Podcasts about organizational chart

Welcome to this transformative episode of the Kaya Cast Podcast, where we delve into the exhilarating world of scaling cannabis businesses. In today's session, we're joined by Leah Heise, the seasoned cannabis expert from Wolf Meyer, who brings her extensive background in scaling multi-faceted cannabis operations to the forefront.Leah shares her incredible journey, starting from her role in helping establish and scale the operations at Forefront—an endeavor that catapulted the company to a public exit within just over two years. She articulates the rapid challenges faced during such fast-paced growth, including the crucial development of infrastructure across departments like finance, compliance, and human resources amidst incessant acquisitions.Key to our discussion is the importance of building robust organizational structures, understanding the nuances of communication within expanding teams, and navigating the pitfalls common in the race to revenue and public listings. Leah's insights on implementing solid decision-making frameworks, such as RACI models, which clarify roles and drive efficient team dynamics, are particularly enlightening.Moreover, Leah stresses the transformational potential of proper scaling strategies—emphasizing how even a business poised on the brink of operational chaos can systemize towards success when coherent plans and scalable infrastructures are set in place.Whether you're running a startup that's hitting its first $15 million mark or steering an established entity towards $100 million, the principles revealed in this episode are golden. Also, Leah touches upon the shifting dynamics of the cannabis industry and offers a seasoned perspective on mergers, acquisitions, and the critical assessments prospective buyers should undertake.For all cannabis entrepreneurs, investors, and enthusiasts aiming to understand the critical elements of scaling up without losing control, this episode with Leah Heise is an indispensable resource. Join us to unpack the strategies that could elevate your cannabis business from foundational floundering to phenomenal success. Find out more about Wolf Meyer at:https://www.leahheise.com/https://wolf-meyer.com/00:00 Introduction and Initial Thoughts on Scaling00:50 Joining Forefront and Early Challenges01:56 Rapid Growth and Public Exit03:33 Lessons Learned in Scaling03:56 Building Effective Communication Structures06:28 Organizational Chart and Strategic Planning14:27 Consulting and Helping Businesses Scale17:40 Needs Assessment and Strategic Vision23:56 Scaling Your Business: When to Implement HRIS Systems24:28 Tech Stack Assessments: Keeping Up with Rapid Changes25:24 Establishing a Rhythm of Business27:49 The Importance of Mission and Vision Alignment28:53 Cool Projects and Decision-Making Pitfalls31:27 Key Considerations for Acquisitions37:24 Current State of the Cannabis Industry42:18 AI Adoption in the Cannabis Industry44:10 Conclusion and Contact Information

In this special episode of The Journey, Morgan DeBaun is sharing lessons straight from her program, WorkSmart, to help you hire strategically at every stage of your business. In this episode: 00:00 Introduction and Book Update 00:42 Understanding CEO vs. Operating Tasks 02:14 Practical Examples of Task Delegation 03:56 Creating Your Task Lists 08:40 Building an Organizational Chart 15:18 Hiring for Success Whether you're making your very first hire or planning for growth, this episode is packed with actionable advice to set your team up for success. Morgan explains how to separate CEO tasks from operating tasks and why this distinction is crucial for scaling your business. She also walks through how to create an organizational chart that adapts as your business grows and evolves. Plus, Morgan shares insights on avoiding common hiring mistakes, like choosing flashy titles over finding team members who are truly committed to your vision. From finding the right fit to cultivating a growth-oriented culture, this episode has everything you need to hire smarter! Tune in and get ready to build your dream team! Pre-order Rewrite Your Rules: https://worksmartprogram.com/book/ Join the Newsletter for More Exclusive Content: https://worksmartprogram.ac-page.com/thejourneypodcast Make sure you are following Morgan's journey on TikTok: https://www.tiktok.com/@morgandebaun?_ Visit Mormatcha.com to make a purchase. Follow us on Instagram: https://instagram.com/thejourneybymdb Produced by MicMoguls.

I ran into a pretty substantial question this week.Am I working in my business, or am I working on my business? I've been spending so much time building features, talking to customers, – it's operational work in the trenches. It's taking small steps, looking at the ground, instead of dreaming of giant leaps while gazing at the stars.So, what can I do to get out of this?You'll hear it here today.This episode is sponsored by Podscan.fmThe blog post: https://thebootstrappedfounder.com/working-in-vs-working-on-the-business/ The podcast episode: https://tbf.fm/episodes/working-in-vs-working-on-the-businessCheck out Podscan to get alerts when you're mentioned on podcasts: https://podscan.fmSend me a voicemail on Podline: https://podline.fm/arvidYou'll find my weekly article on my blog: https://thebootstrappedfounder.comPodcast: https://thebootstrappedfounder.com/podcastNewsletter: https://thebootstrappedfounder.com/newsletterMy book Zero to Sold: https://zerotosold.com/My book The Embedded Entrepreneur: https://embeddedentrepreneur.com/My course Find Your Following: https://findyourfollowing.comHere are a few tools I use. Using my affiliate links will support my work at no additional cost to you.- Notion (which I use to organize, write, coordinate, and archive my podcast + newsletter): https://affiliate.notion.so/465mv1536drx- Riverside.fm (that's what I recorded this episode with): https://riverside.fm/?via=arvid- TweetHunter (for speedy scheduling and writing Tweets): http://tweethunter.io/?via=arvid- HypeFury (for massive Twitter analytics and scheduling): https://hypefury.com/?via=arvid60- AudioPen (for taking voice notes and getting amazing summaries): https://audiopen.ai/?aff=PXErZ- Descript (for word-based video editing, subtitles, and clips): https://www.descript.com/?lmref=3cf39Q- ConvertKit (for email lists, newsletters, even finding sponsors): https://convertkit.com?lmref=bN9CZw

John joins the show this week from the middle of the woods as he and Jack discuss creating your home service business organizational structure, org charts, and the issues with hiring leaders. It's also peak HVAC business season and that means an inevitable downturn. Are Jack and John prepared for an HVAC shoulder season? Will John find his way out of the woods? Give a listen to this week's show, hear about organizational structure for small business owners, and get a massive knowledge level-up on how to grow your business through hiring.Episode Hosts:

The Billion Dollar Podcast is weekly business insight by Dr. George Hariri and Dr. Matt Guarino. These business partners look through the REAL lens of business development, realities of the world and their personal / professional lives. We talk facts, and we talk candidly, so you've been warned! Outside of The Billion Dollar Podcast, George is the CEO of Shared Practices, Matt is the COO and together, co-host the Shared Practices podcast.  http://bdppod.com/   Chapters: 00:00:00 - New Recording Setup 00:00:17 - Matt's Reddit Misadventures 00:01:20 - Welcome Dr. Alex Sharp 00:01:58 - George's Travel Habits 00:04:01 - Dykema DSO Conference in Denver 00:04:48 - Vendor Relationships and Company Growth 00:06:35 - Strategic Vendor Evaluations 00:08:30 - Restructuring the Organizational Chart 00:10:22 - Why Slogans Are Cool 00:14:23 - Doctor Feedback and Company Direction 00:18:25 - Making Doctor Experience Paramount 00:22:59 - Simple Model of Success 00:24:53 - BDP After Hours: Questions (+ Travel Tips) 00:26:29 - Failures, Challenges, and Resilience 00:30:49 - Pros and Cons of Splitting Business Entities 00:35:07 - Political Debate Reactions 00:42:55 - Airport Design (+ Travel Woes) 00:52:55 - Our Olympic Predictions  

Organizational Chart - Part 3 Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Once you have gone through this exercise, you will have done a number of things. First of, you will have created all of the job descriptions and within the business because you've listed the tasks that you've gone through, and you've put your name next to each one. Soon you will change the name because your goal and your job thereafter when working with your mirror with your strategic partner is your goal and your task is to fire yourself upward every quarter for the first 18 months. And that will get you to stage four in 18 months or less. It depends on how fast you continue to fire yourself upward. Thereafter, fire yourself upward every quarter for another 18 months and that will bring you to stage seven. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.  

How can you strategically grow your practice without the risk of losing everything? In this soul-stirring episode, our guest, Luke Infinger, provides the tools you need to stand tall in your field. He dives deep into the importance of mastering your existing practices, before even considering expansion, underlining the necessity of building a robust foundation and optimizing your operations for overall success. Luke's guidance will help you identify the right time to scale, steering you on a path of continuous and sustainable growth.In the second leg of the journey, Luke uncovers the crucial role of profitability and planning in expanding your practice. His words serve as a wakeup call, reminding dentists and practice owners alike that profit isn't all about numbers - it's the lifeline of your growing business. His riveting advice and personal experiences will guide you into understanding the intricate relationship between strategic growth, profitability, and optimal planning.What You'll Learn in This Episode:Importance of mastering your existing practices before planning expansionHow to build a strong foundation for your dental practiceThe role of optimizing your business operations for successIdentifying the perfect time to scale your practiceThe connection between strategic growth and profitabilityUnderstanding the value of proper planning in expanding your practiceReady to skyrocket your dental practice to a whole new level of success? Tune in to this episode with Luke Infinger!‍‍Learn More About the Ground Marketing Course Here:Website: https://thedentalmarketer.lpages.co/the-ground-marketing-course-open-enrollment/‍You can reach out to Luke Infinger here:‍Website: https://hip.agency/HIP Resources: https://hip.agency/resources/‍Mentions and Links: Software/Tools:Organizational ChartAudibleApple Books‍Personality Tests:The Predictive IndexStrengthsFindersEnneagram‍Books/Publications:The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About ItThe New York Times‍If you want your questions answered on Monday Morning Episodes, ask me on these platforms:My Newsletter: https://thedentalmarketer.lpages.co/newsletter/The Dental Marketer Society Facebook Group: https://www.facebook.com/groups/2031814726927041‍Episode Transcript (Auto-Generated - Please Excuse Errors)‍Michael: Hey Luke. So talk to us. What's one piece of advice you can give us this Monday morning? Luke: So one piece of advice for dentists, orthodontists, or really a lot of business owners. Uh, I've had the pleasure of working with probably about a thousand dentists or orthodontists, uh, within the past 10 years.And I think a false belief and, it's probably taught or, you know, talked to, uh, amongst peers is you need to be able to scale your practice through acquiring locations and adding more doctors. And while that could be the case, I see people do this way too quickly. Absolutely. they'll have a low production practice.They'll also be carrying a lot of debt. and think I need more cash flow. I need to look for my second location. I need to look for another associate doctor. And I've actually seen a lot of practices go under this way because they become over leveraged. So I always tell people, focus on what you have.Grass is not always greener, build what you have, prove the concept, get your business to an A player, and then duplicate that. Nobody wants to duplicate a D player. You know what I mean? So if I have a business, it's not performing super well, it's probably not time to duplicate the model. Michael: Interesting. Okay.So then what's too quickly in your experience? If we're specifically talking about, let's go with like a general practice. Sure. And they're busy, too busy, right? So they're assuming, Oh my gosh, I need a doctor. I need an associate. I need a more hygienist. Right. Would that be too quickly? Luke: Well, it really depends on the specific situation.It could be time. But. Most of the time I've never met a dentist or orthodontist that's actually too busy. It's very rare and I'll explain why. The reason why we become too busy when running a business is we're doing the wrong things. Thanks. Very rarely do you talk to a dentist or orthodontist running the practice.I mean, again, this could be any other specialty within dentistry or maybe even any small business. And I've done this myself as a business owner. Well, who is, uh, looking at payroll? Who's looking at our credit card statements? maybe a security camera goes out. We need that. I mean, you get the idea.We carry all this stuff and there's a lot of things we don't delegate. So if you look at an org chart within a dental practice, typically it's the doctor, Maybe an office manager and everybody else. And the office manager probably also does other things. Maybe she has to be an assistant some days, or maybe she has to pick up the phone or things like that.And so I think if the doctor sets up an org chart to just be a doctor, which is going to produce the most amount for the practice. That's why they went to forever, you know, because they're, they are the only ones who can do what they do. So on your genius and delegate everything else. The doctor within a practice.In the day to day should be the technician. And I don't mean like a dental tech. I mean, if you read the book, the E myth, which is one of the most popular books in the world for small business, there's technician, the manager, and the visionary. A dentist can be the technician and the visionary. They never want to be the manager.everything else has to be delegated. They have to be the dentist and outside of 8 to 5 or maybe on breaks or specific planned meetings. They can float into the visionarybecause they're the owner. So their vision, their mission is going to set the practice apart and have a unique identity, but they should not be managing.And this is where most dentists, I would say 98 percent get stuck on the hamster wheel and they can't grow. The number one thing we hear, I don't know if you hear this, is we just need more new patients. Makes sense. But I asked them, well, how many people filled out a form on your website last year?Well, I don't know. Well, where do those people go? Well, I think they go to Cindy. Well, does Cindy have a list? Um, no, I think she just like calls them then and sees if they pick up. Okay, well, how do we track that? How many times did we call them? What did we say? So you don't necessarily need more patients.You need better systems, right? Because if I scale marketing and just bring you more of those types of leads and they're falling by the wayside, do you need more patients or should we first fix system and then you may already have. The leads that you need to scale to your goal. Michael: And I guess that's where that, it of comes in where the front office sometimes, do you get this sometimes Luke where like they tell you, patients you're sending me, the quality is not good.I need better quality patients. And you're like, the only job is to be getting you leads, right? It's up to you to, you're not converting it kind of Luke: And And this is any sales process. Yeah. I don't care what business you're in. Uh, people are guarded. I don't know about you, but I've opted in to a lot of things.I missed an appointment with my chiropractor. I've been for like three years. Totally forgot. Am I a bad patient? Well, probably not. but we have access to anything we want right here. We have a supercomputer in our pocket at all times. And so, you know, dentists and orthodontists, and I can appreciate this.Typically, there's a little bit of an ego there. Hey, I'm a very specialized person. I'm a smart person. I'm skilled. I can help you. Um, you should come to me, but we don't know that as the consumer, we look at dentistry now, largely as, a commodity. And so you have to put yourself in the shoes of the patient, the consumer, the client, If they don't know, if they opt into a lot of things and click on a lot of things and forget.Or it's not at the top of the priority list. If my tooth's not in pain, how do we nurture them and establish a relationship and bring their guard down and let them know that we are the practice of choice? that is a real holistic sales process that we've forgotten because we think people should just click on our stuff and then show up in our practice.Doesn't really work that way. would challenge a lot of people listening to look at how they behave. When's the last time you checked your voicemails? Do you respond to all text messages? Do you call every number back that's red on your phone? Because red is like, on my phone, that's the missed calls. I never check my voicemails.only when it says 95 percent full. And I never call the numbers back that are red. And my phone, I haven't looked into changing the settings. Thanks. But if I don't have your number saved in my phone, it won't even ring. it takes you straight to voicemail. So if a practice is calling me and I opted in, do I save their phone number?When I opt into the ad. No, of course not. That would be ridiculous. So don't have your number saved. You go straight to voicemail. I don't check my voicemail. Did you send me a text? What did the tech say? You know, was it personable? Did it sound like a robot? Cause that's another thing is like people are getting spam texts all the time.I probably get five, maybe 10 a day. So we have to look at ourselves, uh, and this is why the rest of the team in the practice is so important as people who genuinely want to help people and know that people probably most people, especially when it comes into digital opt ins, they're on step one. If step 10 is getting them in the practice, what do we have to do to bond with that person, get that person's trust.Make them realize they do want to come in to see us when it's time to fix X, Y, and Z. And the people doing that should love doing that. They should not be complaining about doing it. If they're complaining about doing it, they're not in the right role. Michael: Interesting. If they're not in the right role, what do we do then?Luke: We have to either move them to another seat, Or move them off the bus. This is why planning is so important. If you don't build an org chart, if you don't look at the different roles, if you don't plan, if youdon't, give uh, tests to your team, like, predictive index is a test that we use. There's others, maybe, uh, strength finders, Enneagram, maybe all of them see what their strengths are, see what what they like to do.Even if someone's not highly trained, you're going to know if they have a passion for something. Based on their giftings and what they're genuinely, uh, succeeding at, right. They may need a lot of help, but they have a natural inclination to do this thing. Um, Uh, and that was me on the phones. Like I, I sold, uh, New York times in a call center.So I was like cold calling people and have to turn it into a game. and you have to have fun with it. And if you can't have fun in whatever role you're in, even as a dentist, if you can't have fun doing it, maybe you shouldn't be doing it. Michael: Interesting. Okay. So then if we scale back a little bit or rewind back a little bit, you mentioned when you have an A practice, like an A practice, that's when it's okay, let's start scaling.So then how can we tell, all right, this is an A player practice Luke: profitability. So it's not about how much money you make. It's about what you keep. ThereThere is a an average, healthy business when you look at profitability and you know, within based, it's probably about 30 percent is the benchmark.Now dentistry and then specialties within dentistry like orthodontics could even be higher. You know, your average orthodontic practice on the low end is going to be 30 percent net. I know some people who are 60 percent net, which is kind of unheard of. But we should be shooting for somewhere in there.Now, certainly if there's lab fees and you're doing, um, more indirect bonding or things like that, profitability may be a little bit lower. but that's the benchmark you should look at. You should be working with a CFO, like fractional CFO, accounting firm, whatever, to define that. and I would also look at.total revenue profitability and your time, you know, if my time and I'm 30 percent net and you know, at a, at a good run rate. If I still could add a day in, well, would I go start another location? Because I can still maximize where I'm at. So, you know, maybe I open Fridays, maybe I open up a half day Saturday.Now, if I don't want to all the time, then I would bring in that associate to cover the Friday and half day Saturday. While I went out and spent that time looking for that satellite location. Then when I create the satellite location, they're already trained. They've been working with you in the main location.Now you can place them into the satellite. Once you ramp that up. Michael: Gotcha. Okay. So that's when the associate kind of comes right? That that's when you're like, okay, It's a super need Now bring them in while looking. Interesting. Okay. Interesting. Okay. Awesome. of advice for this? this? Luke: Not I think you have to look at the flip side.And, and what I mentioned early on was people do it way too fast. what are you taking home? Uh, how are you having to pay these other doctors? What loans do you already have? How much are you going to have to pay for that new location? And if all those things are going to put you in a bad financial place, don't do it.you can focus on what you have and grow what you have. And so, like I said, I mean, I've seen people go under, people are producing very little, maybe even half a million a year. And they're like, I got to bring in a doctor. I got to get another location. It's like, with what? Like, you don't have the resources to do it.This doesn't make any sense. So slow down, pump the brakes, take a deep breath, get strategic, grow the practice that you have. Get it to a good place, then look at scaling and you may not want to scale. That's the thing. Like you don't have to do this. You could create a lifestyle practice three days a week, and it could be what you want.And then you only have one practice in one building and one note to worry about instead of two or three or four. Michael: Yeah, you're right, man. Bigger isn't always better. Yeah. Awesome. Awesome. Luke, thank you so much for being with us. I appreciate your time. And if anyone has further questions, where can they find you?Luke: Uh, can find me at hip dot agency. You could also reach out to us on the contact form And we have all this stuff in books. So we have several books, that are applicable for any specialty within dentistry that go through all this stuff. This one really talks about the org chart scaling and how to grow the right way.Um, and then I even created one for the doctor's mindset, which I think is very key, but yeah, you could, you know, Hit us up there. Uh, we'll actually ship all these to you for free. If you don't want to wait for hard copies though, you could just go pick your copy up on audible iBooks. They're on e readers and, and all audio platforms as well for purchase.Michael: Nice. Awesome. that's going to be in the show notes below for you to check out. Awesome, man. And Luke, thank you so much for being with me on this Monday morning episode. Luke: Absolutely. Thanks for having me.

We're diving deep into a game-changer: mapping your agency's organizational chart to scale up and create more freedom in your future. If this is on your radar, you definitely need to catch this video. Now, let's talk growth and the blueprint of your agency's structure. I've got a few must-read books that are [...] The post Scale Your Agency with an Effective Organizational Chart appeared first on Seven Figure Agency.

I'm getting to a point in my coaching career where it can feel like I'm on a carousel. I meet heroic business owners all the time and it can feel like Groundhog Day, which was conveniently last week, as I hear some of the mistakes they are making. Many of them ask, “Thomas where are we at risk?” I figured if I'm having that conversation with several business owners each week, so why not have it with all of you? So thanks so much for joining today, it's Thomas Joyner with Business on Purpose here ready to dive in on the 3 Ways contractors are putting their business at risk. No, I'm not talking about dodging taxes or having poor quality, or failing to build team culture. Although those are important, I want to spend some time on the ones I see most frequently putting businesses at risk across the country. The first one I want to talk about is this…not knowing how expenses affect your bottom line. I've talked about this in the past, but it rears its head all over the place, and here are a few areas I see it.  Firstly, hiring. We look at industry standard instead of what the business can afford. It feels too intimidating to actually build out a Pro Forma and identify what happens to our cash flow when we hire, so we come up with a random number that is in no way based on our business's performance and we decide that we will just have to do more work. How much work? We have no clue, but we'll know it when we see it. If other businesses can afford to pay it, then surely we can too! Sound familiar?  Other areas I see it are in debt payments. We buy a truck or skid steer or scissor lift and don't think through the ramifications of long-term debt payment. Or on the flip side, we need it for a few jobs and we go out and buy one instead of just renting it on the 3 jobs we need it and it really affects our cash position long term. This is KILLING businesses every single day. We don't forecast out our revenue and expenses in any kind of meaningful way, so we have to fly blind and we end up killing our potential profit downstream.  So, what to do about that? Build out a reliable forecast with projected revenue, cost of goods, payroll, nonpayroll expenses, and any other random expenses that will pop up like insurance, tax payments…etc. Build a running tally of projected Net Income and then use those numbers to tweak when adding expenses like hires or equipment purchases. Can you hit your numbers with the new expenses? If not, what does revenue need to be to hit those numbers? Is that realistic? It's a game you have to play where every decision has a reaction. But you, the business owner, need to be on top of it. The second way I see businesses at risk is not giving and writing down crystal clear job roles for their team. It's the area I see things get dropped more than any other. We have 4 people who have overlapping job roles and no understanding of where their responsibilities start and stop. So you, then, end up with 4 people doing things slightly different, or human nature takes over and they let the one person who truly cares handle the most important parts. That person then gets burned out as the weight of the business falls on their shoulders and they leave.  This sound familiar? Absolutely it does! We expect people to know, mainly because we just wish they would take the initiative to figure it out for themselves, we expect people to know what we want them to do! And yet, it rarely works out for the better. We have to build out an Organizational Chart that maps out responsibilities. And maybe it's a great time for you to rebuild job roles to refine your operations instead of lean on the way you have always done it. Maybe it's time to get in a mastermind group or ask a coach to walk alongside you and point out things you don't see because you're stuck in a rut! Once you have the team mapped out, you may need to build a flow chart from Awareness of your business to closed sale and then see what are all of the tasks that need assigning. It takes time, but imagine how much clarity, authority, and purpose it would give your team to know exactly what it will be held responsible for and to be able to compensate on value to the business. Oh, it would be freeing for the whole team! Lastly, I see businesses at risk in the way they don't clearly articulate what will get them to their long-term vision. This may sound complex, but it's not intended to be so. I see businesses chase after deals or projects that they have no reason to chase after because they don't have a clearly identified plan to get to their vision. So they add a massive remodel or a new development, or maybe a completely out-of-the-blue maintenance division just to grow revenue.  It's opportunity-driven, not vision-driven. Months down the road, the lead source dries up or they quickly realize it's not as profitable as they hoped and they are left backtracking to get back to who they were in the first place. It's why we spend so much time on Vision story. We want a bulletproof plan that will lead your business where you want rather than just chasing after any shiny object opportunity that happens to catch your attention and happens to offer the promise of profit. There's so much to think through here, but if you can get laser-focused on what you want to offer from a product and service standpoint, and then stay locked in with that, you stand a much better chance at reaching your vision than allowing every distraction that passes by to knock you off course. I see it every week in the coaching world. Alright so let's recap, write these down, and make sure you aren't suffering from 1 or all of them. Number 1, not knowing how expenses affect your bottom line, Number 2 not giving and writing down crystal clear job roles for their team and number 3, they don't clearly articulate what will get them to their long-term vision Think through those and please, let us know if we can walk alongside you in those. You are not alone! And you're not silly or ineffective as a leader for failing at any one of them! They are tricky and they take work to navigate around and through them.  But the way they set your team up for success when you can effectively manage them, that's running a business you can be proud of. Hope you have a great day!  

Growing your people to grow your organization – it makes sense, right? But what about approaching the problem from the other direction – growing your organization, to grow your people? When's the last time you looked at the state of your org chart? And how willing are you to experiment with it? Today, I want to bring back an old episode. In 2020, we spoke with Alex Osterwalder about his idea of an invincible company – one that is constantly reinventing itself to stay on the bleeding edge of disruption. Alex, along with his mentor Yves Pigneur, is one of the top-ranked management thinkers in the world – as of Thinkers50 2023, which just wrapped up, the duo is number 8 on that list. I hope you enjoy.  

In this week's episode, Pastor Randy finishes his series called "Be the Church" with a sermon from Acts 6:1-7 entitlted, "Jesus' Organizational Chart."

One key to persevering in any entrepreneurial endeavor is to never give up and keep God close! Prince's company Pillar Housing works closely with various government, home health, & non-profit organizations to provide the necessary long-term housing accommodations & medical facilities needed for their clients/patients/members.   Some topics we covered include: From Wholesaling to to leasing out buildings for long term cash flow Entering the Group home business with a family friend The Investor perspective: great cash flow but with complicated business models Mixing capitalism with altruism Organizational Chart of the team Investor return structure on these deals Investor Alignment Joint Venture securities Navigation for Compliance JV vs Syndications Word of mouth referrals Attending Family Office Club to learn wealth management strategies   Find Prince at https://www.pillarhousingllc.com/   Access our Master Classes with Super Star Syndicators like Richard Wilson at https://legacyacquisitions.com/webinars/ If you would like to find out more about Family Office Capital Raising events you can visit lnkd.in/gD6mJ5gp

Prince and I talked about coming up in the JV group home space and navigating the world of entrepreneurship as a 27 year old. Some topics we covered include: From Wholesaling to to leasing out buildings for long term cash flow Entering the Group home business with a family friend The Investor perspective: great cash flow but with complicated business models Mixing capitalism with altruism Organizational Chart of the team Investor return structure on these deals Investor Alignment Joint Venture securities Navigation for Compliance JV vs Syndications Word of mouth referrals Attending Family Office Club to learn wealth management strategies   Find Prince at https://www.pillarhousingllc.com/   Access our Master Classes with Super Star Syndicators like Richard Wilson at https://legacyacquisitions.com/webinars/ If you would like to find out more about Family Office Capital Raising events you can visit lnkd.in/gD6mJ5gp

The idea of a flat organizational structure has gained steam in recent years. On its surface, it may seem like a good idea. However, without a clear leader, people often become confused about which direction to follow. In this episode, I take a close look at some of the most common types of organizational structures. Join me as I explain why the flat org chart might prevent you from achieving the eight-figure exit you desire!   This week on The Financially Simple Podcast:    (0:40) My soapbox (1:40) Why organizational charts matter (3:48) Different types of organizational structures (14:00) The reason we're here (15:00) What got us here won't get us where we want to go (16:14) The lack of a clear leader can be confusing (19:10) Why you can't have a flat org chart in your RIA (25:46) Embrace hierarchy (26:27) How does an organization that truly conquers things structure its org chart?   Our Favorite Quotes:  "Having a powerful and scalable organizational structure is one of the most important ways that you can help solidify the team, solidify the company, and prepare them for exit." - Justin Goodbread   "It is impossible to find groups or organizations where all members have roughly equal status and power. Whether researchers study people, dogs, or baboons, hierarchies are evident after just minutes of observation." - Robert Sutton, Professor of Management Science, Stanford University   About The Financially Simple Podcast    If you are looking for a podcast that speaks directly to the challenges and puzzles of running a business, you've come to the right place. The Financially Simple podcast was built for you. With over 400 episodes and counting, our host Justin Goodbread covers a broad range of topics, from starting a small business, to prepping it for sale, to growing your personal wealth. Justin's combination of analytical skills, tough love, and a healthy dose of experience delivers practical ideas that will benefit business builders at every stage of their business journey.     If you have questions, or comments for Justin, submit those at: https://financiallysimple.com/ask-justin/    Connect with Justin: Financially Simple newsletter  Facebook  LinkedIn  Twitter    Subscribe Here: Apple Podcast  Spotify  Google Podcast  iHeart Radio  Stitcher    Let us know your thoughts about the show - please leave a review on iTunes to help others discover the podcast.    Financially Simple is a division of WealthSource Partners, LLC (“WSP”), which offers investment advisory and financial planning services. All investing involves risk of loss, including the possible loss of principal. Past performance does not guarantee future results and nothing in this podcast should be construed as a guarantee of any specific outcome or profit. All market indices discussed are unmanaged, do not incur management fees, costs and expenses, and cannot be invested into directly. Business planning services offered by WealthSource Business Advisors, LLC (“WBA”).    This podcast is distributed for informational purposes only. The content of this podcast represents the views and opinions of Justin Goodbread and/or the podcast's guests and do not necessarily represent the views and/or opinions of WBA, WSP or their affiliates or representatives. Statements made in this podcast are subject to change without notice. Neither WBA, WSP or their representatives, the podcast's hosts or its guests have an obligation to provide revised statements in the event of changed circumstances. Statements made in the podcast are not to be construed as legal or accounting advice or as personalized advice of any nature. Listeners should conduct their own review of any statements made or strategies discussed and exercise judgment or consult with their own professional advisor to see how the information contained in this podcast may apply to their own circumstances.   

If you're feeling overwhelmed and stretched thin, constantly juggling between multiple brands and tasks, then you are not alone! You may be spending countless hours trying to manage everything yourself but finding that your efforts are not yielding the desired results. Instead of building a strong team to handle the workload, you may be stuck in a cycle of exhaustion and frustration, hindering your business expansion plans.In this episode of The Seller Process Podcast, Gianmarco talks with Michael Michelini about his unwavering belief in collaboration transformed his business and opened doors he never thought possible. Here's a breakdown of what to expect in this episode:The pivotal role of mindset in team management and the hiring process, preparing you for the inevitable hurdles and setbacks.Valuable tips on hiring your first team member, with a special focus on starting with a General Virtual Assistant (GVA).The power of a unified team and the priority of team players over individual experts for the longevity of your business.Useful tools such as Vervoe for automated skill tests and Kanban boards, smoothening your hiring and onboarding process.  Download the “Organizational Chart” by Michael Michelini and elevate your brand management strategies. About Michael Michelini: Michael is an American social media, e-commerce, and SEO Specialist that has lived in China since late 2007. He is a passionate business connector that helps companies do business in China as well as Chinese companies work in overseas markets. He built the cross-border e-commerce community GlobalFromAsia.com. GFA is a platform to help cross-border business owners learn, network, make business partnerships, and grow global businesses.Connect with Michael MicheliniWebsite: https://www.michaelmichelini.com/LinkedIn: https://hk.linkedin.com/in/mikemicheliniTwitter: https://twitter.com/micheliniFacebook: https://www.facebook.com/michelini/ Connect with Gianmarco!Website: https://www.thesellerprocess.comInstagram: https://www.instagram.com/gianmeli/?hl=en Facebook: https://www.facebook.com/thesellerprocessLinkedIn: https://www.linkedin.com/in/gianmarco-meli/YouTube: https://www.youtube.com/channel/UCB07vjOEJnu3mhYxmoaVlegFacebook: https://www.facebook.com/gianmarco.meliTools & Useful ResourcesHelium10 - Must-Have for every Amazon Sellers - Best software for product scouting, keyword research, listing optimization, and much more. Get 10% off for a lifetime with code: THESELLERPROCESS10PickFu - Polls & Split Tests - Perfect for split testing product variations before launching them. Also useful to optimize your listings by getting real instant data. Get 50% off your first poll with code: THESELLERPROCESS

On this episode of The Full Desk Experience, host Kortney Harmon sits down with special guest Dan Mori to discuss the importance of clear communication and instructions in achieving success in the workplace. In this episode, you'll learn about how:Clear communication and support are crucial for employee success. Managers should evaluate whether they have provided clear instructions, training, and support before assuming an employee is not the right fit.Building a strong organizational chart and career development plan is essential. Regular check-ins, professional development plans, and identifying potential replacements for key roles help retain talent and future-proof the organization.Succession planning is critical for a successful organization. By involving individuals in their own career path and development, organizations can avoid fractures and ensure continuity. "Try before you buy" promotions and shadow programs can help individuals explore higher roles before committing.

ABOUT THE GUESTBen Wolf is the founder of Wolf's Edge Integrators and the author of the best-selling book "Fractional Leadership: Landing Executive Talent You Thought Was Out of Reach." He has extensive experience in the entrepreneurial space, having built and grown multiple businesses. Ben now leads a team of fractional COOs who help businesses transition from chaos to control.SHOW SUMMARYIn this episode of The Disruptive Successor Show, Ben Wolf, founder of Wolf's Edge Integrators, discusses the role of fractional executives in helping businesses transition from chaos to control. He explains that fractional executives are not consultants or advisors, but rather leaders who sit on the organizational chart and are responsible for specific functions within the business. Ben emphasizes the importance of understanding whether a business needs a leader or a doer and highlights the value of fractional executives in providing high-level expertise at a fraction of the cost. He also introduces the concept of a "chaos to control" roadmap, which helps businesses prioritize and execute their goals.HIGHLIGHT QUOTES“We get people into good management habits so that they, you know, and obviously when there's a real emergency or something's truly temp sensitive, we'll address it right then. But a lot of times, it's not a lot of times. It's just that's what you just thought of a question. So you just ask it. But instead of addressing it, then we add it to our issues list for the weekly meeting or for the leadership team meeting, right?” - Ben Wolf“You need to be very mindful about what do you truly need. Maybe that experienced executive who's run businesses before, or that CMO that runs a marketing team of 10 or 20 people already is like shooting a rabbit with an elephant gun. Like you just don't need you. Maybe you don't need that right now.” - Ben Wolf Connect with Ben and learn more about his work:LinkedIn: https://www.linkedin.com/in/benjaminwolf/Website: https://www.fractionalleadership.io/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

EMS leader and advocate Chris Cebollero joins Better Every Shift for a very special crossover event. No, this isn't the One Chicago universe but rather the Lexipol Media Group universe, with Inside EMS podcast co-host Cebollero joining Zam and Janelle to talk all things fire-based EMS, leadership, community paramedicine and more. Cebollero digs into some of the pressing issues facing EMS, including the need for leaders to prioritize the workforce and give members every opportunity to succeed. The team gets into all of this: A critical rule for handling mental health calls; the secret for motivating a workforce; what Cebollero sees as the future of EMS in 5-10 years; and Cebollero's “advice to the haters” who don't want to run EMS calls. Don't miss: The one call that has stayed with Cebollero throughout his career Hot seat sneak peek: His favorite Inside EMS episodes Email bettereveryshift@firerescue1.com to share your feedback!

As Felipe Pinzon says, not enough Americans know how nonprofits change communities. His own organization, Hispanic Unity of Florida, provides a master class in how transformative change in marginalized communities is made. It started in 1982, when residents recognized that immigrants arriving in South Florida needed help to manage the many complex transitions they faced. Hispanic Unity became a safe space where families learned how to navigate new systems, from public schools to healthcare to learning English, finding employment, and becoming citizens. Hispanic Unity sites the number of jobs attained, businesses started, and homes purchased by new immigrants among its successes. It also considers its public policy advocacy and committment to standing by the community in a deeply anti-immigrant environment a metric of impact. It's 2 Generation approach, working simultaneously with children and their parents to keep all family members on track for reaching their goals is key to building self-sufficiency and generational wealth. As a leader Felipe is proud to invest in Hispanic Unity's frontline workers, from training opportunities to including them in organizational decision making. He is building a new narrative about immigrants and he and the community will not be deterred.        

Episode 42: How to Structure your Accounting Practice's Org ChartIn this episode of The Wize Guys Podcast, Ed Chan, Jamie Johns, and Brenton Ward shared the value of having an organizational chart in any accounting practice business.Jamie himself has implemented an org chart in his practice, Sky Accountants and it helped him focus on working on the flow and managing people more effectively and efficiently.Discover how an organization chart can provide clarity and direction to your firm and how it can give you the ability to scale your business today! Timestamps:0:35 - The importance of managing people to succeed1:54 - Top-down management is a better form of leadership3:37 - How to invest with people4:28 - Is an organizational chart essential to every accounting firm?#wizementoring #people #orgchartQuotations:“There's an African proverb that says, if you wanna go fast, you go by yourself, but if you wanna go far, you've gotta bring your team with you.”  - Ed Chan“...success in your business is how you manage people, how you manage your client's expectations, and how you manage your teams.” - Ed Chan“The only reason why I have the lifestyle I have today is because of that investment in my people…” - Ed ChanUSEFUL LINKS:Download FREE eBook: The Accountant's 20-Hour Workweek PlaybookGET IN TOUCH!Website: www.wizementoring.comFacebook: https://www.facebook.com/wizementoring/Twitter: https://twitter.com/wizementoringLinkedin: https://www.linkedin.com/company/wizementoring/Instagram: https://www.instagram.com/wize.guys/?hl=enEmail: support@wizementoring.comDownload the full transcript here.________________ PS: Whenever you're ready… here are the fastest 3 ways we can help you transform your accounting/bookkeeping practice: 1. Join 40,000+ subscribers to our transformation Friday tips – Every Friday, our Wize Mentor and Thought Leader of the Year, Ed Chan will send one actionable insight from his experience of building a $20 million accounting firm that still runs without him – Subscribe here 2. Download one of our famous Wize Accountants Growth Playbooks – Our FREE Playbooks on how to build and scale your firm are more valuable than most PAID business coaching programs! See for yourself – Download here 3. Join the waiting list for a free login to the world's best accounting business intelligence software for scaling your firm. Take a look at the app we use to build our own $10million firm in just 7-hours a week – Get a FREE login here

Welcome back to this encore edition of our audio masterclass on business infrastructure! In the last episode, you heard the story of Albert Andoh, the optimistic child entrepreneur of an emerging tech startup. He met a consultant who introduced him to the Business Design Blueprint as a way of proving organizational capability, capacity, and scalability to investors. Now you can learn how they did it.   The Business Design Blueprint is the second element in building business infrastructure. It takes the departments and roles identified in the Business Parts Analysis and spatially arranges them according to your chain of command. It's also like a vision board for your business that allows you to measure and track your success in achieving team expansion goals.       In this episode, host Alicia Butler Pierre gives a guided tour of the Business Design Blueprint – what it is, how to make one for your company, and why it differs from a traditional organizational chart. If you apply the lessons, then you'll walk away with a visual illustration of your company's growth goals as well as a clear promotional path for each role. If there's any business infrastructure tool that shows how you plan to grow your company, it's this one! Listen now!  

What comes to mind when you think of an organizational chart? Do you have one for your small business? After listening to this episode, you'll understand just how powerful this tool is. An organizational chart visually communicates more than just your company's chain of command, but also its maturity and growth opportunities. For these reasons, at Equilibria, we refer to it as a Business Design Blueprint. It represents one of the seven elements of the Kasennu framework for business infrastructure. Next up in our encore of the Business Infrastructure Audio Masterclass is the story of Albert Andoh, the bright-eyed and ambitious founder of an emerging tech startup. His software company's popularity is beginning to expand beyond its local market. Most people have no idea he's a teenager, that is until he speaks publicly at a conference. The extra attention means more business but can also expose his vulnerabilities as a leader. A consultant introduces him to the Business Design Blueprint as a way of proving capacity, capability, and scalability to investors.  

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Don't take the organizational chart literally, published by lc on July 21, 2022 on LessWrong. The CIA, like all intelligence agencies, spends much of its time managing and creating spies. A newly recruited field officer to the CIA is under heavy pressure to actively develop a source of information, as opposed to merely handling those who attempt to contact the CIA on their own. Getting someone to defect is a very significant career milestone for officers, perhaps analogous to a detective getting a suspect to confess corroborating details about a crime without prior evidence. If that officer is unable to accomplish this after being trained for it and spending a few years in a foreign country, they'll probably have to pick a different job. Let's imagine that newly trained officer is you. Who exactly is your ideal informant? Most of the time you won't be able to just arrange a series of private meetings with people of real importance, like the head of a foreign military, so you can convince them to betray their country. However, it's not unheard of that an officer turns someone of small stature, say an analyst at the ISF, and that person later gets heavily promoted. Perhaps because they got help from a Certain Intelligence Agency. A counter-terrorism analyst is privy to a lot of secret information throughout the course of their job. But their commanding officer manages a bunch of counter-terrorism analysts. So, getting your source the job of their commanding officer means they're going to be even more helpful. Right? Well, maybe. It certainly sounds like it'd be impressive on a Wikipedia article or a spy resume. But there are a few problems in practice with this strategy, some specific to intelligence and some more general: Spies often still have an odd sense of patriotism. If they become promoted really heavily, they sometimes start to feel embarrassed on behalf of their country or at least like they no longer need to talk to you, and demand to call the whole relationship off. An elevated rank tends to carry more scrutiny. Your spy might now be subject to more intense surveillance by their host country, like a permanent security detail, that may complicate your ability to communicate privately or provide them with "gifts".. Most importantly for this conversation, your agent's boss might nominally command the people privy to the details you want, but that doesn't mean they have access to those details themselves, nor does it mean they can actually tell their underlings to do what you want them to. Especially if what you want them to do is punished by hanging. There's a very significant difference between the statements "almost everybody in the Lebanese ISF is my agent", and "the person who is nominally in charge of the ISF is my agent". There'd even be a difference between that and "almost everybody in the ISF is my agent and knows who the other agents are and they cooperate with each other". Having a working relationship with the major general of the ISF is certainly useful! It will be really embarrassing for Lebanese security when that comes out in 25 years! But it wouldn't obviously be more useful than was say, the KGB's working relationship with Robert Hanssen. Robert Hanssen held the job of determining whether or not Russian defectors were legitimate. His position as a background investigator meant that he was able to, on more than one occasion, give Russia a complete list of American spies, most of whom were eventually executed. In many ways James Comey would have been a worse informant than Robert. James Comey wouldn't actually have been able to get a list of all active spies, at least by default. He'd be in a better position to goad, convince, or trick someone into breaking information silos than you are, but that'd still be very risky for him, and you might not...

Link to original articleWelcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Don't take the organizational chart literally, published by lc on July 21, 2022 on LessWrong. The CIA, like all intelligence agencies, spends much of its time managing and creating spies. A newly recruited field officer to the CIA is under heavy pressure to actively develop a source of information, as opposed to merely handling those who attempt to contact the CIA on their own. Getting someone to defect is a very significant career milestone for officers, perhaps analogous to a detective getting a suspect to confess corroborating details about a crime without prior evidence. If that officer is unable to accomplish this after being trained for it and spending a few years in a foreign country, they'll probably have to pick a different job. Let's imagine that newly trained officer is you. Who exactly is your ideal informant? Most of the time you won't be able to just arrange a series of private meetings with people of real importance, like the head of a foreign military, so you can convince them to betray their country. However, it's not unheard of that an officer turns someone of small stature, say an analyst at the ISF, and that person later gets heavily promoted. Perhaps because they got help from a Certain Intelligence Agency. A counter-terrorism analyst is privy to a lot of secret information throughout the course of their job. But their commanding officer manages a bunch of counter-terrorism analysts. So, getting your source the job of their commanding officer means they're going to be even more helpful. Right? Well, maybe. It certainly sounds like it'd be impressive on a Wikipedia article or a spy resume. But there are a few problems in practice with this strategy, some specific to intelligence and some more general: Spies often still have an odd sense of patriotism. If they become promoted really heavily, they sometimes start to feel embarrassed on behalf of their country or at least like they no longer need to talk to you, and demand to call the whole relationship off. An elevated rank tends to carry more scrutiny. Your spy might now be subject to more intense surveillance by their host country, like a permanent security detail, that may complicate your ability to communicate privately or provide them with "gifts".. Most importantly for this conversation, your agent's boss might nominally command the people privy to the details you want, but that doesn't mean they have access to those details themselves, nor does it mean they can actually tell their underlings to do what you want them to. Especially if what you want them to do is punished by hanging. There's a very significant difference between the statements "almost everybody in the Lebanese ISF is my agent", and "the person who is nominally in charge of the ISF is my agent". There'd even be a difference between that and "almost everybody in the ISF is my agent and knows who the other agents are and they cooperate with each other". Having a working relationship with the major general of the ISF is certainly useful! It will be really embarrassing for Lebanese security when that comes out in 25 years! But it wouldn't obviously be more useful than was say, the KGB's working relationship with Robert Hanssen. Robert Hanssen held the job of determining whether or not Russian defectors were legitimate. His position as a background investigator meant that he was able to, on more than one occasion, give Russia a complete list of American spies, most of whom were eventually executed. In many ways James Comey would have been a worse informant than Robert. James Comey wouldn't actually have been able to get a list of all active spies, at least by default. He'd be in a better position to goad, convince, or trick someone into breaking information silos than you are, but that'd still be very risky for him, and you might not...

Every employee in an organization must share the same commitment to the organization's mission for it to succeed as a whole. To ensure that steps are taken in that regard, they must collaborate as a group. Organizational charts can be used to show how each person in the organization has a clear line of authority. It lays out a plan for how the task is to be done and the procedure needed to make sure that this information is distributed to the appropriate people throughout the company. Here are some benefits: It forces you to think through the structure of what you want to build. It will help you figure out whom to hire next. Doing it right will cause you to put a name next to the function, even if it's your name in every box. It will clarify who's responsible for a portion of the “big picture”. It can show you imbalances in the organization. RESOURCES ======================== Looking for bite-size nuggets of learning for leaders and high-achievers? Go to https://yoogozi.com/ Learn more about our course and community, and our White Glove Service: https://hiremyva.com Need a website you can be proud of? Let us help you. https://prowebsitecreators.com Looking for a business mentor that will surely propel you to success? Check out Larry's site. https://larrybroughton.me Learn more about Larry Broughton ======================== Website: https://larrybroughton.me Instagram: https://bit.ly/3vXPEoT LinkedIn: https://bit.ly/3pIXjq8 Facebook: https://bit.ly/3pKVxEU Learn more about Dave Braun ======================== Website: https://prowebsitecreators.com/about LinkedIn: https://bit.ly/3EpvoQe #HireMyVA #VirtualAssistant #Organizational chartsSubscribe to HireMyVA 2.0 Team & Business Building Podcast on Soundwise

Don't you hate it when things don't turn out the way you expect them to? Shane and Tonya talk about expectations, being an entrepreneur, setting your business up for success, and why you need an org chart - even if it's only you in your agency.Join the IA Forward community of independent insurance agents on your favorite social media channels or learn more at iaforward.com.

Use these real estate team organizational chart templates to learn the various team structures and compensation options for a variety of different team sizes.

Don's Vision Statement:– To help clients be good stewards of money and possessions.Purpose Statement– To glorify God by serving His PeopleMission Statement– To serve God's people through intelligent and objective advice based on the Truth and Wisdom of God's Word.Purcell explained that “Critical to your vision for your business is an understanding of your why. Sometimes you need to eliminate an area of your business to streamline operations and increase profits.”Purcell feels that identifying core values that balance “aspirational values” with “current values” keeps the proper alignment. Taking a pulse on the company currently to assess where the direction of the company is headed sets the culture for the company.Elements of the 2-Page Business Plan include:• What is the niche?• What is the purpose?• Who is the target market?• Develop the Organizational Chart to deliver value• Develop the “ROCK” Strategy showing where to focus.• Identify the obstacles to overcome.The primary source of new clients for Don is referrals from clients. These referrals have led Don to serve clients in multiple states and countries.Don's commitment to excellence and dedication to integrity cause him to strive to provide the highest standard of service.Let my 30 years of experience as a CPA, investment advisor, and serial entrepreneur help your venture get on track and stay on track. Whatever issue you're facing right now, whether it be soaring healthcare costs, government regulations, income taxes, or macro-economic concerns; I can help you.Learn More: https://cbizcoach.co/Influential Influencers with Mike Saundershttps://businessinnovatorsradio.com/influential-entrepreneurs-with-mike-saunders/Source: https://businessinnovatorsradio.com/interview-with-don-purcell-cpa-certified-kingdom-advisor-founder-of-clarity-business-coaching-discussing-the-2-page-business-plan

Don's Vision Statement:– To help clients be good stewards of money and possessions.Purpose Statement– To glorify God by serving His PeopleMission Statement– To serve God's people through intelligent and objective advice based on the Truth and Wisdom of God's Word.Purcell explained that “Critical to your vision for your business is an understanding of your why. Sometimes you need to eliminate an area of your business to streamline operations and increase profits.”Purcell feels that identifying core values that balance “aspirational values” with “current values” keeps the proper alignment. Taking a pulse on the company currently to assess where the direction of the company is headed sets the culture for the company.Elements of the 2-Page Business Plan include:• What is the niche?• What is the purpose?• Who is the target market?• Develop the Organizational Chart to deliver value• Develop the “ROCK” Strategy showing where to focus.• Identify the obstacles to overcome.The primary source of new clients for Don is referrals from clients. These referrals have led Don to serve clients in multiple states and countries.Don's commitment to excellence and dedication to integrity cause him to strive to provide the highest standard of service.Let my 30 years of experience as a CPA, investment advisor, and serial entrepreneur help your venture get on track and stay on track. Whatever issue you're facing right now, whether it be soaring healthcare costs, government regulations, income taxes, or macro-economic concerns; I can help you.Learn More: https://cbizcoach.co/Influential Influencers with Mike Saundershttps://businessinnovatorsradio.com/influential-entrepreneurs-with-mike-saunders/Source: https://businessinnovatorsradio.com/interview-with-don-purcell-cpa-certified-kingdom-advisor-founder-of-clarity-business-coaching-discussing-the-2-page-business-plan

Firew yourself to Stage 7 in 18 months! Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. Once you have gone through this exercise, you will have done a number of things. First off, you will have created all of the job descriptions and within the business because you've listed the tasks that you've gone through, and you've put your name next to each one. Soon you will change the name because your goal and your job thereafter when working with your mirror with your strategic partner is your goal and your task is to fire yourself upward every quarter for the first 18 months. And that will get you to stage four in 18 months or less. It depends on how fast you continue to fire yourself upward. Thereafter, fire yourself upward every quarter for another 18 months and that will bring you to stage seven. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

To delegate or not to delegate. That is the question. Carl's chart will help you decide. Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. This is a surefire way of creating the structure for your business because you will learn what are the tasks that you can delegate and which you cannot and soon you will start handing off these tasks to other people. We'll organize those tasks later, for now put them in your journal, put them in your notebook over the next 18 over the next two weeks, list those tasks and the time that it takes to do those tasks and let me give you an example. You want to be very specific so I'll use the example of getting the mail you may write getting the mail and it takes 10 minutes, what I'd suggest that you do is write down walking to the post office to get the mail two minutes picking up the mail one minute sorting the mail three minutes handing the mail off to the appropriate person. Two minutes, answering my mail, eight minutes there are five tasks there, list them separately, and put your name next to each one and how long it takes. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Welcome to class! Carl has a homework assignment for you… Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results. You'll notice as you look at the organizational chart, there's you on top, the CEO, you're the CEO of me Incorporated. And on the left hand side, as you look on your page, that's all the activities of the business that bring in customers and cash. That's the D and the I side of the organizational chart, anything that brings it in and on the right side is the S and C part of the organizational chart and that's everything that keeps it in. So the dominant and income side brings it in and the systems and controls size–side. Make sure you keep it in the business and then along the bottom. There's one large box with a bunch of lines in it. Here's the assignment. For the next two weeks. Write down everything you do in brutal detail and be honest with yourself, write down every task that you do, and how long it takes. Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.

Download a free copy of our book - The Accountants 20 Hour WorkweekIn this free book, we highlight the No.1 strategy that's had the biggest impact on building our own practice to run without the owners - https://www.wizementoring.com/the-accountants-20hr-workweek-playbook-ytHot Seat: Thomas Sphabmixay ┃How to Establish An Ideal Organizational Structure and Culture for Your Accounting PracticeIn this episode of The Wize Guys, Brenton Ward had a 1:1 interview with Thomas Sphabmixay from TMS Tax Accounting & Financial Services who was first introduced to the Wize Mentoring program when they approached Ed Chan for Mentoring.Through Wize, they were able to turn their team around and put their house in order. In just 6 months, they were able to develop an ideal organizational chart and set up an effective team structure that ultimately led to their firm's growth!Timestamps:0:35 Early work challenges that Thomas had with TMS4:15 That insight about ‘coaching' 5:45 The fundamental need to pay taxes religiously6:09 Thomas ‘million things to change'7:23 How to get the momentum8:59 Understanding the foundation of an accounting business11:11 How to focus on the core issue13:21 Thomas' defining moment or ‘click moment'19:06 Tips for communicating right23:42 How to develop structures and processes in place26:08 Why culture is considered to be a massive part of an organization27:24 The importance of having a culture29:03 How to influence culture in creating the right environment31:50 Why you should get people involved and engage Quotations:“I think the root of that problem, right, is the fact that the system typically doesn't evolve with the level of work or at the same rate as the level of work comes in. Like, you can be quite good at bringing the work in the door, but if you're not as focused on the systems being developed in conjunction with the level of work coming through the door, then there's a complete mismatch. ” - Brenton Ward“Too much work...  But it just felt like there were a million things to change.” - Thomas Sphabmixay“I think over the last two years, it's like I've been taught the fundamentals of how exactly a professional services business should be set up or what the business model of a professional services business is.” - Thomas SphabmixayUSEFUL LINKS:Download FREE eBook: The Accountant's 20 Hour Workweek PlaybookGET IN TOUCH!Website: www.wizementoring.comFacebook: https://www.facebook.com/wizementoring/Twitter: https://twitter.com/wizementoringLinkedin: https://www.linkedin.com/company/wizementoring/Instagram: https://www.instagram.com/wize.guys/?hl=enEmail: support@wizementoring.comDownload the full transcript here.

Working on a modern company structure is very important to every organization and its success in the long term. If your current business hierarchy structure is not supporting your goals you should review and improve it urgently. Having a modern business structure is more a constant process rather than an on-off thing. As a manager or company owner, it is an ongoing challenge to adapt the company structures to the constantly changing circumstances and conditions.

In this episode Russ Hanush revisits Michael Gerber's E-Myth. We've talked about your primary aim, and now it's time to start putting the pieces that will form your business together. For that we're going to use an organizational chart. Michael Gerber recommends designing your business as a franchise prototype. This starts with your org chart. Learn about why you want an org chart right now, and how to put it together in this episode of Make Your First Million.

Step-by-Step Guide to Building Your Organizational Chart - E58 Highlights from this episode: Step-by-Step Guide to Building Your Organizational Chart (00:44) Office Talk: Ruth's Chris & New Schedule (11:28) If you've listened to past episodes, you've heard me mention the importance of having an organizational chart. First, you get the right people on the bus, THEN you need to get them into the right seats! Having an organized structure for your practice will help you become more efficient as well as make filling specific seats so much easier because you know exactly what you need. In this segment, I give step by step instructions on how to build this from the top down. (00:44) The Ruth's Chris trip with my staff was a success! Today, I share all the things I did to prep them leading up to the outing and how it all turned out. This could be a great idea for your staff as well. Join our email list to get all my resources for the staff "homework". (11:28) Join in the fun and subscribe to the podcast to keep up with all the great content coming down the pipe! For exclusive content, be sure to register your email on our website and I will be sending out newsletters and other great bonuses as we go. I love getting feedback, questions, suggestions, etc. so contact me at www.theultimateod.com, on social media (click here for -> Twitter, Instagram, Facebook) OR, just shoot me an email at drlillie@theultimateod.com and I'd be happy to chat!

On today's short but incredibly impactful show, Bill explains the how and why of organizational charts. You will learn how mapping your business functions and roles can help alleviate stress and overwhelm. Recently, Bill ran into a business owner who was contemplating exiting her business – just because she was tired of being all over the place. Learn how mapping out her organizational chart helped her get over her fear of delegation – and eventually grow and scale her business. If you are a frustrated business owner, listening to today's show will particularly help you out.  Enjoy! What You Will Learn in This Show The one thing that will help you alleviate stress and overwhelm How to overcome your fear of delegation How to grow and scale your business without spreading yourself too thin And so much more… Resources Get VIP Access to our 90-Day Business Planning Event Get in touch with Beth: bethlemmel@actioncoach.com Bill's Facebook Bill's Twitter Bill's LinkedIn

 Must Have Tool For Hiring: An Organizational Chart Template Human anatomy is simply the study of the structure of the human body. In 1862, an antiquities dealer from Bridgeport, Connecticut named Edwin Smith was living in Egypt and connected with Mustapha Aga, another dealer.   Smith purchased an ancient Egyptian medical papyrus that dates back to the 17th century BC and had taken residence for all of those years in a tomb near Thebes, Egypt.   The Edwin Smith Papyrus as it would become known, is the oldest surviving deep-dive into 48 various cases of trauma to the human body.  The Edwin Smith Papyrus served as an external map to an internal world so others could quickly and systematically build on the prior learning of others.  The papyrus is the oldest trauma text in existence and is remarkably cutting edge for its antiquity. Each of our businesses has a structure, an anatomy.   In the same way science has uncovered eleven primary systems in the human body (i.e. cardiovascular, musculo-skeletal, etc.) it is crucial that we understand and publish the primary systems of our business along with the muscles that allow them to function. It is time we value the simple business org chart in the way we value a simple anatomy drawing realizing that it brings empowering internal clarity for all of our employees to see the systems and muscles of the body. To build a simple org chart need not be complex. First, write out the four systems that are found in every business. Administration (to include accounting and finance), operations or production, marketing, and then sales. Each business is supported with these four structures, and each of the four structures will have various muscle sets to help them move. Second, write out the minimum number of roles within each system that will enable the business to move. Be very careful to not start writing the names of people in those roles, but instead to have a mindset of role first, people agnostic. We must be careful to not build the business around certain people (because people may change), but instead to build the business around specific roles that we will then place in the skilled custody of people down the road. It is rarely a good idea to find a person and then write a role.  Instead, ask the business what roles it needs to best operate towards its identified mission. Third, determine who is responsible for the day to day oversight of the entire body (business), and then who will be responsible for the oversight of each individual system and the roles that make that system work. Once the roles are complete, only then do we fill the roles with people. For some, one person may fill multiple roles (i.e. office manager, bookkeeper, etc.), for others, multiple people may fill one role (i.e. superintendent, customer support). For the basic org chart, focus on the roles first, the people will come later.   Once built you will have created clarity for you, your team, and future team members to come.  You will then be able to get on with the business of writing powerful job roles that are aligned with the proper structure of your business and then align the right people with the right role!

 Must Have Tool For Hiring: An Organizational Chart Template Human anatomy is simply the study of the structure of the human body. In 1862, an antiquities dealer from Bridgeport, Connecticut named Edwin Smith was living in Egypt and connected with Mustapha Aga, another dealer.   Smith purchased an ancient Egyptian medical papyrus that dates back to the 17th century BC and had taken residence for all of those years in a tomb near Thebes, Egypt.   The Edwin Smith Papyrus as it would become known, is the oldest surviving deep-dive into 48 various cases of trauma to the human body.  The Edwin Smith Papyrus served as an external map to an internal world so others could quickly and systematically build on the prior learning of others.  The papyrus is the oldest trauma text in existence and is remarkably cutting edge for its antiquity. Each of our businesses has a structure, an anatomy.   In the same way science has uncovered eleven primary systems in the human body (i.e. cardiovascular, musculo-skeletal, etc.) it is crucial that we understand and publish the primary systems of our business along with the muscles that allow them to function. It is time we value the simple business org chart in the way we value a simple anatomy drawing realizing that it brings empowering internal clarity for all of our employees to see the systems and muscles of the body. To build a simple org chart need not be complex. First, write out the four systems that are found in every business. Administration (to include accounting and finance), operations or production, marketing, and then sales. Each business is supported with these four structures, and each of the four structures will have various muscle sets to help them move. Second, write out the minimum number of roles within each system that will enable the business to move. Be very careful to not start writing the names of people in those roles, but instead to have a mindset of role first, people agnostic. We must be careful to not build the business around certain people (because people may change), but instead to build the business around specific roles that we will then place in the skilled custody of people down the road. It is rarely a good idea to find a person and then write a role.  Instead, ask the business what roles it needs to best operate towards its identified mission. Third, determine who is responsible for the day to day oversight of the entire body (business), and then who will be responsible for the oversight of each individual system and the roles that make that system work. Once the roles are complete, only then do we fill the roles with people. For some, one person may fill multiple roles (i.e. office manager, bookkeeper, etc.), for others, multiple people may fill one role (i.e. superintendent, customer support). For the basic org chart, focus on the roles first, the people will come later.   Once built you will have created clarity for you, your team, and future team members to come.  You will then be able to get on with the business of writing powerful job roles that are aligned with the proper structure of your business and then align the right people with the right role!

We all understand what an organizational chart is, but are we looking at it in the right way? Learning something new is all about perspective and being willing to look at things from a new angle. The infamous org chart is no different. Let’s take a look at it when we flip it on it’s head! In today’s episode, I will talk about what the current organizational chart looks like, propose a crazy new approach, and talk about how success comes when we put our people first. -- IGNITEd Firefighter Podcast Facebook Group --- Send in a voice message: https://anchor.fm/ignitedff/message

Obtaining a loan for a multifamily property is beneficial if you have all the necessary documents in place. These documents can help you make your transactions smooth and easy. In this episode, Paul Winterowd shares his knowledge on what to be ready for regarding getting a loan.WHAT YOU'LL LEARN FROM THIS EPISODE:Importance of an Organizational Chart and Personal financial statementsScheduling of real estate owned documents and bio/resumeImportance of separating emotions in doing investmentsImportance of having a good credit score and credit report Benefits of having and keeping records of tax returns,  Rent Roll, profit-and-loss statements, budget, and Pro-forma documentsImportance of knowing who your team or supporting cast isABOUT PAUL WINTEROWD:Paul Winterowd (pronounced Winter Road) is a Capital Advisor with Bonneville Multifamily Capital, based in Salt Lake City, UT. He specializes in multifamily lending and has sourced debt for new construction, bridge, and stabilized products across a number of different loan programs and lenders. He has earned the CCIM designation and is also a multifamily investor having been a sponsor and key principal in 4 multifamily syndications and a passive investor in about 11 deals totaling ownership in nearly 1,500 doors.Connect with Paul:Email: paul@bmfcap.comContact No: 801 -323-1050CONNECT WITH US: www.investwithGreenlight.com

00:38 – Dr. Pete and Dr. Stephen introduce today's topic, Onboarding the Right Associate – Part 306:45 – The importance of setting clear expectations and honest agreements14:41 – Dr. Pete and Dr. Stephen take a moment to promote Chiro Match Makers15:24 – Dr. Pete and Dr. Stephen expound on the Energy Equation20:13 – Dr. Pete and Dr. Stephen analyze two chiropractic avatars: the Business Builder and the Care Giver30:29 – Dr. Pete and Dr. Stephen encourage listeners to reach out to them for supportEPISODE QUOTES“All successful and productive long-term relationships always start with two things in common: clear expectations and honest agreements.” (06:51) (Dr. Stephen)“It is about the expectations and agreements with every single member of your team. If I looked at your Organizational Chart and I look at your Accountability Chart, I want to know, ‘Have there been clear expectations and agreements set with every player and every position on your team.” (09:39) (Dr. Pete)“This brings us right back to the energy equation, which is the law of the jungle. Your practice – your business – will always be a reflection of your energy, your team's energy and your associate doctor's energy.” (15:24) (Dr. Stephen)“The retention person is such an important strength – such an important skill. There's a high level of maturity that's needed here to have great retention. There's a high level of capacity you have to have to love people and serve people.” (23:59) (Dr. Pete)LINKS MENTIONEDDr. Stephen's LinkedInDr. Peter's LinkedInThe Remarkable CEO WebsiteDr. Stephen's Book – The Remarkable Practice: The Definitive Guide to Build a Thriving Chiropractic BusinessChiro Match Makers WebsiteSchedule a Brainstorming call with Dr. PeteGet more information on the REM Associate Program here

In this episode, Jimmy goes over Delegation and Outsourcing! Jimmy discusses the different reasons why we don’t delegate, Biblical examples of delegation, and practical suggestions for you to delegate more easily. As usual, the Bible was thousands of years ahead of its time on this subject.There is an article Jimmy references and uses in the podcast by Michael Hyatt. You can find that article here: https://michaelhyatt.com/what-the-bible-says-about-leadership-and-delegation/To join the conversation on this episode and many others, head over to our free Facebook group (Biblical Business Leaders) at www.facebook.com/groups/biblicalbusinessleaders and if you would like to listen to the podcast episode, head over to our site www.biblicalbusinessleaders.com and you can find the link to your favorite podcast player!God Bless!Youtube Link: https://youtu.be/0xkdYamnHo0

God has a plan for everything! He's a God of order and structure, not disorder and chaos. And that's especially true when it comes to His Church! His Church is most definitely not a "fly by the seat of your pants" operation. Yes, we're led by the Holy Spirit in our lives, but when it comes to building His church, God has a plan and a structure — especially as it relates to His “org chart.”  First, Jesus is the head of the Church and ultimate has authority over all things. He's the boss and He calls the shots...and our response is, “Yes, Sir!”  Then, the Bible tells us in Ephesians 4 that God also established “ministry offices” for those who are His on-earth leaders of the Church. The 5 ministry offices include: apostles, prophets, evangelists, pastors and teachers.  Curious how this all works? Today, we're going to dig into the Bible and find out what has the Lord said about His plan and the way He structured His kingdom! "For as we have many members in one body, but all the members do not have the same function, so we, being many, are one body in Christ, and individually members of one another. Having then gifts differing according to the grace that is given to us, let us use them…." (Romans 12:4-6, NKJV) (If you're following along in our “Getting A Grip On The Basics of Serving God” workbook, this lesson is from Chapter 7: How to follow God's plan for spiritual authority.)  Hungry for more? We've got the table set for you. Visit thebasicswithbeth.com to binge the basics on your favorite platforms: podcasts, YouTube, online bible courses, books and more.

The organizational chart outlines the chain of command and who is responsible to for what. It's used in the military and many world-class organizations.

In episode 310 of Financially Simple, Justin and David Kent of Heritage investors go over the 10 benefits of using an Organizational Chart. As a Small Business Owner it’s important to have a smooth running, well-oiled machine for a business, in which each component knows its place and role within the company. In this episode, Justin and David list the 10 benefits of having an Organizational Chart, explaining each in turn. Don’t forget to subscribe, and let us know how we are doing by leaving a review. Thanks for listening! _________________   TIME INDEX: 00:58 - 10 Benefits of Using an Organizational Chart in a Small Business 04:43 - A Visual Representation 05:23 - Hierarchy 06:23 - Clarification 06:51 - Positioning 07:56 - Employee Management 10:05 - Avoid Overlap 10:58 - Identify Tasks 11:54 - Workload Management 12:33 - Faster Decision Making 14:20 - Promotion Optimization 15:20 - Connecting the Dots 17:06 - Wrap Up   RESOURCES: Financially Simple Educational Website Financially Simple on YouTube Financially Simple podcasts are recorded on a Blue Yeti Microphone & Samsung Notebook 9. Subscribe to the Financially Simple Newsletter Ask Justin a Question NEW Book: The Ultimate Sale - A Financially Simple Guide to Selling Your Business for Maximum Profit _________________   BIO: Host Justin Goodbread, Certified Financial Planner, Certified Exit Planning Advisor, Certified Value Growth Advisor. He is a serial entrepreneur, author, speaker, educator, Investopedia Top 100 advisor, and business strategist with over 20 years of experience. Justin owns Heritage Investors LLC, a registered investment adviser with the State of Tennessee. Heritage Investors only transacts business in states where it is properly registered or is excluded or exempted from registration requirements. This material is for general information only and is not intended to provide specific advice or recommendations for individuals. To determine what is appropriate for you, please consult a qualified professional. The Financially Simple podcast provides information, guidance, and support to Small Businesses in the United States.

In this show, Leh and Reid break down which HR systems you should have in place for your business starting with an Organizational Chart.  While this may seem silly if the business is just comprised of you, it is one of the best things you can do when it comes to growth and sustainability.  Tune in to find out what they mean.  From there, they also cover everything from hiring to firing and everything in between.  Put these 8 systems in place and you will not only have a healthier business, you will also have happier employees.

In this episode I talk with Tim Brewer, Co-Founder and CEO of Functionly. Functionly is a Software as a Service (SaaS) company focused on delivering a real time intelligent Organizational Chart. Tim and I talk about how his prior experiences within organizations and as an advisor lead him to believe that there was a better way to do organizational mapping and charting leveraging web based technologies. This is a great story about looking to fill a gap in the market through SaaS based tooling and automation for what was previously deemed to be only doable via manual functions and tasks. Technology and Technology Partners Mentioned AWS, Heroku Web: https://www.functionly.com Trial Now: https://www.functionly.com/trial-functionly-now Interested if being on #GTwGT? https://launch.gtwgt.com Music: https://www.bensound.com

An entrepreneur focused on creating value for clients and shareholders, John Hightower is also a 16 year consulting veteran with a tenacious approach to “roll-up-the-sleeves” and optimize results. John thrives by creating solutions in fast-paced, inter-departmental projects, and innovative/disruptive product sets. In 2017, he co-founded Arch + Tower, an FD Company that helps businesses win in the Experience Economy. Show Notes: In this episode, John Hightower discusses the concept of leading with a servant mentality and flipping the organizational chart in order to improve the customer experience. Key Points in this Episode: • Contributions to Small Business [0:02:34] • Career Highlights [0:03:39] • Pirates, Paddlers, and Passengers [0:06:20] • The Impact of Remote Work [0:08:30] • The Lagging Indicator [0:11:18] • Employee Exp. Drives Customer Exp. [0:13:10] • Is the Customer Right? [0:15:18] • Achieving a Customer Focused Culture [017:19] • Best Mistakes [0:19:59] • Advice for Small Business Owner [0:23:33] • Latest Read: "Death by Meeting" [0:27:06] • Favorite Leaders [0:30:16] • Importance of Self Care [0:31:30] • School Traditions [0:33:03] • Contact Info [0:34:57]

In the second meeting of the minds, Eric Craine and Brian Nolan discuss how a SWOT Analysis and Organizational Chart can help Eric shift responsibilities within the company, create a budget and bring on new help. Sponsored by SandboxZero Consulting

Eric Baum teaches us about the Entrepreneurial Operating System (EOS), what it changed operationally for Bluleadz, and how other agencies can get implement it into their firm. He then navigates the history of his org chart and what the future holds.

Dr. Sabrina interviews Sir Steven Wilkinson founder of Good and Prosper, and co-founder of the Small Giants Community. Sir Steven believes there is a role that is hidden on our organizational charts, and taking a 4 Week Vacation is the first step to revealing that role. Sir Steven applies his love of poetry and literature to helping entrepreneurs become curious about the story their balance sheet is telling. He has developed a system for calculating the share price of a small business, which in turn becomes a tool the owner can use to drive the value of the business. Sir Steven concludes the interview revealing the startling distinction of small businesses outperforming their industry peers.  Sir Steven Wilkinson is the VIP Speaker at the 2020 Breakthroughs on the Bayou 4 Week Vacation™ Legacy Retreat. On today’s episode, he gives a preview of what he will be teaching Retreat participants. Tune in now, to find out more about becoming an investor in your own business. Sir Steven Wilkinson started early to deal with corporate finance issues: he comes from a middle-class English entrepreneurial family. Through the IPO of the family business in the 60s, his investment training with Merrill Lynch and the years of work in one of the most prestigious asset managers in Germany, he has extensive knowledge of the world of high finance - both theoretically sound, as well as practically tested - appropriated. But that is only one side of the coin: due to his humanistic image of mankind and his strong value orientation, he made his interest in a good corporate governance ("servant leadership") his second passion many years ago.  Steven Wilkinson co-founded the network of Small Giants companies as the only European. He has been involved with the Ashoka organization for the successful development of social enterprises for more than 15 years and gives his knowledge e.g. through lectures and blog articles. He is the moderator of the podcasts "Good & Prosper" and founder of the Internet publishing house of the same name, which prepares and makes accessible knowledge about Servant Leadership for entrepreneurs. His very rare combination of insider knowledge from the world of high finance and the passion for value-oriented corporate management of small and medium-sized companies (SMEs), coupled with a decided ability to communicate complex knowledge easily and entertainingly, gives his students and clients a new perspective on the development of your company and thus contributes to a better culture in the company and a more self-determined life and prosperity for the entrepreneur itself. Show Highlights: Sir Steven talks about the two podcast interviews that have inspired him lately. One was the Profit by Design interview with John Bates and the other was Oprah, with Elizabeth Gilbert. There are very few people who know precisely what their passion is, and telling people that they have to have one when they don't is forcing them into a sense of inadequacy. How Elizabeth Gilbert has reframed her entire message around passion to one of curiosity. This resonated very deeply with Sir Steven. Sir Stephen explains his view of passion. How curiosity, as a mindset, helps business owners. Nurturing curiosity is really so important for our development. Sir Stephens curiosity is about how to help business owners fall in love with their balance sheets. Individual financial accounts are the manifestation of habits, according to Jack Stack, author of The Great Game of Business. These habits become the character traits of the businesses. Money is just energy, so the way we deal with is unique to everyone. Sir Steven's experiences led him to develop what he is most curious about now. Sir Steven reframes finances to make them make sense in each individual's context. Sir Steven talks about the magic that happens when he teaches people how to calculate a share price for their business. What Warren Buffet has to say about the value of a business. The discipline of focusing on your strategically managing your balance sheet. What the intrinsic value of a business means.  Making the first step to becoming an investor in your own business. Why you have to transition out of your doing role, in order to sell your business. Sir Steven unpacks his chart, which shows us that some small businesses out-perform their industry peers by factors of seven to ten. Sir Stephen explains why small business owners really need a four-week vacation. Resources: Profit by Design Facebook group Email: sabrinaandmike@profitbydesignpodast.com www.howtohirethebest.com is Dr. Sabrina’s free masterclass  Previous episode referenced in this interview: Strapping Your Monkey Mind in to Bring Out Your Awesomeness with John K. Bates Profit by Design Podcast, Ep 32 www.ProfitByDesignPodcast.com/32       Would you like to join a community of entrepreneurs setting our businesses up to support our lives and not the other way around? Check out Breakthroughs on The Bayou 4 Week Vacation™ Legacy Retreat at www.4WeekVacation.com For the month of June only, we are offering you a special savings. All you have to do is to say, “I want a vacation!” when you submit your application and you will get into the retreat for $5997. If you're interested in being a part of the retreat, all of the information is available at  www.4weekvacation.com. Apply soon, as space is limited! Get Dr. Sabrina's free 4 Week Vacation™ Jump Start Guide: www.4weekvacation.com  To contact Sir Steven and to get on the list to help him pilot his ten-week course, go to : steven@goodandprosper.com or www.goodandprosper.com Twitter: @goodandprosper   Books mentioned: The Great Game of Business by Jack Stack and Bo Burlingham Money Is Not The Problem, You Are by Gary M. Douglas and Dr. Dain Heer

How often have we heard the sayings, “It’s harder than it looks” and “If it were easy everyone would be doing it”? These sayings were never more appropriate than when they are applied to the field of parish management and operations. Every how and why detail in parish management and operations . . . is in fact a lot harder than it looks. In chapters 28-29, Prof. Brinda talks about updating the PMO Organizational Chart with Full Disclosure and Advanced Warning.

Today's 5 minute business strategy with business expert, Howard Lewinter, to improve and grow your business: What Does The Organizational Chart Look Like For Your Business? Howard Lewinter guides - focuses - advises CEOs, presidents and business owners throughout the United States to MORE success - MORE profit - less stress. 

Many make the mistake of believing the organizational chart reveals who the leaders in an organization are. The organizational chart reveals who the managers are. Those on the chart may or may not be high impact leaders of people. However, they are definitely managers of things and processes.

In today’s episode, Dawn Shuler shares the crucial importance of an organizational chart. It’s not as boring as you might think, and it could actually lead to the growth and long-term success of your organization.

Gordan Runyan discusses the implications for local church authority found in the greeting of Paul's letter to the Colossians.

This week we discuss our region specific organizational chart and our operations model.  THIS IS DIFFERENT THAN OTHER REGIONS.  We discuss how we are setup and why we made some changes to our opertations a few years a go.

There is nothing as unequal as the equal treatment of unequals. Turn your Organizational Chart upside down!

It’s time to transition out of your small business mindset and begin to see your business as an organization, segmented by roles and filled by role-specific people. Even though you’re just one person, you’re likely filling multiple roles in your business. Learn how to seperate them, how they all fit together and what to do once you figure it all out. As we’ve been growing we’ve realized some conflict in tasks we were doing and how it impedes day to day workflow. By establishing roles and understanding who fills what role you can see what you need to be doing - and, more importantly, NOT doing. By bringing definition to your business you’ll find the inefficiencies and create a better work environment for yourself and your employees. This episode is really inspired by the book E-myth by Michael Gerber and we share some of the strategies that have been working best for us. Key Takeaways from the Show How to identify the many hats you wear in your business and fitting them to the right role. Specific tips you can take action on that we’ve been implementing. The difference between fitting the role to the talent and fitting the talent to the role and which one is right. How to create an organizational chart that supports your growth and achieves your vision. Links / Resources Hiring analysis we mentioned last week Book - EMyth Subscribe & Review To get more awesome Ecommerce Influence content sent directly to your device and into your ears as they become available, you can easily subscribe. Also, ratings and reviews on iTunes (hopefully 5-stars!) help us tremendously a we’re very grateful for them. We do read all of the reviews and we’ll answer your questions or comments on future episodes.

Departments Organizational Chart Fiscal Information Computer Services Annual Report 2009 Publications Staff & Contact Info Contact Form Research Calendar Vice Chancellor for Research * MU Home * » Provost * » MU Research * » Vice Chancellor for Research Robert Duncan.Robert Duncan Robert Duncan received his bachelor's degree in physics from the Massachusetts Institute of Technology (MIT) in 1982 and his doctorate in physics from the University of California-Santa Barbara in 1988. He has served as a professor of physics and astronomy at the University of New Mexico (UNM), as a visiting associate on the physics faculty of the California Institute of Technology (Caltech), as a joint associate professor of electrical and computer engineering at UNM, and as the associate dean for research in the College of Arts and Sciences at UNM. An expert in low temperature physics, Dr. Duncan has served as principal investigator on a fundamental physics research program for NASA. As director of the New Mexico Consortium’s Institute for Advanced Studies at the Los Alamos National Laboratory, he has worked to fund major conferences and summer schools in quantitative biology, information science and technology, energy and environment, and astrophysics and cosmology. To date Dr. Duncan has received more than $8 million in funding for research efforts he has led as principle investigator. He joined the University of Missouri faculty as Vice Chancellor for Research in August 2008. As vice chancellor, Dr. Duncan heads the University’s research enterprise and its more than $250 million per year in contracts and grants. His responsibilities include management of MU's major research facilities (among them the nation’s largest university-based research reactor), its multiple interdisciplinary research centers, and its economic development and technology incubation efforts. Dr. Duncan is a fellow and life member of the American Physical Society (APS). He was named the Gordon and Betty Moore Distinguished Scholar in the Division of Physics, Mathematics, and Astronomy at Caltech in 2004, and has recently served as chair for both the APS's Topical Group on Instrumentation and Measurement and the International Symposium on Quantum Fluids and Solids. He has consulted extensively to industry, co-inventing and assisting in the formation of three companies working in alternative energy and in minimally invasive cancer surgery and diagnostics.

Departments Organizational Chart Fiscal Information Computer Services Annual Report 2009 Publications Staff & Contact Info Contact Form Research Calendar Vice Chancellor for Research * MU Home * » Provost * » MU Research * » Vice Chancellor for Research Robert Duncan.Robert Duncan Robert Duncan received his bachelor's degree in physics from the Massachusetts Institute of Technology (MIT) in 1982 and his doctorate in physics from the University of California-Santa Barbara in 1988. He has served as a professor of physics and astronomy at the University of New Mexico (UNM), as a visiting associate on the physics faculty of the California Institute of Technology (Caltech), as a joint associate professor of electrical and computer engineering at UNM, and as the associate dean for research in the College of Arts and Sciences at UNM. An expert in low temperature physics, Dr. Duncan has served as principal investigator on a fundamental physics research program for NASA. As director of the New Mexico Consortium’s Institute for Advanced Studies at the Los Alamos National Laboratory, he has worked to fund major conferences and summer schools in quantitative biology, information science and technology, energy and environment, and astrophysics and cosmology. To date Dr. Duncan has received more than $8 million in funding for research efforts he has led as principle investigator. He joined the University of Missouri faculty as Vice Chancellor for Research in August 2008. As vice chancellor, Dr. Duncan heads the University’s research enterprise and its more than $250 million per year in contracts and grants. His responsibilities include management of MU's major research facilities (among them the nation’s largest university-based research reactor), its multiple interdisciplinary research centers, and its economic development and technology incubation efforts. Dr. Duncan is a fellow and life member of the American Physical Society (APS). He was named the Gordon and Betty Moore Distinguished Scholar in the Division of Physics, Mathematics, and Astronomy at Caltech in 2004, and has recently served as chair for both the APS's Topical Group on Instrumentation and Measurement and the International Symposium on Quantum Fluids and Solids. He has consulted extensively to industry, co-inventing and assisting in the formation of three companies working in alternative energy and in minimally invasive cancer surgery and diagnostics.

Organizational Chart

Organizational Chart