Leaders: What Holds You Back?

It’s the Leader’s responsibility to make the big decisions. Yet there are times when leaders freeze. They can’t make the call. They can’t pull the trigger. What holds them back?

In my early career I was a banker. We had a saying. “There are old bankers and there are bold bankers, But there are no old bold bankers.”

Bankers were supposed to be the pillars of strength in the community. Seldom was the banker looked upon as the guy on the leading edge. Being bold and daring was typically something no one did.

Taking Risk

The issue at the center of the matter is risk. Take the risk or not take the risk, that is the question.

The same holds true for decision making in general. Every choice has its consequences. We teach that to our kids. You make a choice and something is going to happen; good or bad.

In business, the choices might make or break the company. Should we expand? Could we relocate? Should we sell or merge? Add staff or cut back? Hold firm or change?

The list goes on.

But what holds us back?

Here are the main reasons decision can be so darn hard.

Fear of failure or being an outlier – not everyone is a natural risk taker. The self-talk going on inside our brains keep us from being bold. The messages may even go all the way back to childhood, when you were told ‘you’re too slow, not smart enough, not good enough.’

Maybe you were brought up being told ‘you should never bring attention to yourself’.

Making the big decision may do just that; bring a lot of attention.

Fear of reputational risk, internally and externally – Businesses of all sizes have something called ‘reputational risk’. You work hard to build brand identity or at least you should be working on that. Having a solid brand identity is your reputation as a company. Taking a departure from that identity can hurt your reputation.

Think about 2010 and British Petroleum’s Texas Gulf rig fire Horizon. It brought severe reputational risk and brand damage to BP.

Lack of resources (human and capital) – This is possibly the biggest reason decisions get stalled. Whether fact or fiction, the sense that resources are lacking causes many delays and misses when it comes to key decisions.

reviewing numbers

Fixed way of thinking (mental schemas) – Companies with a tradition or legacy get lulled into one way of thinking. As an example, having a large fixed asset base does not guarantee you will make money by simply ‘not screwing it up.”

Competitive decisions must be made daily to keep your winning edge. As the times change, so must your ways of thinking and guiding the organization.

Defining “Bold” – The meaning may vary according to the individual. When a leader senses it is time for a ‘bold’ decision, the level of boldness may be limited to just his or her mindset.

Sharing the idea with your team may reveal the idea is not so bold after all. It’s just a necessary choice about next steps.

Groupthink can lead to complacency – This too is a big derailer for great decisions. If you are a leader committed to team empowerment, you want the whole team to weigh in. That is a noble idea most of the time. But habitual development of a group-think mindset can lead to a false sense of security.

The Leader is still on the hook for the final decision.

groupthink

Lastly, being bold would not be received well by the organization (or the Board). You might possibly even get penalized for stepping out there. This is a simple reality about leadership. You ARE on point. You were put there to make decisions.

Not all of your choices will be applauded. That is your risk of being the leader.

Take Inventory

I challenge my executive coaching clients to periodically re-calibrate by reviewing their decision making patterns. The question is whether the recent decisions have been consistent with the picture of the leader they want to be, not the leader they’ve been before.

Staying true to the leader you want to be should drive your decision-making process. You can still incorporate all of the team dynamics you want, but the final choice rests squarely on your shoulders.

That’s why they pay you the big bucks! (OK, that’s funny for many of us.)

Are You Ready to Take a Chance?

As businesses across the globe begin to ponder their choices for reopening in a post-COVID-19 world, people will be faced with choices. While governmental restrictions dictate some of those choices, it appears all other choices will be left up to the owner/manager. Are you ready to take a chance?

The choices will involve taking chances. How are you set for taking a chance? Here are just a few of the situations I am seeing among the businesses I serve.

Leader making choices

Social distancing is still going to be a ‘rule of the road’. Large companies with grand office footprints are talking about limiting on-site presence, at least for the near future. Ideas like allowing only those employees with enclosed offices to return to work first. Cubicle workers will stay home a bit longer.

Restaurants are looking at separating tables by six feet, reducing seating areas. Stores may keep the Plexiglas panels they have installed at checkout stands.

As an executive, leader or manager making these choices, you create a risk for taking the chance to do something one way or the other. How will you handle that?

The Basis for Decision

Responding to the post-crisis world will be testing your leadership resolve. Do you have the ‘metal’ to stand firm in your convictions about the right thing to do? Clearly acting too soon to deploy large numbers of employees, patrons, or traffic in your facility may tag you an outlier. Are you ready to accept that risk?

The process to make these choices will demonstrate what you have been made of all along. As John Maxwell says:

“Experiences make us, but crisis reveals us.”

How will you be revealed in the face of the crisis around you? As the world finds its new normal, will your leadership character be strong or weak?

Core and Edge Thinking

There is a good explanation for dealing with taking chances as a leader. It has to do with the agility you have in moving from your core out to the edge. Let me explain.

Your Core is the center of your leadership framework. It is made up of all your beliefs, values, and relational experiences. The core includes your technical training and experience too. Likely you have worked hard to develop your leadership core. Just like working on your body’s core at the gym, having a strong leadership core makes you a better leader.

Diagram of core-edge-agility

Your core provides the foundation of who and what you may be as a leader. It inspires your own sense of right and wrong, weak and strong.

However, your core can become your comfort zone too. You might be one who finds safety in staying very close to the core. This can be the downside of relying too much on core strengths.

Then There’s the Edge

For every one of us, there is an edge out there. The edge is the horizon of opportunity and challenge. The edge is where new growth happens. It is often an unknown situation or circumstance.

This is why taking a chance is a good example of being on the edge. The risk that is associated with going out to the edge is what makes leadership challenges so significant.

Explorers love the edge challenge. Finding new horizons.

That is why your willingness to go out to the edge is as much an indicator of your leadership prowess as is your core strength.

Agility

The third dimension of this model is called agility. Agility is a leader’s ability to move smoothly from core thinking to the edge and back again.

On one hand, being willing to freely go out to the edge is good, but if you get stuck there, you’re in trouble. You have to be able to get back to your center, your foundation. Think about Apollo 13.

taking a chance with core, edge and agility

Agility is the beauty of good leadership. Keeping your values high yet exploring new opportunities to grow and prosper your team, your work, and your business. By gracefully going to the edge while maintaining clear visibility of core strengths, you become a trusted leader.

Back to the New Chances

The new normal we are looking to establish represents the edge for all of us. The way we define the edge may be different, but it is an edge nonetheless. If your core cries out for certain values and expectations, but the edge is not clear, you are dealing with taking a big chance.

Your agility will be the factor that determines your success. Ask yourself what it will take to move forward.

Will an old habit of decision making fail you in this new crisis? Will you be afraid to take chances?

Or can you effectively, maybe even boldly, make the right decision to choose next steps for your business? By exercising your agility you can go out to the new edges, do what you have to do, then know you can always return to your core for strength.

Note: Core, Edge, and Agility concepts courtesy of Lee Hecht Harrison

Certain graphics courtesy of 123rf.com and unsplash.com

Have You Found Your Edge?

doug thorpe leadership coach

The global pandemic has caused everyone to rethink their normal. Finding a new normal has become a worldwide goal.

While there is talk of returning to some kind of old normal, I wanted to challenge you with a simple question.

Have you found your edge or are you standing at the edge?

Let’s tackle the dark side first. Standing at the edge describes a sense of being on the brink. For example, young parents of school-age kids are really expressing the sense of being on the edge. Confinement has been a bit too close for them.

Others have talked about the fatigue of living a groundhog day over and over.

I’ve had coaching clients, leaders in big organizations, admit they weren’t quite prepared for what remote working would do to them and their teams. And I’ve worked with small business owners who have made very tough decisions about releasing staff and cutting back or closing temporarily, if not permanently.

The pandemic has caused concern at many levels. Yet the word I hear most often is resilience. Staying resilient keeps us away from the edge.

The Upside

Finding your edge is a whole other story. The pandemic has birthed some great ideas and some creative solutions for sure.

Just look at the explosion of the Zoom platform. Many businesses large and small have resorted to using the zoom conference. Schools are relying on the video connection to keep teaching students. There are even parodies of zoom video chats gone wrong.

Some of the small businesses I work with have gotten very creative. One retailer who lost all access to her storefront due to a mall shutdown has resorted to home delivery of her products.

A restaurateur discovered a market for one specialty dish that can be prepared in a more commercial kitchen. They have plans to close their regular restaurant and rely solely on the pickup and delivery of the new dish. This results in almost a 5x margin gain by eliminating the rent for the sit-down restaurant. Plus gross sales have tripled.

My larger company clients are finding an interesting phenomenon. While people admit to missing the interpersonal contact an office setting provides, productivity has increased. The crush of meeting after meeting has settled into a focused format that is highly effective and productive.

Companies who formerly feared allowing staff to work from home are finding the reliability to be refreshing.

People are finding a new edge of efficiency, productivity, and profitability. How long will it last? Who knows? Right now the lessons learned by many are being translated into possibilities for a new normal.

Where are you?

Standing at the edge? Or on a new, more meaningful edge for competitive advantage, effectiveness and gain?

Leaders can make the difference.

Here are five ways to find the right edge.

Be open to change – there is no point in fighting the reality of where we are. Follow the guidelines and roll with the flow.

Over-communicate with your people – don’t let anyone on your team get truly isolated. Communicate even when you have nothing new to say. Tell them that.

Ask for ideas – let your team shine during this period. Open up the lines of exchange of ideas and solutions. Think outside the box. Heck just crush the old box.

Be fearless – don’t get afraid of new ideas that radically impact your work as you once knew it. The new alternative could increase your profitability, your brand, and your effectiveness.

Stay resilient – here’s that word again. Don’t let disappointment or frustration get the best of you. Be flexible and ready to respond.

Come Home Before Dark

welcome sign

Lately, I’ve been reminded of a saying I once used to guide my kids. The phrase was ‘come home before dark’.

When I was younger, we’d play outside seemingly forever. When we asked to go outside, our parents always said: “Come home before dark.”

That was a literal meaning. Once it was dark, if we weren’t home we were in big trouble.

As I grew into adulthood and began having children of my own, an old preacher taught me something new about this phrase.

The words home and dark have a deeper meaning to explore.

Come Home

Coming home is about returning to safety. It’s a center of being. As a kid, it was the place I lived. There was love and warmth at home.

I could reconnect with who I was at home. The world around me could be throwing flaming arrows, but the home was a fortress.

Home was where values were formed. At home we could have honest, loving talks about the things that I worried about.

Dark

When something gets dark, there is trouble brewing. Bad things happen in the darkness.

Dark journey

You hear people talk about others and say ‘they just went dark.” Lights out, no response.

The Instruction

I wanted my kids to know that they could always come home before dark. My wife and I would be waiting to take them in, give them security, and talk through whatever we needed to talk about.

One night our doorbell rang about 2:00 a.m. We stumbled out of bed to find our middle son (family of 5 kids). He was in his early 20’s, already graduated and living in town with a roommate.

We could tell he had been drinking, but his first words were “You said come home before dark.”

We said “Sure, glad you did. What’s going on?”

He proceeded to tell us about a party that was going on in his apartment. Suffice it to say it had gotten out of control. The roommate was a college friend. They had invited other college buddies to join.

Plenty of drinking followed. Behaviors got wilder and wilder.

My son said he had tried to calm things down. He had left his fraternity lifestyle behind the day he walked across stage to get his diploma. Clearly, these others had not.

He sensed the night was not going to end well. Even with his own influence of alcohol, he remembered the words ‘come home before dark.’ And that he did.

As it turned out, later that night, neighbors in the apartments called police. Some arrests were made, but my son was home safe, out of the darkness.

So What

Why do I share this story with you in a blog about leadership? It’s because I believe leaders guide people home before dark.

A leader establishes a home base; somewhere people want to be. Yes, they may venture out on their own to explore new opportunities, new tasks, new direction. But when they sense the darkness, home is where they should turn.

Is your team environment a safe home to shield your employees from their darkness?

Have you communicated to them your desire that they consider your place a home?

I realize some will read this and say “You have no idea what my home life was like. It was darkness all its own.” To those I say, I am sorry to hear that. Why don’t you create a new home? Surely you will have people around you who need that safety and shelter.

I’m not going to lie when I say this article was prompted by the world we’re in right now, the corona virus scare. It is scary.

We need leaders who will stand firm in their conviction for choosing the next right step toward creating calm, creating safety, and helping others through the storm.

Will you be that leader, right where you are?

Help others come home before dark.


For anyone who feels in darkness over a job loss, I’ve just released my book on job search called “STRIVE“. It’s a practical guide to effective job search, even in tough times. This program was born in the crash of 2008 when we had double-digit unemployment. STRIVE helped thousands, yes, thousands of job seekers reconnect with their sense of personal purpose so they could find the right job. Share this info with your friends.

strive job search

What Do You Do with a 3-2 Count?

baseball batter aand catcher on 3-2

In baseball, there is something known as the 3-2 count (three-two). It means three balls and two strikes. It means the person who is up to bat has only the next pitch to get something done.

Three strikes and you’re out. If the pitcher misses the strike zone and the batter waits to swing, it will be called a “ball” and the batter gets to walk to first base.

While all pitches in baseball count for something, there is nothing like the three-two moment to feel the pressure rise.

In Business

The same is true in business. Managers and leaders have to make decisions all the time, but only some of those are real “3-2 decisions”.

What do you do when you realize the situation is a 3-2 moment? Some managers freeze. They ask for more data. Or they try to stall in some other way.

Other leaders are quick and confident to jump in and make the call.

What makes it so much different?

According to John Maxwell, the 3-2 count results in something he calls “PGE results.”

Pain, gain, and experience. The outcome of the decision you make in a 2-3 moment results in PGE.

Pain – the results might be painful. The results can be painful to you, your team, the company, and even the community you serve.

During Hurricane Harvey in the Texas Gulf Coast area, a tough 3-2 decision had to be made by the Corps of Engineers. Two large dams northwest of the greater Houston area were about to burst from being overfilled by 52″ of rainwater.

A 3-2 decision was made to intentionally release water from the flood gates, pouring into thousands of homes downstream. Billions of dollars of damage happened.

Yet, had they NOT opened the gates, the entire structures could have burst, flooding out most of the entire Houston area, some 6 million inhabitants.

It was a very painful result for some, but it saved so many others.

baseball batter aand catcher on 3-2

Gain – the results will be rewarding. Good decisions can result in a miraculous gain. Once I was flying some friends in a small single-engine airplane, a Piper Arrow.

The weather had changed from good to bad as we approached our destination. Plus the winds had picked up and shifted to crosswind conditions.

Crosswinds are the worst kind of wind to land a plane. It means the wind is blowing across the runway, causing a force that pushes the plane sideways while you are trying to follow a straight line to land.

I took in all of the information I needed from the tower about landing that day. I set up my final approach and begin a severe crab angle to land. Crabbing involves turning the plane at as much as a 45-degree angle to the straight line of the runway.

With the angle, you fight the crosswind until the last possible moment when the plane has to be turned into alignment with the center stripe of the runway. I won’t go into all the details, but we experienced a textbook crosswind landing that day.

My pilot training had prepared me to do that landing in a definite 3-2 situation. My passengers appreciated the fact we got home safely without incident despite the bad weather that day.

Experience – Working through a 3-2 decision gives you added experience. Experience alone is not a good teacher. Informed experience, studied and analyzed gives you better instruction.

Whatever the outcome, the experience from making a 3-2 decision needs to be evaluated and reviewed. What you learn, once properly vetted, can be applied to future decisions.

In the baseball story, if the batter strikes out on 3-2, he will review the video replay of that at-bat. Anything he can find about his stance, his swing or his posture, will help to improve the odds of making the next 3-2 situation have a better outcome.

Managers and leaders have to stay sharp for 3-2 conditions. As I write this, I’m hearing leaders expressing concerns for their people, businesses and families. Rightfully so. There is so much uncertainty.

This is one giant 3-2 situation. Use your informed experience to muster the training and resolve you need to make good decisions for your team, your family, and your community.

Be strong, stay well.

Leadership in Times of Crisis – Finding the CALM

calm lake, leadership

It would be surprising if anyone on the planet with access to any form of communication (old or new) didn’t know about the coronavirus. We have news of it popping up every few seconds as messages unfold about closures, cancellations, and other alerts regarding the spread.

I respect the need to be cautious, proactive and vigilant. Many of the gatherings and events I was scheduled to attend have been suspended, postponed or canceled outright. There have even been moments where I was part of the decision to cancel something. I get it.

However, I am not convinced I’ve seen perfect examples of leadership demonstrated in every announcement or bulletin. I’ve seen supposed leaders take a podium and simply spread fear and concern.

In the face of a global pandemic, as it is now called, leaders in both public and private sectors need to stay calm. Calm is a tricky proposition for a leader.

On one hand, you should have your own personal concerns about what is going on. If you are high enough in an organization, you might be leading a major project team. Having a totally external force like COVID-19 interrupt your plans is frustrating at best. Again, I don’t want to sound irresponsible or insensitive but hang with me a bit.

When a leader begins to gain momentum, the last thing you want to have happen is for something to break the cycle. Especially something that comes from outside your organization.

calm business man

We Need Calm

Calm needs to be the focus. Here are four key principles to think about during a crisis.

C is for Clarity. Simplify your messages. Speak clearly and intentionally, thoughtfully. Immediately respond to those who seem unclear after you communicated.

People will need clear communication about your new expectations under new and perhaps stressful situations.

A is for Action. You still need to act. If your decision has not been formed, say so. But don’t wait too long. This virus situation is a fast-moving event. Be ready to respond as information changes.

L is for Leadership. Perhaps it should be obvious, but some may get busy and not be intentional about their leadership wheelhouse.

Dig deep in your leadership tool kit to make ready the best tools you have to guide, direct, inspire, and influence during troubling times. People need us now.

M is for mean it. Be sincere. Don’t rely on cliche and platitude. Stay connected with your people. I mean emotionally connected. Up-level your empathetic listening. Hear people out.

Be relevant and relatable so that people maintain (or increase) their trust in your leadership.

Forget About It

We also need to forget some things. A client from long ago posted these wonderful reminders. He’s a very accomplished CEO and leader in the mortgage finance industry. His name is Bill Dallas. Here are his thoughts.

1. Forget About Yourself; Focus on Others. You will become a source of confidence (and calm) for everyone else.

2. Forget About Your Commodity; Focus on Your Relationships. Every time you strengthen a relationship, the viability of you are selling will increase.

3. Forget About the Sale; Focus on Creating Value. Most people don’t like being sold at the best of times.

4. Forget About Your Losses; Focus on Your Opportunities.

5. Forget About Your Difficulties; Focus on Your Progress.

6. Forget About the “Future”; Focus on Today.

7. Forget About Who You Were; Focus on Who You Can Be.

8. Forget About Events; Focus on Your Responses.

9. Forget About What’s Missing; Focus on What’s Available.

10. Forget About Your Complaints; Focus on Your Gratitude.

The Leadership Premium

In times of crisis and concern, leadership value rises to a premium. You, as a leader, must be the one to help others survive. Encourage those around you.

staying calm in times of stress

Stay calm.

No need to argue the merits of a decision someone else has made. Yet if your people are beginning to act in extremes, encourage them to reconsider. Lead toward calm.

Introducing the Entrepreneur Scan

back hand scan

When you have a business, it is only natural that you try to examine it. We all know that the more information you have about something, the more significant your chances of making correct decisions for the business.

Entrepreneurs scan their business often, even though many already know their ventures like “the back of their hands.” When you think about it, the cliché “knowing the back of your hand” is a bit false.

back hand scan

In fact, only a few of us know how the back of our hands really looks. We just think we do because we see it every day. However, we also take that view for granted, and very few of us can honestly say that we have memorized every detail of the back of our hands.

The Business Case

How does that connect with how entrepreneurs look at their businesses? Well, most entrepreneurs nowadays want to believe that they know every detail of their ventures. But the truth is, very few do. You see, there are disadvantages to being the boss.

You have to be the Chief Everything Officer. Yet, in reality, there are plenty of details that can slip by while you handle other, more pressing matters.

Heard It Thru the Grapevine, Or NOT

For one thing, the boss always seems to be out of the grapevine. The boss hardly ever gets wind of any trouble that goes on in the workplace. It also means that there may be some problems that the boss will not be able to know unless the entrepreneur scans his environment.

So how should entrepreneurs scan their environments? Well, a good idea is not to act like a drill sergeant and start shouting down your employees to get the answers you need.

For one thing, it shows that you mistrust your employees and this would only keep you out of the loop, as it were. Another thing is that you cannot expect to get the information you want this way. With intimidation, you only get the information you want to hear, not the information you need.

You should let your employees feel that they can trust you. Be one of the team. However, be sure that you do not cross the professional boundaries that exist in every workplace. [for more on building team trust click here]

You should show your employees that you are the kind of person whom they can come to for any problem. Remember that any small issue of your employees can affect the way you do your business.

Further, you need a systematic accountability process. You must inspect what you expect.

Now, you know the proper way entrepreneurs scan their businesses through the employees. But there are, of course, other factors to consider so that your business is the best it can be.

Look Inward

You also need to assess yourself. What kind of entrepreneur are you? What are your strengths and weaknesses? How well do you handle the business and everything else that the world throws at you?

Remember that sometimes, we are not the best judge of our character. We tell ourselves a story about who and what we are. That becomes our sense of identity. But what we do and how others perceive us becomes our reputation. It is the reputation you must change, not your identity.

Most entrepreneurs scan their characteristics by getting an outside opinion. This opinion, of course, should not be biased to be helpful to you (your spouse is not a good source). You need to have someone tell you to your face all of your faults and give you credit for your abilities.

Look Outward

Entrepreneurs should also scan their environment. What are the potential markets available for their business? What threats out there can affect their business? Entrepreneurs examine the situation around them because it is one factor that they cannot control.

All you can do when something in the environment, whether opportunity or threat, takes place is to adapt to it. The change means that you have to be able to prepare for any contingency. It is necessary to plan to succeed. But you know that, right?

Entrepreneurs scan the market for any signs of behavioral changes that could mean the collapse of their business. Why do you think that chips and sodas develop different flavors all the time? People change all the time. One example is a change of preference. If a market gets tired of your product, you would be in considerable trouble.

Be Sure to Adapt

You need to adapt your product to the trends of the present. Anticipate future changes and do your best to prepare. However, you also need to remember your past. Sometimes, people dislike changes that a company or product goes through and, as a result, takes their business elsewhere. Ensure the continuing legacy of a good product if you think you have one.

Entrepreneurship Coaching And Mentoring – Blog And Podcast

Entrepreneurs make up the vast majority of our world economy. While corporate giants fuel activity in many sectors, it’s the grind and grit of dedicated individuals who make the world turn.

Entrepreneurship is not new. Having your own business goes back for centuries. Think of the market scenes in great old movies you love. Every one of those street vendors was an entrepreneur.

Entrepreneurship Coaching and Mentoring

Even some of the large name brands you know today started as entrepreneurs.

  • Ray Croc and McDonald’s
  • Steve Jobs and Steve Wozniak at Apple
  • Bill Gates
  • The list goes on

Starting a Business

However, starting a business is not for the faint of heart. It takes dogged determination to make your idea fly. Once the new idea starts generating revenue, you immediately get challenged by the need to understand how to operate the business. Entrepreneurship develops into a much bigger view than just the simple idea you started.

This is where finding resources to help you run and grow your business becomes so critical.

I’ve been coaching business owners for decades. First, as a commercial banker, I met dozens of owners who needed help getting to the next level. Then as a business consultant, I helped companies and their leadership teams find new and better ways to make the business grow.

Today, I am still coaching, advising and consulting with clients, but I’ve broadened my own reach by writing my blog “Leadership Powered by Common Sense”. I also produce a sister lineup of podcasts and video content that follow the articles published in the blog.

These resources along with many of my checklists, tools, and ebooks are offered free of charge. Just hop over to the home page and browse through the pages of the blog to find links for the various resources you can grab.

Finding Bigger Success

You started your business to fulfill the dreams and goals you had.

  • Creating time for family
  • Leveraging your expertise or passions
  • Creating independent wealth
  • Creating something that makes a difference

All of these are great reasons to become an entrepreneur. But it takes doing the right things to make the dream come true. A business coach can help you get there faster than your own trial and error. Plus, it costs a lot less in the long run. Often I can show a business owner a win in the first few meetings that is valued at 5x or 10x over my fees.

Why not join thousands of others who are following my blog and podcasts? Click here



Business Advisor – Business Consulting – Executive Coach

business consulting

If your business has stopped growing at the pace you want, a business advisor may be your next step. Even the best athletes rely on coaching to sharpen their skills and find that next step up to find a competitive edge.

Business owners or senior executives can get stuck in old habits and routines that stifle creativity, growth, and ability to build stronger teams.

Allowing someone to come alongside to walk with you through your effort can pay big rewards.

Business Advisor

I have served as a business advisor to hundreds of client companies. After spending 20+ years in commercial banking, my career shifted to business consulting and advising with business owners in all kinds of niches.

The benefits of having your own personal advisor are tremendous.

  • You get a private sounding board for your ideas
  • You get a personal accountability resource to keep you on course
  • You get to break through the “lonely at the top” syndrome
  • You get an experienced guide who has been there, done that

Business Consulting

business consulting

With business consulting you gain a new perspective, fresh eyes to see your business differently. A qualified outside advisor can bust through roadblocks and help you reveal blind spots in your own view of your business.

While your idea for your business may be a great one, likely you need other skills to operate the business. What would it look like if you had access to a broader skillset for running your company the right way? I can show you those things.

As a bonus, besides running my own coaching and business consulting practice, I am part of a network of senior advisors know as the Silver Fox Advisors. With this group of proven business leaders, if I can’t help you with a problem, I have others who we can call on.

Your Business

When you went into business, likely you had a vision for what it could be. If that vision has become clouded or uncertain, we can work together to redefine the possibilities and plot a course for getting to that dream result.

Your business can grow beyond your wildest dreams. Stop working in the business and work on the business with advisors or consulting services I can do for you.

You work hard with your business. Why not get the best possible return for the effort? All great heroes have guides to help them on the journey and show the way. Aren’t YOU the hero of your journey? Let me be your guide.

Photo by Helloquence on Unsplash