Solutions On Demand

This is a continuation of Show 4.2 - Chapter 2: Who Are You? We discussed are you a member of the .0025 club, the elite business owner who innately has all of the tools required to build a market dominating company? I don't and haven't met that person yet. Therefore that leaves you with 2 choices..

Our approach to research is pragmatic - find out what is working and then explain it. Here are the best of the best: Ichak Adizes and the Process of Growth Nassim Taleb and Antifragile GrowthWorx and the Theory of Everything

A Self Managing Organization - Start of Season 4 and introduction of the book - Owner as Executive. Show Notes: http://www.ownr.life/2018/10/season-4-book-owner-as-executive.html Linkedin Article #1: https://www.linkedin.com/pulse/self-managing-organization-part-1-william-eastman/ Linkedin Article #2: https://www.linkedin.com/pulse/self-managing-organization-part-2-william-eastman/ Facebook Live: https://www.facebook.com/growth.worx/?ref=bookmarks

Over the last 4 decades, I spent several years running a leadership and management program for supervisors, managers, and executives. The following list is a summation of that experience and growing several companies. Once you have started developing your own talent, here are some rules for leading and managing: 5 Rules of Leadership When in Charge, LeadUnity of CommandChain of CommandBe What You ExpectTreat Everybody as an Individual 5 Rules of Management Bring Order Out of the ChaosRemove ObstaclesProblem Solving, Not Fault FindingSolve Problems, Not Treat SymptomsEverything has a Budget Checkout the article @ Green Industry Pros Magazine or The GreenMark Consulting Group.  

Supporting podcast for the May/June Green Industry Pros magazine article.  5 Management Disciplines: Bringing Order Out of ChaosRemoving Performance/Results ObstaclesMaximizing the Use of ResourcesOn BudgetEliminating Waste The Mix of the 3 Organizational Skills Required of Managers: Technical SkillsPeople SkillsConceptual Skills The 2 Attributes of Effective Managers: Self-ManagementWorking Under Pressure  For More Information - contacts us at 833.RUGREEN or greenmarkcoaching@gmail.com

Support of Article 3: Promote Smart in partnership with Georgia Urban AG Council and the GreenMark Consulting Group. Summary The focus on Growing Managers is hiring from within; growing your own. The same issues addressed in Articles 1 and 2 apply to hiring if you have no internal alternatives. As we move forward, view the following attributes and skills serving a dual purpose - how to identify internal candidates or screen the externals. Growing Your Managers requires: Skill Sets Technical SkillsPeople SkillsConceptual Skills Attributes Self ManagementWorking Under Pressure

In the last article/show we asked - “Where Are You?” Which small business group does your company belong to - the Elite 5%, the Successful 15%, or the Struggling 80%? (If you didn't read it - go back now! It was a primer for why the Elite 5% are the Elite 5%). 4 Characterisitics of the Elite 5% - the High Impact Firms Focus on ResourcesFocus on StrategyFocus on ClientsFocus on Marketing and Sales If you would like to review our 34 Best Practices of Fast and Sustainable Business Growth - Contact Us

Support of Article 2: The Discipline of Management in partnership with Georgia Urban AG Council and the GreenMark Consulting Group. The Self-Discpline requires managers to self-manage: Focus on ContributionManage Your Time to Drive EventsMaking Core MetricsA Model for Problem Solving

I left corporate consulting many years ago to focus on the engine of the American economy - the small business. The statistic that defined my decision was 90% of all new jobs were created by just 5%. These companies were very small, under 20 employees and could overcome the odds to achieve exponential growth. I was hooked, and it became my obsession. I found there were three groups of small businesses - the 80% that were surviving or just hanging on. 15% that were successful but uncertain about how to take it to the next level, and the cheetah’s - the Elite 5%. This posed the question - how did the 80% make it to 15% and then become the Elite 5%? I will detail how the 80% moved into the 15%, how the 15% joined the Elite 5%, and how they stayed there.  

If you could look down on most businesses you would witness crab like movement. Never moving consistently in one direction. Instead each leg has a mind of its own with the result the company never harnesses its resources to achieve objectives. Main Topics: Self-Directed and Self-Managed organizations require a real-time measurement system. Think like an Executive, not an Owner. The job is not to do the work of others, rather holding your direct reports (managers) accountable for earning their checks. Supervisors are to manage the people doing the work by established processes and measured on efficiency. Managers are to manage supervisors by how well they enforced or improved processes and measured on results. The Owner’s job was to pay attention to the near future by looking for threats and opportunities to prosper regardless of uncontrollable events. The Owner created a culture of performance, results, and teamwork. The highest honor in the company was to become the Friday Quarterback to Cali

Where we have been discussing the Green Industry Pros Series on Quit Making the Labor Cruch Worse Article 1 - Your Reputation in the CommunityArticle 2 - You Have to Understand the Job Before HiringArticle 3 - Which is Harder, Figuring Out What You Want or Spotting the BS?Article 4 - How Do You Really Write a “Help Wanted” Ad Without Attracting Rent-a-Wino’sArticle 5 - So They Can Work in Landscaping, Should Work For You? This Months Green Industry Pros Article & Podcast - How Long Do You Want to Overpay Them? Podcast Highlights The Two Work Orientations - Occupational or OrganizationalBuilding Loyalty to You and the Company Next Month's Article - We Start a New Series on Growing Manager's

Where we have been discussing the Green Industry Pros Series on Quit Making the Labor Cruch Worse Article 1 - Your Reputation in the Community Article 2 - You Have to Understand the Job Before Hiring Article 3 - Which is Harder, Figuring Out What You Want or Spotting the BS? Article 4 - How Do You Really Write a “Help Wanted” Ad Without Attracting Rent-a-Wino’s This Months Green Industry Pros Article & Podcast - So They Can Work in Landscaping, Does That Mean They Should Work For You? Podcast Highlights Setting Up the Selection Interview - Building the Script Conducting the Interview - How to Gain the Truth Without Paying Your Hand Post Interview Decisions Making - Ranking the Candidates and Creating the Cut Next Month's Article - Onboarding Talent

This the fourth article in a 12 part series on Quit Making the Labor Crunch Worse! for Green Industry Pros online magazine. Creating a Magnetic Title & Introduction Start with what the job produces - not what it does. Summary of KSC’s (Knowledge, Skills, Certifications) What do they need to know, what must they be able to do, and certificates must they hold/tests they must pass.  What Makes You Different This is all about how can they contribute to the future - yours and theirs

Shows 1 and 2 covered Using Brand to Attract the Right People and Getting Right Inside First. So let us pick up the conversation with Eligibility. The 3 Essential Questions that Resumes Must Answer: A Question of Match. Ask them to give a list of their certifications, what they have learned and where it was practiced, and any education or training you consider important.  A Question of Character. Their work history say allot about them. This is the second paragraph on their resume. Ask them to list both why they took each job and why they left. You are trying to decide if there is a pattern of trading time for money until a better deal comes along. A Question of Intent. The closing paragraph. Why are they responding to this offer and what are their expectations? What you are trying to decide is how wide the gap between what they expect and reality. If this individual has everything else going for them, at least you know the first issue to address - closing the gap with reality. This three paragraph resum

HR Series: Quit Making the Labor Crunch Worse Show GIP.002 Do You Know What The Job Really Is Before Hiring? Topics: Core Processes: Has the company mapped the core processes to ensure a position or role is linked? Key Responsibilities: Based on an organizational chart, has the company assembled job descriptions from process maps? Knowledge, Skill Requirements, and Certifications: Based on job descriptions, has the company determined the minimal level of knowledge, skills, and certifications required for employment? Although we are using industry experts from landscaping, Show 2 applies to all small businesses. It is the second in our series on "Quit Making the Labor Crunch Worse", with Gregg Wartgow of Green Industry Pros and Steven Cohen of GreenMark Consulting Group. They discuss all of the pre-work required to find the right people. They define right people as individuals who have the knowledge, skills, and certifications required to perform - in HR terms eligibility. Then they cover the issu

There are two emerging trends all small business owners must get a handle on quickly - economic growth causing a tight labor market. What if you became the “employer of choice” representing a profession that makes a difference and provides an opportunity to grow? That requires an understanding of what good talent wants. By the way, today’s generation wants what we wanted and what our parents wanted: An employer that makes a positive impact in the community and positions itself as a market leader;An employer that solicits and values each employee’s contribution, and;An employer that inspires excellence throughout the organization, rewarding good people and refusing to tolerate slackers. Join Gregg Wartgow, Editor-in-Chief of Green Industry Pros magazine, Steven Cohen President of the GreenMark Group, and #ownrlife Host William Eastman for the first of eight shows discussing the future of human resources in small landscape company’s.

William Eastman, Executive Producer of BIZLIVE,news and RichmondBIZLIVE interviews Greg Hofbauer of Nimble Pitch and GroundWorkDesign on his development of Nimble Pitch and its applications.

SEASON FOUR - Raw Feed (Originally Broadcast on 16JAN15 @1206PM on RichmondBIZLIVE) Companies that Changed their Markets & Niches Linda Heath - Sensis Advertizing Agency: Microsegmentation or Gaining Market Leadership by Going NarrowAndy Shulick - Creating Innovation Teams: How to Build the Team to Rethink Everything.William Eastman - WalMart / Target Superstores and The Brookeside Group -  Reshuffling the Deck

SEASON FOUR - Raw Feed (Originally Broadcast on 9JAN15 @1206PM on RichmondBIZLIVE) Companies that Changed their Markets & Niches Mark Deutsch & Rick Grossberg - Charim and Leadbury: Use of Social Media to BreakOut in their Markets.Ben Meredith - MagicTech: CRM Pioneer's: Beyond Desktop Based SoftwareWilliam Eastman - Amazon and Dennison Lubricants - Changing the Location: Making Tade Happen at Client Sites

SEASON FOUR - Raw Feed of the 5.15.80 Business Performance Model William Eastman Summary of SEASON ONE - "Getting to BreakEven" The performance level of 80% of all small businesses can be described as "Hanging On". If your company is here, how do you get to a consistent BreakEven and move into the 15%?Summary of SEASON TWO - "Managing to BreakThru" The performance level of 15% of all small businesses can be described as "Doing OK, but What Do We Do Now?" If your company is here, how do we figure out the next steps and BreakThru to the elite 5%?Summary of SEASON THREE - "Leading the BreakOut" The performance level of 5% of all small businesses can be described as "Market Leaders". If your company is here, how do Sustain our Dominance and BreakOut to the next level?Overview of SEASON FOUR - "Rethink Everything" In order to BreakOut and Sustain Market Dominance, you need to "Rethink Everything". If you started with a clean slate, what would you do differently to (1) create uncontested markets? or (2) make your