaching helped me to understand the dangers of assuming, and then to make changes in my behavior to stop doing it.

BEFORE (Assumptions)	AFTER THISTLESEA COACHING
Every stakeholder knows and shares my vision for success.	I need to know the vision. I need to communicate it often. We need to discuss it, ask questions about it, and lead people to share and adopt it.
Employees will follow the company’s policies and procedures.	"These are our company’s policies and procedures. Here’s where they’re written down, and these are the people who can answer questions. You’re expected to understand and follow them. If you choose not to do so, here are the consequences you can expect."
Staff will share their discontent with me if it occurs.	"We’ll check in as a group daily and with each other periodically. Your supervisor will meet with you individually on a regular schedule, and you’ll have the opportunity to ask questions, speak openly, receive performance feedback, etc. If you’d like to speak directly or you’re experiencing a problem that isn’t being resolved, here’s the best way to schedule time together."
Employees will share my values.	"The values that drive our company are _____, ____, and _____. We honor our values among ourselves, with our customers, vendors and competitors. On Wednesday, Amanda demonstrated our value of ______ when she ________."
Vendor relationships are adversarial in nature.	"Here’s what we need and expect now, as outlined in our written agreement. Let’s schedule a 6-month review so we can correct any issues, learn about new services, etc. If we have immediate needs, what’s the best way to get a fast response?"

Assumptions can be hard to identify, particularly if you’re assuming things correctly.
 
Communicating clearly elevates the importance of top performance in your company. It gives all parties the opportunity to decide, “Now that I understand this, am I on board? Or not?” It leaves no room for drama, ambiguity, excuses or blame.
 
The next time you’re surprised at something that happens in your business, ask yourself why. It’s likely that you assumed incorrectly… just like I did. Let us know if we can help. Reviewing your assumptions may be your key to success.

"I've heard I should be networking."

"But what does it mean, and why should I bother?"

Let's start with "why." Networking:

• Creates a vehicle for you to help others
• Puts opportunities in front of you
• Allows you to make choices about who, when, where, why and how you meet others

What does networking look like?

• Regularly scheduled meetings
• Social events
• Non-profit or charity events
• Educational seminars or classes
• Award presentations
• One-on-one meetings

You'll notice that one item missing from "Why" is "To get more business." Yes, it's absolutely possible that building your network will add revenue to your company. However, if you begin networking with the sole question, "What's in it for me?" you're going to be discouraged. Instead of focusing on your own dollars, concentrate instead on connecting people to each other and helping them meet their goals.

If you haven't put effort into building your network before, that's okay. But start now! An easy way to make networking a habit is to join a group that holds regular events (many are low-cost or no-cost) and then (THIS IS IMPORTANT) put the scheduled events on your calendar.

It's okay not to have perfect attendance, but remember, people can only know, like and trust you if you show up. 

John, Wendy, Jayne and I believe so strongly in the importance of building networks that we happily invite you to attend a networking event as our guest. Check out our Events page for some ideas or email us.

It's a little scary to do something new, especially when everyone else seems so practiced. Just remember the words of "Eat That Frog" author Brian Tracy, "You can only grow if you're willing to feel awkward and uncomfortable when you try something new."

A Path to Growth or Destruction?

Using peer review as a strategic competitive advantage

By John D. Laslavic, LPBC

Many company leaders are strong-willed individuals. While this can be a strength, it can also reveal itself as a dangerous strand of stubbornness that can negatively impact a business. Some may struggle with obtaining and integrating advice from peer groups.  

Common feelings CEOs and presidents express about having peer review (i.e. board of directors, advisory board, outside committees, a business or executive coach, etc.) include:

• “What if people find out I don’t have a strong vision and action plan for my company?”
• “I’m not that comfortable communicating internally… or externally.”
• “Will I lose authority by involving others in my thinking?”
• “Will a board (committee, coach, etc.) interfere with my decision making?”
• “It costs too much and takes too long.”
• “I know what I’m doing, and people should focus on my getting it done.”
• “What happens if I try something (based on peer review) and it fails?”
• “I don’t really understand what the board (committee, etc.) was trying to say.”
• “It’s a pain.”

Just because a company uses peer review of some kind doesn’t mean it’s effective, however. Organizations already using peer review may be on the wrong path if they see the following happening:

• Peer review group agendas not focused on vision, future direction, policy, strategy, KPIs and financial results.
• SMART goals not established.
• Peer review participants unwilling to voice their opinions. 
• Company making adjustments for individual people’s needs without consideration for the company’s mission.
• Minimal communication from the owner, president or CEO.
• Decline or stagnation in company growth.
• Key employees leaving the company.

If you observe these situations in your organization (or you’re observing these situations as a trusted advisor), you might consider recommending or improving the process by inviting people to serve in a peer advisory capacity who:

• Are financially independent from the company.
• Are not afraid to voice their opinions.
• Know things you don’t.
• Agree with the company’s mission, vision and values.
• Agree to be open to suggestions, listen to and work closely with peers who desire to bring new life to the company.

If used properly, peer review is an excellent way to provide your organization perspective to improve governance, business operations and product/service growth. 

Our ThistleSea team advises that 2017 business planning and budgeting should begin now. Evaluate your current peer review efforts to gain additional expertise and ideas. Adding an advisor, business coach or a peer review group to assist you might give you the advice and guidance you need to excel. Just be open enough to take their good advice and put it into action.

Contact a ThistleSea team member if we can help you and your company create a peer review process. Doing so should help your company grow revenue, expand operations and help you to personally prosper.

It's not too early...

The summer of 2016 is winding down and a new fall season is fast approaching. Soon the children will be back in school, and fall sports will once again dominate the airways, competing with the madness of this year’s presidential election. 

In speaking and working with business owners, we’re finding that many are preparing for more volatility, uncertainty, and complexity in 2017. As this is both the perception and a possibility, having business clarity when planning for 2017 is more important than ever. Clarity requires inner strength, discipline, self-understanding, external engagement, a clear vision of success, and an inspiring call-to-action with flexibility. 

It’s not too early to begin your business planning for 2017.

You may be thinking, “Yeah right, are you crazy? It’s way too early!”

Well, consider that the holidays, beginning with Thanksgiving, are just about 13 weeks away. (We’ve all experienced the fun, excitement and pressure of that time of year when we’re a bit distracted from our business and work.) So I’ll make the case to begin your planning now, complete your planning in September, budget in October and finalize your plan and budget by Thanksgiving.

This process will help you to have fewer distractions and maximum clarity and avoid the many end-of-year disruptions as 2016 comes to a close. Your vision and leadership require intense focus if you are anything like the awesome business owners and executives we work with every day. 

At ThistleSea, our team knows that stable times require a planning and financial forecasting process to obtain the business, personal and financial successes you envision. During these times, the ability to stay flexible and prepare in advance for the unexpected is even more important. 

Best of luck with your 2017 planning. ThistleSea is here to help if you want to evaluate your situation or would like assistance with your 2017 plans. Just contact one of our team members. 

John

Advice from a Tree

In September, 2015 Wendy had an exciting vacation with family in Yellowstone National Park. She picked up several “Advice from . . ." writings authored by Ilan Shamir and is sharing them with you to expand the thinking and apply to your business.

By Wendy Lydon

Photo by Wendy Lydon

Stand tall and proud

Congratulations on being a leader! Small achievements lead to larger ones. Not everyone can achieve what you have done. Be humble and be gracious, too!

Sink your roots into the earth

Did you know that what you see above ground is really determined by what you can’t see that’s underground? What happens underground in a business (where the roots live) drives the ability for the business to grow. The bigger and healthier the root system, the bigger and healthier the business. The roots of any business are the systems which provide an anchor for it to stay on track and grow. More, importantly, the systems provide the lifeline, air, water and nutrients for the business. This is the magic for business growth and prosperity.

Be content with your natural beauty

Be satisfied with what you have created. It is not an easy task to create and nurture a business. Enjoy the life that the business provides for you and your team. 

Go out on a limb

One of the foundations of success is a willingness to go out on a limb when necessary. In fact, in business and in life generally, all meaningful progress is preceded by the decision to take a risk and do something.

Drink plenty of water

If we do not stay hydrated, physical performance can suffer. Your brain is strongly influenced by your hydration status. Mild dehydration can impair energy levels and mood and lead to major reductions in memory and brain performance. The business and your team needs you to be your best functioning self at all times. 

Remember your roots

Your roots connect you to family, communities, cultures and ideals. As your life takes you in different directions, always remember where you came from. Entrepreneurship helps you to reconnect with the roots that ground you. Acknowledge and celebrate your heritage at every opportunity as it is one of the largest contributing factors to who you are as a person and will always be a part of you.

Is it time to re-evaluate?

A note from John

Can you remember back to January? You most likely had a vision of success for your business in 2016. Whether formal or informal, you were putting plans, strategies and tactics into action to result in a profitable 2016 for your business and family.

Now that we have just passed the halfway point of 2016, it’s time to evaluate where we are, compared to our plans. Are we on track? Here are 5 questions you should ask:

1. Is our leadership and our vision of success communicated well and motivating to others?
2. Are the people that we work with helping us move toward achieving our vision?
3. Are we focused on improving the systems that would support our vision?
4. Are our financial goals and budget forecast realistic and on track?
5. Are our actions coordinated and resulting in profitable outcomes?

In preparing for the next half of 2016, the answers to these questions will help you to re-evaluate your action plans in order to achieve the success you desire.

If you have any difficulty answering these questions, ThistleSea’s staff can help you understand and evaluate the current situation and shed light on those areas to help you achieve success.

Contact us. Our team at ThistleSea just might be a good for for you and your team to identify and implement a best practices action plan for improved organizational performance,

Advice from a River

In September, 2015 Wendy had an exciting vacation with family in Yellowstone National Park. She picked up several “Advice from . . ." writings authored by Ilan Shamir and is sharing them with you to expand the thinking and apply to your business.

By Wendy Lydon

Photo by Wendy Lydon

Go with the flow

Working on ALL aspects of your business to ensure continued success will allow you to enjoy smooth waters and prepare for the rough ones.

Immerse yourself in nature

Take time to enjoy your surroundings. Sometimes a nice walk to clear your mind will result in the most incredible ideas!

Slow down and meander

Take time to understand what is going on in your business. As an owner and leader, you must spend time with your staff, teammates and customers to be able to truly listen.  

Go around the obstacles

Obstacles are there for you as a checkpoint! Determine what's in the way and develop innovative ways to get around them to ensure continued success.

Be thoughtful of those downstream

An inspiring and kind leader will have followers. Always inspire and be considerate of your employees. If you understand and help them to achieve their goals, they will help you achieve yours!  

Stay current

Others will believe if you believe! How involved are you in your industry and market? Be sure to stay current with the trends and competitive environment. Network and create relationships. Claim the expert space as a speaker, trainer and mentor to your colleagues and staff.

The beauty is the journey

Being a leader is not a race! The leadership journey is one that provides you with growth and new understanding along the way. Be sure to celebrate yourself and those around you as you venture along your path of success and, more importantly, significance.

Advice from a Buffalo

By Wendy Lydon

In September, 2015 Wendy had an exciting vacation with family in Yellowstone National Park. She picked up several “Advice from . . ." writings authored by Ilan Shamir and is sharing them with you to expand the thinking and apply to your business.

Stand your ground

Dream your dream and stay on track to achieve everything you envisioned. Don’t be derailed by any obstacles in your way. Be open enough to get assistance from other professionals to remove barriers quickly. 

Let the chips fall where they may. :)

Have a tough hide

It ain’t easy being an owner and leader. And it’s not for the faint of heart. Stay strong and continue to build your toughness through dedication, continued learning, and commitment to yourself and those you lead.

Keep moving on

Always work toward your goal and move forward to achieve them. Taking even small action steps every day toward your goal moves you closer to success.

Cherish wide open spaces

Take the time to think big! Allow yourself the space to create powerful new ideas. And get ready to execute these ideas. Sometimes small spaces are overcrowded with fear, caution, perfection and past experiences. Come out and enjoy a space where you are able to invent and work towards making a difference. 

Have a strong spirit

Another word for spirit is “will.” You can train yourself to use your will to get a hold of your mental throttle to turn on a full head of steam when necessary. Power up or power down when you need to. When you are able to access the powered-up state, you will find that you are not any more tired when running under full pressure, than when you are moving at a slow pace. This is a key to unlimited power in action.

Roam wild and free

A sense of restraint will squash creativity and innovation. Remember to remove barriers that may cause the business to evolve into what it needs to be to give you the life that you want. Sometimes the restraint may be YOU. Get out of the way of yourself.

Let the chips fall where they may

What happens – happens. Sometimes it is okay to let things play out . . . within reason. You have already taken the risk of being an owner and leader. Now is the time to work the business to reduce additional risk. 

Starting with the end in mind

Wendy Lydon recently spoke at the Inspiring Lives International Global Sisterhood gathering in Pittsburgh, PA. Here's what she had to say.