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Best Practices Human Resources Marketing

Why Every Company Needs a Cause

The Rising Trend of Corporate Social Responsibility (CSR)

In today’s socially conscious world, consumers are no longer buying products, services, or even experiences; they are investing in values, which is precisely why every company needs a cause. Research consistently shows that today’s consumer gravitates toward brands that positively impact society.

Corporate Social Responsibility (CSR) isn’t just a buzzword, but a critical component of sustainable business practices. Companies that align with a cause are more likely to connect deeply with their target audience and foster loyal customer relationships – not to mention the broader positive impact they’ll have on the world around them.

Benefits of Aligning with a Cause for Business Growth

Brands associated with social causes often witness increased trust and customer loyalty. It’s not just about the immediate financial gain; it’s about building a long-term brand reputation. A commitment to a cause can:

  • Enhance the company’s public image.
  • Increase customer loyalty and acquisition.
  • Attract partnerships and collaborations.
  • Foster corporate innovation inspired by the cause.

Strengthening Brand Identity Through Social Initiatives

A cause gives your company a heart. It humanizes the brand and tells a story that goes beyond the products or services you offer. It communicates to your audience that you care about more than just profit. As a result, your brand becomes relatable, which is a critical factor in building trust and rapport with your audience.

The Competitive Edge: Standing Out in the Market

At the time of this writing, there are several relatively new rules in major league baseball, one of which is bigger bases. Even though the bases measure just a fraction larger than they used to, it has already resulted in more stolen bases than ever, which makes the game more exciting.

At first thought, you might think it wouldn’t make much of a difference. But MLB athletes are such high-level, finely-tuned athletes, even a tiny change matters.

Likewise, in crowded markets, differentiation becomes crucial, and sometimes the tiniest edge is the defining difference. Aligning with a cause can be the unique selling proposition that sets a company apart from its competitors. It shows thought leadership and forward-thinking, positioning your brand as a pioneer in your industry and societal change.

Employee Engagement and Cause-Related Motivation

A strong commitment to a cause isn’t just outward-facing; it has significant internal benefits too. Employees want to work for companies that share their values. By championing a cause, companies can boost morale, increase retention, and attract top talent. When employees believe they’re working towards something bigger, their motivation, productivity, and satisfaction often rise.

Partnering with Cuurio CARE: A Step Towards Addressing Mental Health

One pressing issue that’s gaining traction worldwide, especially post-pandemic, is the conversation around mental health. It’s a cause that resonates with millions, if not billions, of people everywhere, and companies can make a real difference by partnering with organizations like Cuurio CARE.

Cuurio is at the forefront of addressing mental health issues, on a global scale. Your company can be a part of this crucial mission, amplifying your brand’s impact and making strides in bettering the world.

Aligning with a cause is more than just a marketing strategy; it’s a statement of who you are as a brand and what you stand for – which is exactly why every company needs a cause. In an era where consumers and employees are looking for more than just a product or paycheck, showcasing genuine commitment to a cause can be the differentiator that propels your brand to new heights.

Want to make a genuine impact and support mental health worldwide? Check out CuurioCare.com and discover how your company can partner with Cuurio today!

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Best Practices Growth Human Resources

Tougher on the Top: Why I Hold Senior Team Leaders to a Higher Standard

Some people claim life is easier at the top, but I’ve never seen a management team at any level that was exempt from the regular challenges of humanity: confusion, misdirection, politics, posturing, and the general worry that the decisions being made together aren’t as good as what someone could have accomplished alone. The problem of getting a management team of any sort to act nimbly and deliver optimal results for the organization is a tricky one. I’ve written this book (and others) on the subject, I’ve made a whole career helping leaders do it well, and I’m here to tell you: I don’t think it’s easier at the top – I think it gets harder. To make matters worse, I expect more, too: the higher in the organization I’m working, the tougher a grader I become for my clients.

Why? First, because whatever the content of the conversations, the human side of the work – never easy in any group – is often hardest at the top. Ideally, management is a group of humans who come together in such a way that they develop accountability for their own results, a clear understanding of each other’s work and how those results relate, a direct interest in seeing all that work succeed (as opposed to just their own), and a set of habits that keep them focused on what’s coming instead of what’s already happened. All of this is challenge enough. Add to that in senior teams the more complex coordination of whole organizations, the additional layers of management over which information is distributed, and the increased cost of mistakes – to say nothing of the strength of the personalities involved – and it’s that much more treacherous. If you’re running a team of senior managers or leaders, and you’re not extra careful to do it well, you’re quite likely to do it poorly.

[[RELATED: What to Do When People Want You to Have All The Answers]]

But that’s not the only reason I hold senior leaders more accountable to management processes. Heck, it’s not even the biggest one. I’m tougher on upper levels mostly because those team meetings act as prototypes for subordinate levels. I’m not speaking metaphorically – this is something I’ve seen first-hand, in real life, multiple times and in multiple companies. It looks something like this: I attend a senior leader’s staff meeting that uses, let’s say, a particular template for a mundane function like tracking open action items.  Then I attend a subordinate’s staff meeting and notice, hey, this person is using the same template. Then I attend the staff meeting for one of those team members. I’m now two levels off the original meeting, and lo and behold, the same template appears again. The senior leader doesn’t instruct or even expect subordinates to propagate the template, the subordinates don’t directly ask the senior leader for it, and the second-level employee has never even been to the senior meeting.  And yet, they’ve all “agreed” on the template – which is to say, they’re all using it voluntarily.

It’s a great example of my favorite operating definition of organizational culture: patterns of behavior start as solutions to practical problems and then become unconsciously repeated as “normal.” I need an action item tracking template, my boss has one, I copy it, my subordinate sees it, she needs one, she copies it, and on down the line. Pretty soon it’s no longer a template we all use – it’s simply the template.

[[RELATED VIDEO: Meeting Types – Information vs. Solution]]

More importantly, it’s not just the template being replicated, but the associated behavior. Think about it: the act of recording action items isn’t something that happens in every staff meeting, though I’d argue it should. It is something that happens in every meeting run by someone who adopts that template from her boss.  She sees her boss doing it, decides it would work well in her own meeting, and picks up the practice. This is the very definition of cultural propagation of behavioral norms; it’s how the senior meeting makes the whole organization run better in ways the leader may never even notice.

Well, maybe it makes it run better. Let’s talk for a minute about quality. If that senior team routinely captures action items in such vague terms that nobody knows what they mean a week later, I promise you’ll see the same thing happening in the junior teams. But if the senior team does a good, diligent job of capturing the relevant agreements and holding people accountable to them, with enough detail and without going overboard recording every word, and if everyone takes the time to review and understand what’s been agreed upon, well, then…

Then, uh, the subordinate teams will do so too. Right? Right?

Sometimes. Sometimes they’ll do just as good a job as the senior team did. Sometimes, they’ll do a little worse. Sometimes, they’ll do a whole lot worse.  But they’ll almost never do better. The downward duplication of patterns of management behavior is something akin to making copies of copies of copies on your office machine. If the originals are high quality, the copies will all look ok. But the fuzzier the originals, each generation of copies deteriorates. The real reason I’m so careful to make sure my senior team clients run their meetings well is that their subordinate teams probably won’t execute better than the modeling they get from above – but there is a good chance they’ll do a little worse. So I want the initial example to be as strong as possible.

[[RELATED: Don’t Organize Like It’s 1869]]

Now I may not be harshly grading you, but that doesn’t mean you can’t harshly grade yourself. If you run a team at any level of seniority – meaning you have managers reporting in, or especially managers of managers – remember: You’re not just running a staff meeting, you’re producing the example of how you want all your subordinates to be managed. Ask yourself what you want that to look like, and then do your best to make it happen visibly and obviously in your own staff meeting. Tell people what you want, yes, but also show them what you want. Hold yourself to the highest possible standard. Because if you don’t – if you just take the approach of, “whatever happens in my meeting happens, and everyone else will figure it out,” then you’re consciously making the choice to set up an organization of chaos, confusion, and noise.

Of course, if you’re concerned you’re not a strict enough grader, don’t worry. Just call me. I’ll have a look at what you’re doing, and I promise not to let you off easy – not even a little.

Want an easier way to be a tougher self-grader? Visit IterateNow.com and register for access to the Assessment of Iterative Management Practices.

Originally published on LinkedIn

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Best Practices

Tapping the Formidable Power of Intrinsic Motivation

by Evan Hackel

Intrinsic motivation, at its core, is the drive to engage in work beyond external rewards; it’s about finding joy, satisfaction, and value in the task itself. This sense of internal fulfillment fuels individuals to perform their best, not for a pay raise or a promotion, but because they genuinely enjoy what they do and find it meaningful. This contrasts with extrinsic motivation, driven by tangible rewards or avoiding punishments. Both have their place in an organization. However, research has consistently shown that when employees are intrinsically motivated, they produce higher quality work, exhibit greater creativity, and have higher levels of job satisfaction.

Building an Intrinsic Motivation Ecosystem

Creating an environment conducive to intrinsic motivation is a central element of Ingaged leadership. The core of this ecosystem rests on three pillars: autonomy, mastery, and purpose.

Autonomy

Autonomy is about giving employees control over their work decisions. This sense of freedom is a powerful motivator. When employees feel they have agency, they take ownership of their tasks and become dedicated to producing quality results. Autonomy fosters a sense of trust between leadership and staff, reinforcing the belief that employees are competent and capable. Implementing autonomy might mean giving teams the freedom to decide their work methods, allowing flexible work schedules, or entrusting individuals with significant projects.

Mastery

Mastery refers to gaining comprehensive knowledge or skill in a subject or task. An Ingaged leader should encourage continuous learning and skill development. This could involve facilitating access to professional development courses, encouraging knowledge sharing within the team, or creating a work environment where making mistakes is seen as a part of the learning process. As employees gain mastery, they derive satisfaction from their growth and competence, which further fuels their intrinsic motivation.

Purpose

A sense of purpose, understanding how one’s work contributes to the broader organizational goals, is a crucial element of intrinsic motivation. It involves showing employees the “big picture,” how their work is essential in the grand scheme of things. To foster a sense of purpose, leaders should regularly communicate the organization’s mission and vision and articulate how each team’s efforts contribute to these objectives. When employees perceive their work as meaningful and impactful, their passion and motivation are kindled intrinsically.

About Evan Hackel

As author, speaker, and entrepreneur, Evan Hackel has been instrumental in launching more than 20 businesses and has managed a portfolio of brands with systemwide sales of more than $5 billion.  He has spent most of his career in the franchising and cooperative space. He has consulted with some of the largest and smallest franchises and cooperatives in the world.  He is the creator of the Ingaged Leadership concept.

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Best Practices Growth Human Resources

Accelerating Decision-Making and Action in Complex Organizations: A Guide for Leadership

Ah, the joys of multi-layered organizations! Where a team of brilliant minds can somehow make a decision that no individual member would’ve EVER approved of on their own. Where meetings can feel like marathons without a finish line.  And, where communication, approvals, and processes designed to make things faster actually slow your progress to tangible results.

Things change fast and often don’t go as planned. You need a blend of accountability, coordination, and oversight to handle the thorny beast of reality every day. And yet, bureaucracy kills results. Ideally, you’d like your teams to compound their individual intelligence instead of checking it at the door. Can you have it both ways?

The answer is yes, but it’s not as simple as saying buzzwordy things about flattening hierarchies or irresponsibly bypassing processes. It’s about creating a culture of what I call “Iterative Management” – one that values rapid decision-making using light, scalable processes, and one that recognizes that it’s better to move forward than to wait for perfect clarity. Here are some tips to help you achieve the balance:

1. Help Middle Management Move Faster: Middle managers are the unsung heroes of organizational decision-making, regularly sitting through meetings that could’ve been emails, and emails that should’ve been meetings. They often find themselves sandwiched between executive directives and ground-level realities. This is the job. You can’t make it go away, but you can help them understand the often-challenging reality of their position: They must constantly make trade off decisions that remove resources from “good” options to ensure the success of slightly better ones. Shower them in tools, training, and trust so that they can make those decisions confidently, without seeking approval from those above (or fearing their wrath if they do).

When middle managers can decide confidently, they can act swiftly, ensuring that projects don’t stall and that the most important ones get the most attention. Conversely, if you micromanage or force them to peanut-butter resources thinly over too many things, they will fail… and you’ll be the one responsible.

[[RELATED VIDEO: Iterative Management Has Been Transformative]]

2. Allow More Trial-and-Error: Perfection is overrated. If you’ve ever been in a meeting where you’re waiting for that one elusive piece of data to make a decision, and it feels like waiting for a plot twist in a never-ending soap opera, you know a decent decision today often beats a perfect one tomorrow… or the next day… or… never. Embrace the iterative process! Make the best decision you can today, then refine as you go.

What of those those who say “we can’t build the plane while we’re flying it”? Well, I hate to be the one to tell you this, but that’s already happening. You’re either doing exactly what you’ve always done, or you’re trying to improve… something. As soon as it’s the latter, you’re venturing into uncharted territory, at least a little (and maybe a lot) – and you don’t get to take a pause from the rest of the business while you do.  Encourage teams to adopt a “decide, act, review, refine” approach, so that risks are quantified intelligently, decisions are made quickly, and results can be improved in real-time based on outcomes and feedback.

3. Lean In on Transparent Communication (Way In): Everyone likes to say that communication is crucial to trust. And sure, trust is the backbone of rapid decision-making (and everything else). It’s obvious and true: when everyone is on the same page, decisions happen faster and issues surface sooner and more completely. And yet, how often do individual managers and even executive teams spend more time on “positioning” than on real information transfer? It’s too easy for managers to fall in the trap of making things look good – especially when it seems like that’s what their superiors want. Instead, reward your employees and their employees for bringing “bad news” sooner. Turn meetings into channels where concerns are addressed promptly, and heads-up’s on future issues are not just tolerated but welcomed and actively sought.

When you eliminate the detective work of trying to sort out the truth hidden in heavily stage-managed status presentations, you get to use that time to engage in group problem solving that deals with actual future issues. Once that becomes a habit – once every meeting, every week, is always looking forward at what’s coming up and what should be done about it through a lens of total transparency, the whole organization gets smarter and more agile.

[[RELATED: Changing Culture Isn’t Easy, but it’s Not THAT Complicated]]

In the words of Abraham Lincoln and/or Peter Drucker (!), “The best way to predict the future is to create it.” I’d add “one step at a time.”  As a leader it falls to you to create a world in which your subordinate managers collaborate on incremental creation of your shared future instead of cherry-picking information to pitch each other on how well everything is going. If you succeed, you’ll find yourself running an organization that’s not just reacting to changes as they happen, but is agile and proactive in incorporating reality and common sense into decisions which are both made more quickly and adjusted more easily when things go differently than expected.

Which – let’s be totally clear – they absolutely will.

Like this and want more? Watch Ed Muzio’s new TV Series, “One Small Step” on C-Suite Network TV. And, Visit the Group Harmonics Industry Intelligence Archive for ideas, whitepapers, and case studies about changing culture and how management culture impacts so many facets of the organization.

Co-published on LinkedIn

Categories
Best Practices Branding Marketing

“If 2024 is Your Make It Year, Make It, Don’t Brake It”

What are you waiting for? Why the delay? The clock is always ticking, and time waits for no one. If 2024 is indeed your ‘Make It’ year, then every moment leading up to it is precious. There’s no room for hesitation.

The key to unlocking massive success in 2024 lies in the decisions and actions of today. Engaging and persuasive content fuels the best marketing race car teams. The best content will win the race. It also comes in a myriad of forms, from social media ads to video feature presentations and everything in between. So, examine your course, assemble your pit crew if necessary, set the goals, and drive with the checkered flag in your mind’s eye.

So, step on the proverbial gas and forget the brake pedal. This quarter isn’t just another three months on the calendar; it’s your time to take the lead in this race to brand enhancement and influence. Embrace it, utilize it, dominate the course, and watch how it amplifies your success in the coming year.

The clock is always ticking, and time waits for no one. Especially when it comes to seizing opportunities and maximizing potential. With 2024 just around the corner, there’s an air of anticipation. But why wait? There’ll be no time in the pits for tune-ups or fuel refills. Win the Race.

 

Why Begin Yesterday?

Being envious of the top market influencers is no excuse not to get into the race. “Stuff” happens all the time. Hero today, zero is always possible. Who knows what can happen on the grand prix of content creation?

Every second counts. Time is extremely valuable. By diving in this quarter, you position yourself ahead of the curve. The early bird not only gets the worm but often captures the market, grabs the attention, and sets the trends. By the time 2024 rolls around, you’ll already be in full swing, enjoying the thrill of the checkered flag come 12/31/24.

 

We see them all around us: the winners and the losers.

The losers can oftentimes become winners, and the

winners can very easily become losers.

– William S. Burroughs

 

 

Small actions today lead to significant outcomes tomorrow. This quarter is your stepping stone. Start with one action and one goal, and by 2024, you’ll witness how these tiny steps have transformed into giant leaps. Each activity is a domino; setting them in motion now will lead to a cascade of successes come 2024.

Imagine looking back at the end of 2023 and wishing you had started earlier. That pang of regret? That’s the FOMO – Fear Of Missing Out. By jumping in now, you’re avoiding potential regrets and embracing all the opportunities that come your way.

Understanding the Benefits

By acting now, you’re equipping yourself with insights, experiences, and lessons many will only start gathering in 2024. It will evolve quickly into a competitive advantage. This wisdom gives you an edge, placing you leagues ahead of competitors. Forward motion is kinetic. The energy exuded today will only pick up strength and speed as you gain ever-growing momentum.

The mere act of starting early, of being proactive, instills a sense of confidence. When 2024 arrives, you won’t scramble to catch up; instead, you’ll confidently lead the charge.

Early adoption, be it of trends, technologies, or strategies, often translates to financial gains. By leveraging this quarter, you’re potentially maximizing your revenue streams for 2024. Remember, competition is fierce and forever growing. Following a pace car will never get you to the front of the pack. Only one receives the checkered flag at the end of the last lap.

If you are determined to make 2024  your make-it year, why wait a second more? Get in the race. Race to win.

Categories
Best Practices

Let the Power of Curiosity Inspire You to Reach Your Life and Leadership Goals

An excerpt from my upcoming new book, Ingaging Leadership Meets the Younger Generations

by Evan Hackel

Curiosity is the force that has led human beings to conquer polio, to fly to the moon, and to discover the new world. But curiosity is not only a force that has changed history. It is also something that can transform your life in ways like these. It can . . .

  • Turn you from a pretty good student into an academic standout.
  • Lead you to discover your best career and higher purpose for your life.
  • Inspire you to live in new places and lead a more adventurous life.
  • Discover and use new technologies and tools.
  • Make you a “life learner” with an insatiable hunger to keep growing.
  • Improve your fitness level, health, and athletic performance.

But Those Are Only a Small Part of What You Unlock when You Empower Your Curiosity

Yes, curiosity can transform your personal life in the ways we describe above. But when you release its power to transform the people in your organization, even more remarkable changes will happen. Assets like the following become part of your culture and happen organically . . .

  • You and your team learn about and use cutting edge technologies, simply because you are curious about them.
  • You talk to your clients and customers in an ingaged way because you really want to know what they are doing and how you can help them.
  • You keep a close watch on what your competitors are doing.
  • You investigate new business opportunities in new locations, simply because you really want to know.
  • You deeply study metrics and results that shed light on what you are doing – again, because you really want to know.
  • You are constantly on the lookout for new products, new customers, new vendors – and all things new.

And it all starts with curiosity. But how can you trigger that kind of organization-wide urge to learn and inquire? Here are some proven strategies.

Unleash and Showcase Your Personal and Passionate Curiosity

“Model the behavior you would like to inspire in others” is a familiar leadership axiom. It simply means that to encourage specific attitudes and behaviors in the people you lead, you should start by practicing them yourself. For example, a kind executive will cause kindness to extend through the ranks of his or her organization, leading to a kinder overall atmosphere system wide.

Similarly, you can encourage curiosity in others simply by being personally curious about the world. As a leader at any level in your organization, you can encourage curiosity by . . .

  • Exploring everything that is new in your sector, in your region and in the wider world, and then talking about it in every appropriate setting – from meetings with your executive team to one-on-one sessions with the people you supervise.
  • Speaking openly and enthusiastically about what you are exploring and learning. Your enthusiasm about being curious is a force that can spread throughout your team and organization – but only if you let your passion show.
  • Making it clear that research and inquiry are part of your job, not something you hide away or do in your off-hours. When you show you are an executive who learns, other people will follow suit.
  • Taking part in executive development programs, certification programs and other activities that demonstrate your eagerness to learn and grow.

Make Research Projects Part of the Work You Delegate

Assigning research projects to your team is one effective way to encourage curiosity in your organization. And with the right kind of curious mindset, you can position more projects as opportunities to learn. You can say, for example . . .

  • “I would like your task force to investigate and recommend the more forward-thinking systems for inventory control and report back to us” instead of, “Go pick a good inventory management product.”
  • “Please talk with representatives from our five biggest customers and discuss five things we could be doing better for them” instead of, “Go find ways to sell more to our customers.”
  • “Please visit the business locations of five other companies in our sector, see what they are doing, and report back to us on facility best practices” instead of, “Call a real estate agent and find some new facilities we can consider.”

You get the idea. Curiosity is more than just something you do. It is a way of doing things which, when practiced enthusiastically and consistently, will change your organization for the better.

Cultivate the Ability to “Listen to the Listening”

This means that when others are speaking, you should focus not only on the words they say, but on deeper questions that can include . . .

  • “Why are they saying what they are saying?”
  • “What other external factors could be motivating them to say this?”
  • “Could there be hidden reasons why they are saying this – or reasons there are certain things they are not saying?”

Action Step: Talk to people across functional lines: to the people who report to you, to the people who report to them, to your coworkers and to the people who report to them. Discuss questions that have been on your mind, like “Why do you think our company does this?” Listen to what you hear, see where the conversations go, and keep on asking still more questions.

Find Good Ideas Hiding among the Bad

I am often amazed that a “kernel” of value can be found hiding in a group of unusable, flawed ideas that someone expresses. Or even hiding in one “Big, Bad Idea” that is simply not usable at all.

So instead of tossing aside the whole idea that will not work, learn to look curiously for good, usable aspects that can be set aside and put to work. This is yet another way to tap the power of curiosity in all your interactions with other people and get them to contribute the best they have.

Assign Work to Multi-Functional Teams Whenever Possible

I have found – and I am sure you have discovered too – that multi-functional task forces can do a better job of completing many projects than can teams made up of people with similar skill sets.

When a group of salespeople are charged with the task of increasing sales revenue, for example, they will come up with a sales solution. When a group of social media marketers are charged with the same task, they will devise a social media strategy. And when a group of programmers is given the assignment, they will suggest a programming/software solution.

But sparks really start to fly when you bring together members of different disciplines, with different skill sets, and assign them to a project. (If you can, describe that project as “fact finding,” since those words spark a curious outlook.)

When members of different divisions who have different disciplines coalesce and work together, curiosity will start to infect and inspire people across your organization.  So my advice to you is, break down the silo walls and bring people together.

Action Step: Look at the work and projects that are being completed by your department, division, or other structural unit. Is there a way you can bring in more participants from other units or divisions – in effect, transform it into a multifunctional team?

Assign Leadership Opportunities to People who Have Shown Curiosity

Curiosity will be most powerful when you democratically reward curious people for the work they have done and the things they have learned. In other words, awarding a “Most Curious Employee” award will probably demotivate more people than it motivates. You want everyone to be encouraged to inquire and learn.

However, there is nothing wrong with rewarding your most curious people with new projects that will allow them to become even more curious and to learn and grow more. You can bring the leader of a research project into your office, for example, and say “Do you think the strategies you learned on your last project about improving customer service training could be used to improve the training we give to our service reps? . . . can you put on your thinking cap about that?”

The idea is to identify the team members who have shown the greatest aptitude for curiosity and find ways to keep the ball rolling.

Action Step: Privately, identify the people everywhere in your organization who have shown the greatest enthusiasm for learning. Without marginalizing other people, is there a way you can cultivate these top curious performers, so they express even more of their curiosity and draw other employees into the process?

Talk about the Results of Curiosity throughout Your Communications and Activities

In your town hall meetings with employees, talk about the results that curious people achieved. Do the same in the videos and employee profiles you post on your company website and elsewhere. Write about the results of curious activity wherever you can – in the newsletters you send to your customers, on your company blog, in the customer profiles you post on your website, and even in your sales materials.

Don’t hide your curiosity or what it has achieved. If you talk about it enthusiastically and openly, you can further help the power of curiosity spread company wide.

Also, reward curiosity and learning with awards, commendations, and other public shows of appreciation. You want everyone in your organization, as well as your clients, vendors, and others on the “outside” to know you are a curious organization. It is up to you to tell them . Who else will?

Stress Team Culture and Team Structure

A team of curious individuals can be a powerful and transformational force in your organization. There is an old, slightly over-used saying, “There is no `I’ in the word TEAM.’ Is this saying overworked? Yes, but as is usually the case with any saying that is overused, there is more than just a kernel of truth in it.

Let me reshape it slightly so that it says, “There is no one standout star in a team of curious peers.” Everyone is curious together, everyone learns together as the team transforms your organization.

It is a beautiful thing to see.

In Conclusion . . .

As you have read this chapter, I hope that you have gotten excited about curiosity, and eager to expand its use in your work and your organization. There are few outlooks that can deliver more amazing results quickly. It is a critical part of what I call Ingaged Leadership, and it “speaks” especially compellingly to younger employees.

I’d encourage you to get excited about the power that curiosity has to transform your organization in positive and powerful ways. I hope that after you have read this chapter, you will want to get it working for you.

About Evan Hackel

Evan Hackel is the creator of Ingaged Leadership, the author of the book Ingaging Leadership Meets the Younger Generation and is a thought leader in the fields of leadership and success. Evan has been instrumental in launching more than 20 businesses and has managed a portfolio of brands with systemwide sales of more than $5 billion.

 

Evan is the CEO of Ingage Consulting, Delta Payment Systems, and an advisor to The Learning Network. Reach Evan at ehackel@ingage.net, 781-820 7609 or visit https://www.evanspeaksfranchising.com

 

 

 

 

 

 

 

 

Categories
Best Practices Economics Negotiating

How much should I pay myself?

How much should I pay myself?

When people go into business for themselves as a Sole Proprietor, they usually comingle the business’ funds. Meaning they are using Business funds for personal items and personal funds for business items. Sole Prop is the easiest way to start doing business, however, if you choose to setup a Corporation or an LLC, these habits need to change. You and the company are no longer the same. The two of you become 2 separate individuals. The company’s money is not your money, and your money is not the company’s money.
So, the question usually after setting up the Corporation or LLC is: How do I get the money out of the company? How much should I be paying myself? What can the company cover?
The Answer is: You take only what you need, to cover Food, Clothing, Shelter, Personal Entertainment, and Insurance. Let the company pick up the rest. The company should be covering things like, Business Trips, Cell Phones, Internet, Home office expenses, etc. You will never take vacations again. Vacations are not tax deductible, however, business trips are. You will need to make sure that everything is documented. I will discuss what your company should be covering in another article.
Now, usually in the 1st or 2nd years of operation, a business owner has no idea what the company is going to make, so they might take money out as an owner draw rather than a salary. However, around the 3-year mark, the IRS will figure that you have some idea as to how much the company will be making and require you to start taking some sort of salary out of the company.
In addition, if you want your company to cover health insurance, contribute to a qualified retirement plan such as an IRA or SoloK, you will need to be drawing a salary from the company. The contributions will be withdrawn by the payroll company out of each paycheck.
Now you might be thinking, if I need additional money from the company, how do I take it out. Well, if you have an “S” elected Corporation or LLC, you will receive distributions on a monthly, quarterly or annual basis. This will add to your income but won’t be subject to withholdings or self-employment taxes. If your Corporation or LLC is taxed as a “C” elected company, you can either take a dividend which the Corporation has already paid the taxes and now you the individual will also pay taxes. This is commonly referred to as double taxation.
However, your company could loan the money to you personally, which is not considered taxable income. You would then pay the company back out of the wages you take. This can be used as an Asset Protection mechanism. The company, just like any other lender could place a lien against whatever asset you may be purchasing. This will protect the asset from any liability that might affect you personally. This does require a formal written promissory note between you and the company to perfect the process.

Categories
Best Practices Personal Development Skills

The Fruit of Leadership

Just as fresh fruit can elevate a meal from ordinary to extraordinary, a leader must also be imbued with passion. But passion, though vibrant and compelling, is just the starting point. Picture it as the ignition key: crucial for starting the engine, setting ideas in motion, rallying a team, and illuminating the path to a brighter future. However, it’s the initial spark, and a spark alone cannot sustain the journey.

Insightful leaders are acutely aware of this. They understand that while passion sets the stage, it’s just the opening act in the grand opera of leadership. For the story to indeed unfold, for visions to manifest into realities, another element must be introduced: diligence.

Enter diligence, the unsung hero. As passion takes its bow, diligence steps into the spotlight. It’s the steady hand on the ship’s wheel, guiding through stormy seas, unforeseen barriers, and detours. Where passion provides the whirlwind of inspiration and drive, diligence translates it into a structured roadmap. It ensures that this roadmap is aspirational and achievable, leading to tangible, impactful outcomes.

Together, passion and diligence don’t just coexist; they harmonize, creating an influential symphony of leadership that resonates and inspires.

Here are ten truths about the dynamic interplay of passion and diligence that leaders are well-versed in:

  • Where passion envisions a horizon, diligence charts the navigational route

Passion is that indomitable spirit, that burning desire to achieve something grand. It’s what paints a vivid picture of the future. However, a vision without a plan is merely a dream. That’s where diligence steps in. Diligence is the meticulous process of planning every step, foreseeing challenges and plotting a course to reach the envisioned horizon. Together, these attributes make a leader’s journey both inspiring and practical.

 

  • While passion magnetizes a team, diligence fashions its framework

A passionate leader is charismatic, drawing like-minded individuals towards a shared goal. This magnetic pull is the heart of team formation. Yet, a robust structure is paramount for a team to function efficiently. Diligence ensures that the team has a clear direction, roles are well-defined, and every member understands their contribution to the larger mission.

 

  • As passion fosters sound judgments, diligence drives their execution

Passion enables leaders to make decisions that resonate with their core values and long-term vision. These decisions are both heartfelt and strategic. But a decision without action remains a thought. Diligence is the force that ensures these judgments are acted upon, tasks are completed, and goals are methodically pursued.

 

  • Passion lays the cornerstone of values, whereas diligence embodies them in actions

Passion instills a set of core values that guide every choice and action. It’s the foundation upon which ethical and meaningful leadership is built. But values are not just to be believed but to be lived. These values consistently manifest with diligence in day-to-day actions, building trust and respect among peers and subordinates.

 

  • While passion dreams of a thriving culture, diligence puts the bricks in place

Passion dreams of creating an environment where everyone thrives, ideas flourish, and creativity is encouraged. But dreaming alone won’t develop this culture. Diligence takes on the role of a master builder, putting systems, policies, and practices in place to foster the desired culture.

 

  • Passion outlines the destination, and diligence architects the voyage

Passion tells you where you want to go, providing a clear end goal. It’s the guiding star. But how do you get there? That’s the job of diligence. It maps out the journey, anticipates challenges, ensures resources are in place, and continuously checks if the path aligns with the desired destination.

 

  • As passion designs priorities, diligence executes the blueprint

In the cacophony of tasks and challenges, passion helps leaders prioritize what’s truly important. It sets the agenda. Diligence, on the other hand, ensures that these priorities are addressed in the correct order, with the right resources, and at the right time.

 

  • While passion sows the seeds of ideas, diligence transforms them into reality

Passion is the birthplace of innovation. It’s where groundbreaking ideas emerge. Yet, an idea without execution remains intangible. Diligence is the gardener that nurtures these seeds, watering them, providing sunlight, and ensuring they grow into full-fledged realities.

 

  • Passion goads personal growth, and diligence guides the transformation

Passion pushes leaders to evolve, learn, and better themselves constantly. It’s the internal drive for self-improvement. Diligence, meanwhile, is the mentor ensuring that this growth is structured, meaningful, and in alignment with both personal and organizational goals.

 

  • As passion fuels innovation, diligence propels its realization

The future belongs to those who innovate. Passion is the fire that sparks innovative thoughts, pushing boundaries and challenging the status quo. But innovation must be brought to life to truly make an impact. That’s where diligence comes in, ensuring every innovative idea is tested, refined, and finally introduced to the world.

 

 

Remember, it’s an embrace, a dance, not a competition. Passion and diligence aren’t opposing forces but partners, intricately twining like grapevines in a vineyard, each supporting the other’s growth and strength.

While passion may dazzle and captivate with its vibrant allure, it’s akin to a wine’s bouquet – enticing but fleeting. Diligence, in contrast, represents the depth and body of the wine, giving it character and longevity. Without the methodical nurturing of diligence, the fiery enthusiasm of passion can evaporate, leaving behind mere aromatic traces.

So, as you pour the robust wine of passion into your leadership goblet, ensure you balance it with the structured body of diligence. Much like a perfectly aged Bordeaux, this nuanced blend creates a legacy of achievements that shine in the moment and stand the test of time.

Author’s Note

Many of you know me and my affection and respect for top-quality red wines. I have been known to boast of my keen ability to rescue a glass of cabernet sauvignon from death by evaporation. I am no stranger to fresh fruit when paired with a lovely cheese joined with water crackers.

I do my best when sipping a glass of the profound scarlet gift from God so I can attest to the passion encompassing leadership, just as I have tried to describe it.

Enjoy!

Categories
Best Practices Personal Development Skills

The Fruit of Leadership

Just as fresh fruit can elevate a meal from ordinary to extraordinary, a leader must also be imbued with passion. But passion, though vibrant and compelling, is just the starting point. Picture it as the ignition key: crucial for starting the engine, setting ideas in motion, rallying a team, and illuminating the path to a brighter future. However, it’s the initial spark, and a spark alone cannot sustain the journey.

Insightful leaders are acutely aware of this. They understand that while passion sets the stage, it’s just the opening act in the grand opera of leadership. For the story to indeed unfold, for visions to manifest into realities, another element must be introduced: diligence.

Enter diligence, the unsung hero. As passion takes its bow, diligence steps into the spotlight. It’s the steady hand on the ship’s wheel, guiding through stormy seas, unforeseen barriers, and detours. Where passion provides the whirlwind of inspiration and drive, diligence translates it into a structured roadmap. It ensures that this roadmap is aspirational and achievable, leading to tangible, impactful outcomes.

Together, passion and diligence don’t just coexist; they harmonize, creating an influential symphony of leadership that resonates and inspires.

Here are ten truths about the dynamic interplay of passion and diligence that leaders are well-versed in:

  • Where passion envisions a horizon, diligence charts the navigational route

Passion is that indomitable spirit, that burning desire to achieve something grand. It’s what paints a vivid picture of the future. However, a vision without a plan is merely a dream. That’s where diligence steps in. Diligence is the meticulous process of planning every step, foreseeing challenges and plotting a course to reach the envisioned horizon. Together, these attributes make a leader’s journey both inspiring and practical.

 

  • While passion magnetizes a team, diligence fashions its framework

A passionate leader is charismatic, drawing like-minded individuals towards a shared goal. This magnetic pull is the heart of team formation. Yet, a robust structure is paramount for a team to function efficiently. Diligence ensures that the team has a clear direction, roles are well-defined, and every member understands their contribution to the larger mission.

 

  • As passion fosters sound judgments, diligence drives their execution

Passion enables leaders to make decisions that resonate with their core values and long-term vision. These decisions are both heartfelt and strategic. But a decision without action remains a thought. Diligence is the force that ensures these judgments are acted upon, tasks are completed, and goals are methodically pursued.

 

  • Passion lays the cornerstone of values, whereas diligence embodies them in actions

Passion instills a set of core values that guide every choice and action. It’s the foundation upon which ethical and meaningful leadership is built. But values are not just to be believed but to be lived. These values consistently manifest with diligence in day-to-day actions, building trust and respect among peers and subordinates.

 

  • While passion dreams of a thriving culture, diligence puts the bricks in place

Passion dreams of creating an environment where everyone thrives, ideas flourish, and creativity is encouraged. But dreaming alone won’t develop this culture. Diligence takes on the role of a master builder, putting systems, policies, and practices in place to foster the desired culture.

 

  • Passion outlines the destination, and diligence architects the voyage

Passion tells you where you want to go, providing a clear end goal. It’s the guiding star. But how do you get there? That’s the job of diligence. It maps out the journey, anticipates challenges, ensures resources are in place, and continuously checks if the path aligns with the desired destination.

 

  • As passion designs priorities, diligence executes the blueprint

In the cacophony of tasks and challenges, passion helps leaders prioritize what’s truly important. It sets the agenda. Diligence, on the other hand, ensures that these priorities are addressed in the correct order, with the right resources, and at the right time.

 

  • While passion sows the seeds of ideas, diligence transforms them into reality

Passion is the birthplace of innovation. It’s where groundbreaking ideas emerge. Yet, an idea without execution remains intangible. Diligence is the gardener that nurtures these seeds, watering them, providing sunlight, and ensuring they grow into full-fledged realities.

 

  • Passion goads personal growth, and diligence guides the transformation

Passion pushes leaders to evolve, learn, and better themselves constantly. It’s the internal drive for self-improvement. Diligence, meanwhile, is the mentor ensuring that this growth is structured, meaningful, and in alignment with both personal and organizational goals.

 

  • As passion fuels innovation, diligence propels its realization

The future belongs to those who innovate. Passion is the fire that sparks innovative thoughts, pushing boundaries and challenging the status quo. But innovation must be brought to life to truly make an impact. That’s where diligence comes in, ensuring every innovative idea is tested, refined, and finally introduced to the world.

 

 

Remember, it’s an embrace, a dance, not a competition. Passion and diligence aren’t opposing forces but partners, intricately twining like grapevines in a vineyard, each supporting the other’s growth and strength.

While passion may dazzle and captivate with its vibrant allure, it’s akin to a wine’s bouquet – enticing but fleeting. Diligence, in contrast, represents the depth and body of the wine, giving it character and longevity. Without the methodical nurturing of diligence, the fiery enthusiasm of passion can evaporate, leaving behind mere aromatic traces.

So, as you pour the robust wine of passion into your leadership goblet, ensure you balance it with the structured body of diligence. Much like a perfectly aged Bordeaux, this nuanced blend creates a legacy of achievements that shine in the moment and stand the test of time.

Author’s Note

Many of you know me and my affection and respect for top-quality red wines. I have been known to boast of my keen ability to rescue a glass of cabernet sauvignon from death by evaporation. I am no stranger to fresh fruit when paired with a lovely cheese joined with water crackers.

I do my best when sipping a glass of the profound scarlet gift from God so I can attest to the passion encompassing leadership, just as I have tried to describe it.

Enjoy!

Categories
Best Practices Economics Health and Wellness

Embarking on the Journey to Your Dream Retirement: Crafting a Happily Ever After

Picture this: a vibrant life post-retirement, where you’re not just free from the demands of the nine-to-five grind but thriving in a world of boundless possibilities. Envision retiring young, your days brimming with adventure, laughter, and cherished moments. Now, imagine coupling this newfound freedom with robust health, enabling you to relish each experience to the fullest. Can you feel the thrill of it all? Your dream retirement is no longer a distant fantasy; it’s a reality waiting for your embrace.

The canvas of your retirement journey is blank, and you hold the paintbrush to fill it with vibrant strokes of happiness and fulfillment. Your youthful dreams of a retirement adorned with joy, relaxation, and cherished relationships are within your grasp. The path to this blissful haven is paved with the art of PREparing for PREtirement.

Retirement planning is akin to crafting a masterpiece. Just as an artist carefully selects their palette, you must curate the hues of your financial future. Begin with a brushstroke of financial planning. Assemble your toolkit, understanding the intricacies of savings, assets, pensions, and health concerns.

Unraveling the Financial Tapestry

Money, a vital thread in your retirement tapestry, requires careful weaving. Craft a comprehensive financial plan that encompasses:

Savings: Delve into the art of saving, setting aside a portion of your income to create a cushion of security.

Assets: Explore the potential of your assets—properties that can yield income to sustain your desired lifestyle.

Dependents: Like a symphony, your plan should harmonize provisions for your loved ones, ensuring their needs are met.

Pension: Assess the bridge of your pension, determining whether it aligns with the expanse of your dreams.

Health Issues: Shield your masterpiece from unexpected storms; secure health insurance to safeguard against health-related financial setbacks.

Lifestyle: Conjure your post-retirement life’s vision—a realm of purposeful pursuits, be they leisurely or impactful.

The Art of Balance and Meaning

Retirement’s canvas extends beyond finances. Brush in the hues of emotional well-being and purpose. As the curtain falls on the working world, emotions may sway from elation to ennui. Ensure your life continues to radiate vibrancy by envisioning meaningful activities that bring joy and fulfillment.

Rediscover your passions, whether through continued work, part-time endeavors, or contributing to your community. Let your palette encompass not just relaxation but also the satisfaction of continued contribution.

Harmonizing Relationships

Just as every brushstroke plays a role in a masterpiece, the delicate dance with your partner shapes your retirement symphony. Engage in heartfelt conversations about your retirement aspirations. Align your dreams, discussing whether relaxation or exploration will guide your joint journey.

In this tableau, the harmony of companionship is vital. Cultivate understanding, crafting plans that bridge desires, ensuring neither partner feels left behind.

Your Retirement Masterpiece Awaits

As the final touches of your retirement masterpiece come into view, remember that this canvas is unique to you. Sculpt your vision with meticulous care, weaving together financial prudence, emotional resonance, and harmonious relationships.

Your retirement dreams are not distant stars; they’re galaxies within reach. With every brushstroke of preparation, your masterpiece evolves—a life where happiness, purpose, and fulfillment create a symphony of contentment.

Unlock the art of preparing for retirement, and let the melody of your life play on in the most harmonious and rewarding way imaginable. 

Schedule a Free Financial Fitness Strategy Session with Kris Miller, LDA. Legacy Wealth Strategist #1 Bestselling Author, Speaker & Educator

Use the Calendar Below to Schedule Your One-On-One Session 

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30+ years of experience assisting others to grow & protect their wealth. Helped more than 6,000 families avoid financial disaster by strategically planning for their futures. Not one person has lost a single dime on her watch. Her clients learn how to change their families’ financial realities and create incomes they will never outlive

For more Healthy Money Tips go to my linktr.ee/healthymoneyhappylife

Kris@HealthyMoneyHappyLIfe.com

Phone (951) 926-4158

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