HIGHLIGHTS

03:44 Reputation management is crucial to success in business

08:19 Reputation is a measurable asset

13:34 Reputation management and crisis management are inextricably linked 

24:22 What family businesses can learn about crisis management

25:33 How to go from good to great crisis response 

28:45 The keys to success in a crisis is speed

34:50 Move fast, but don't break things

QUOTES

05:32 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.

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HIGHLIGHTS 

02:34 Always being at the tip of innovation and learning how to be innovative

07:33 A.I. and psychographics: Automating admin and ushering disruption 

14:01 Training companies to become disruptive requires a mindset shift

23:31 Rethinking business model, product and service to serve customer needs

30:57 The 10th person rule: Diversity of thought in the workplace drives innovation

37:12 Projects that help nonprofits and the need for more Fortune 500 to innovate

40:23 Connect and work with Neil

QUOTES

05:01 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.

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HIGHLIGHTS 

05:41 SMEs need fluency in the language of business 

10:28 Cash flow statements: 2 interpretations by business owners and investors

15:59 Small Giants is for companies who choose to be great instead of big

22:21 Visioning: Envisage what success is in a specific time in the future

28:31 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 principles

37:45 Create slice teams, send to advisers and get feedback, and then publish

41:30 Be specific about financial success

47:31 Connect with Steven

QUOTES

06:22 "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]
• Website - 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.

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HIGHLIGHTS 

04:15 CMA vs CPA: A question of being strategic vs tactical

09:07 A love for small businesses and preparing them to sell 

11:23 Strategic planning to sell: Start with core values and culture first

16:16 Everyone benefits by having a second in command

19:30 Review your financial statements regularly and identify your ideal customer

25:16 Increase sales: Optimize leads, conversions, and average dollar sale 

28:25 Working with clients to clean up processes and make the PNL make sense

34:08 Profit acceleration tools: Revealing to clients their earning potential

36:04 Connect with Perry

QUOTES

07:27 "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]

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.

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HIGHLIGHTS 

02:58 Family business fears that stifle growth on rebranding and reputation  

07:41 Finding your company's strengths and weaknesses

12:33 Solve for Y System: Prioritization, Alignment, and Execution

17:53 A scalable brand aligns its strategy to its metrics of success

22:49 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 customers

38:16 Is Six Points for you? Determine how drastic a change you need

43:48 Connect with Meghan
 

QUOTES

05:47 "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.

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HIGHLIGHTS 

03:59 Entering the family business and realizing areas of improvement

07:50 Taking action with a business coach to improve the company

11:09 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 priorities

23:06 Adapting to online work and and a methodology of rating meetings

29:41 Simplifying the business for happier clients

33:38 Earning out equity and how gen 1 can let go of ego 

35:53 Advice to next gen leaders: Be patient

QUOTES

08:10 "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.

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HIGHLIGHTS

02:51 Hillary's family background and how her grandfather started the roofing business for the entire family

08:22 Leadership of high school students vs leadership of people in paid jobs 

13:59 Inspirations and motivations to keep going and improving

21:26 Hillary's different take of running the family business compared to her father

25:27 Women in the roofing industry and why Hillary is taking the lead on this movement

32:07 Difficult conversations on passing the mantle of leadership from father to daughter

33:59 Hillary's advice for others in the same business on letting people go

38:17 Final thoughts

QUOTES

09:37 ""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.com
• LinkedIn - https://www.linkedin.com/in/hillaryrmcpartlon
• Email - [email protected]

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.

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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 business

12:42 Setting boundaries for the success of a family business

19:38 Family dynamics: Taking responsibility and expectations 

24:19 People Time & Money: Rich's wisdom in managing a business

30:21 Managing people and salaries cannot be personal

36:13 Difficult family members/employees and difficult conversations

46:40 If you were fired and a new CEO came, what would they do?

QUOTES

16:41 "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]

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.

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HIGHLIGHTS

02:58 Working in Miller Heiman and the lack of succession planning

07:51 Not wanting to run the company anymore: An indicator to sell or plan succession

10:30 Miller Heiman sales training is for companies with complex sale

18:08 Case study: $12M software company complex sale

25:32 CEO role in sales: Carrying the vision and meeting with the proper people

31:07 Sales playbooks: What kinds of salespeople do you need? How to coach? 

37:41 How to connect with Alice

QUOTES

07:31 "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.

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HIGHLIGHTS 

03:18 Tech is currently not a family business space as it requires fast ROI

05:51 Kelvinator of India: Rustom's father had strategic alliances in his DNA 

09:06 Kelvinator is sold to Whirlpool and JRD Holdings Group is christened

12:33 The family business: Trust and communication are needed for succession 

17:13 Transitioning from a web of trading companies to investment holdings

21:06 Post succession: Distributing responsibilities among siblings and stakeholder meetings 

25:57 Clarifying boundaries in governance, management, and the ownership structure

29:38 Negotiating is different for a family enterprise and a company of widely held professionals

34:39 Contributing to the family business felt compelling to Rustom 

QUOTES

09:26 "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/rustomjdesai

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.

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