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Tag: Business Culture

  • He Went From Dishwasher to $750 Million in Assets | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    On his first day in the restaurant business, Andrew K. Smith was the dishwasher.

    Not the investor. Not the strategist. Not the guy fixing tech stacks or analyzing labor margins. Just the guy at the sink, scrubbing trays, rinsing off sheet pans.

    It wasn’t exactly what he had pictured when he told his wife he was ready for a new challenge.

    Today, Smith is the managing partner and co-founder of Savory Fund, a restaurant investment firm known for helping brands scale nationally. But before the boardrooms and portfolios, he started where few investors do: behind the dish pit.

    Rewind a year. His wife had launched a bakery, a fast-casual dessert concept that opened in the middle of the 2008 financial crash. Smith, still deep in his tech CEO role, didn’t exactly love the idea. “In my mind, I’m like, that’s the worst idea,” he now admits. “But you know what I responded? I was like, ‘I think it’s a great idea. Of course. And we should absolutely do that.’”

    It wasn’t sarcasm. It was marriage. And, as he puts it, “because of that, I just celebrated my 26th anniversary.”

    Related: His Sushi Burger Got 50 Million Views — and Launched an Entire Business

    Fast-forward a year, and his company was stable. The bakery was bustling. And Smith was ready to do something new. Something less theoretical. Something real. He called his wife and said, “I think I want to come join you in the restaurant business.”

    Her reply? “Perfect. My dishwasher just called out.”

    So that’s how Smith, a guy who had sold companies, raised millions and built tech startups, walked away from the boardroom and stepped straight into the dish pit.

    No business cards. No title. Just soap, steam and a head-first dive into restaurant life. It wasn’t glamorous, but it was the beginning. And eventually, it led to the creation of Savory Fund.

    Related: Von Miller Learned About Chicken Farming in a College Class – And It Became the Inspiration for a Business That Counts Patrick Mahomes as an Investor

    How storytelling became a growth strategy

    If your restaurant doesn’t have a story, it doesn’t have a brand. That’s Smith’s philosophy, and it’s baked into everything Savory Fund does. Before the systems, funding and growth playbook, there’s the story. Who are you? Why do you exist? And why should anyone care?

    “Storytelling is what galvanizes your consumer with your brand,” Smith says. “If you can’t explain your purpose, it’s a pretty hollow business.”

    At Savory, storytelling isn’t fluff. It’s foundational. It shapes how a brand communicates, hires, markets, scales and builds culture. From social media presence to internal training, it’s the thread that holds everything together.

    Related: This Restaurant CEO Created His Own National Holiday (and Turned It Into a Business Strategy)

    But make no mistake. Savory is more than a storytelling shop. It’s a serious growth engine.

    The firm combines more than $750 million in assets under management with a proven operational playbook developed over 16 years in the restaurant industry. Savory partners with high-potential, profitable, emerging restaurant brands and gives them more than capital. It provides hands-on support with operations, real estate, marketing, systems and training.

    Savory’s team of more than 85 people contributes directly to all aspects of growth. The goal is not just expansion, but sustainable replication. Founder involvement is a must. The early success of a restaurant often hinges on instincts and insights that only the founder can explain. Savory helps translate that into scalable systems without losing what made the brand matter in the first place.

    It’s a deeply personal mission for Smith. His wife, Shauna K. Smith, serves as CEO of Savory Fund and leads the charge on brand support and development. Together, they’ve built a company that doesn’t just invest in restaurants. It invests in the people who make them work.

    Family has always been central to that approach.

    When his sons were younger, Smith brought them into his world — taking calls on the way to football practice, asking what they noticed and learned. It wasn’t a balancing act between work and life. It was an intentional blend, designed to make both more meaningful.

    That mindset carries into how Savory works with founders. Business should be personal. And the best brands don’t just serve food. They serve a purpose.

    Related: They Opened a Restaurant During the Pandemic — But Locals Showed Up, and Celebrities Followed. Now, It’s Thriving.

    About Restaurant Influencers

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    Toast — Powering Successful Restaurants. Learn more about Toast.

    Shawn P. Walchef

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  • Your Ads Won’t Matter if Customers Hate the Experience | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    When business leaders consider brand building, they often think of traditional promotion, like print and digital advertising, or maybe a well-placed radio commercial to attract their target audience. They spend massive amounts of ad dollars to build brand awareness. But for most private businesses, brand building isn’t about throwing more money at advertising. It’s about creating an organization that engages, delivers on promise, and perhaps most of all, provides exceptional customer experience.

    According to a recent PwC Future of Customer Experience Survey, 65% of customers say a positive experience with a brand is more influential to them than great advertising. This is not to say there isn’t a place for advertising. But an engaging customer experience can be profoundly more impactful.

    Brands that crushed it with little advertising

    There are notably some massively successful brands that simply don’t advertise. In the B2B sector, have you ever seen an ad for McKinsey Consulting? Or consider Trader Joe’s, a grocery store chain with more than 600 locations and an incredibly loyal customer base. They don’t spend a dime on traditional advertising. Or think back to TGI Fridays in its heyday. Customers flocked to the casual dining hotspots, attracted by charming décor, a crowd-pleasing menu and its signature flair bartending that almost defined the era. While revenue was in the billions, TGI Friday’s focused on experience, not ad dollars, to create loyalty and buzz around the brand.

    Zappos is another excellent example of a brand that was built mostly on customer experience rather than big ad budgets. While the online shoe seller does advertise, the company is most recognized for delivering high-impact customer service.

    Former Zappos CEO, the late Tony Hsieh, was a trailblazer in the customer loyalty space and famously said, “Customer service shouldn’t just be a department, it should be the entire company.” Under Hsieh, Zappos implemented legendary practices like its 365-day return policy, unscripted customer service reps with no call time limits and surprise free overnight shipping upgrades. Imagine expecting the delivery of your new boots in a week, only for them to be waiting on your doorstep the very next day.

    Hsieh also wisely once said, “People may not remember exactly what you did or what you said, but they will always remember how you made them feel.”

    Are you more likely to trust an ad in a magazine or the company that just delivered your package a week early?

    Related: How to Earn Customer Trust and Boost Sales Without Big Ad Budgets

    Misalignment can kill a brand

    What happens when a brand underwhelms, angers or alienates the very customers it intended to serve? Misalignment between brand messaging and customer experience turns once-loyal customers into disillusioned doubters who eventually turn to the competition to better suit their needs.

    Branding misalignment can take many forms. A hotel that advertises luxury accommodations has stained carpets and low water pressure in the shower. A software company that promises seamless integration has customers waiting hours for help desk support.

    A restaurant that advertises itself as a culinary delight serves up wilted salads by moody waiters. A supplier delivers low-grade stainless-steel parts that were promised to be titanium.

    When your marketing and advertising make promises that your operations are unable to satisfy, the business loses credibility, customers and ultimately money.

    The power of word-of-mouth marketing

    Most of us don’t make buying decisions in a vacuum. We search the internet, scour reviews and compare competing goods, services and suppliers. But the most significant green flags for purchasers are recommendations from people we know and respect. According to a 2012 Nielsen Global Trust in Advertising Report, 92% of consumers find more value in recommendations from people they know than any form of advertising. When a brand delivers an experience worth talking about, happy customers become their word-of-mouth marketing and are more persuasive than a two-dimensional ad could ever be.

    When was the last time you recommended a business or brand to a friend or colleague? While your endorsement may have been partly due to price, chances are there was something more to the experience that made the brand worth sharing. Your advocacy wasn’t due to a shiny ad, but rather how your customer experience made you feel respected, cared for and valued.

    Now those are impressions worth sharing.

    Related: Harness the Power of the 5 Senses to Make Your Brand Better

    Happy customers are your most powerful marketers

    By giving your customer a positively memorable experience, you transform that person into a brand ambassador willing to shout their support from the rooftops, and without ever dipping into your advertising budget. Word-of-mouth marketing scales organically when you consistently exceed customer expectations. So, give them something to talk about and see how that brand ambassadorship multiplies by dozens, hundreds or even thousands of raving fans eager to champion your business.

    Keep in mind that negative experiences are just as likely, if not more so, to spread like wildfire and scorch the brand you worked so hard to build. You have surely witnessed devastating brand damage from a single viral video posted to social media by an unhappy patron. Even more reason to ensure your customer experience goes above and beyond. Always.

    When business leaders consider brand building, they often think of traditional promotion, like print and digital advertising, or maybe a well-placed radio commercial to attract their target audience. They spend massive amounts of ad dollars to build brand awareness. But for most private businesses, brand building isn’t about throwing more money at advertising. It’s about creating an organization that engages, delivers on promise, and perhaps most of all, provides exceptional customer experience.

    According to a recent PwC Future of Customer Experience Survey, 65% of customers say a positive experience with a brand is more influential to them than great advertising. This is not to say there isn’t a place for advertising. But an engaging customer experience can be profoundly more impactful.

    Brands that crushed it with little advertising

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    Jason Zickerman

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  • Your Best Employees Will Quit Someday — Here’s Why You Should Support Them on Their Way Out | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    I’ll never forget the day I quit my job to pursue my startup full time.

    My manager’s office was two floors above mine. The morning I decided to give my notice, I took the stairs. Turns out, two floors is a lot of time to think. Was I making a mistake? Had I lost my mind? My legs felt leaden as I climbed, and by the time I reached the top, my heart was pounding in my chest — and not just because of the stairs.

    Making the leap into entrepreneurship will never not be scary. But my manager didn’t give me a hard time about the fact that I was leaving. He asked where I was going, and when I told him about my plans to build my own product, he didn’t sulk, get angry or try to talk me out of it. Quite the opposite: He was excited for me. We shook hands, he wished me luck and he told me I was welcome back any time.

    No leader ever wants a good employee to quit. But the truth is, people grow. Their goals change. And if you’ve built the kind of team you’re proud of, you can’t be surprised when someone on it starts to dream bigger. What matters most is how you respond when that moment comes.

    That conversation with my manager stuck with me — not just because it gave me the confidence to take a leap, but because it modeled the kind of leader I wanted to be. Years later, when employees started leaving my company, I remembered his reaction. And I made a decision: I would always treat departures with respect, encouragement and an open door.

    Because the way you say goodbye says everything about your culture.

    Related: What You Should Do If a Valuable Employee Decides to Quit

    How you part ways matters

    Founders often see employee departures as threats or betrayals — especially in the early days, when every hire feels critical and every exit feels personal. But that mindset is short-sighted and, frankly, unsustainable.

    The truth is, people will leave. Sometimes it’s for a better opportunity. Sometimes it’s for personal reasons. Sometimes they’re just ready for something new. And that’s okay. When I lose a valued employee, I always refer to the wisdom of Don Miguel Ruiz’s The Four Agreements, which I recommend everyone read. In it, Ruiz argues for the value of not taking anything personally: “Nothing other people do is because of you,” he writes. “When we take something personally, we make the assumption that they know what is in our world, and we try to impose our world on their world.”

    The opposite of this, which I don’t at all recommend, is burning a bridge out of pride or frustration.

    The way you treat someone on their way out sends a clear message to the rest of your team. If you respond with resentment or coldness, you create an atmosphere of fear — one where people are afraid to be honest about their goals, or worse, feel guilty for growing. But if you react with support and kindness, you reinforce a culture of trust, respect and long-term thinking.

    Your alumni — yes, alumni — are part of your company’s extended story. They may refer others, return someday or speak publicly about their time with you. That makes their exit just as important as their arrival.

    Related: How to Quit Your Job With Confidence and Go All In on Your Side Hustle

    Leading with a growth mindset

    Like many aspects of leadership, your mindset matters.

    When someone gives notice, respond with curiosity. Ask what they’re excited about — not to challenge their decision, but to understand it. What are they hoping to learn or experience next? These conversations can be enlightening. Personally, they remind me of the ambition and drive that led me to start my own company, and they can offer valuable insights into what motivated employees want from their next chapter.

    One thing I’ve learned from running my company for so long is that what looks like a closed door often isn’t. Many of the people who’ve left Jotform have come back, often armed with new skills and expertise that they picked up during their time away. These are called “boomerang employees,” writes Harvard Business Review’s Rebecca Zucker, and they are a critical part of the talent pipeline, both as potential returnees and as ambassadors for future hires: According to Gallup, employees who have a positive exit experience are 2.9 times more likely to recommend their organization to others.

    This sort of long-term thinking is the hallmark of a growth mindset. It means believing that careers evolve, people develop and relationships don’t have to end just because a job does. It means choosing encouragement over resentment, curiosity over control.

    And most importantly, it means seeing every departure not as a loss, but as a sign that you’re hiring and leading the kind of people who are always striving for more. That’s something to be proud of.

    I’ll never forget the day I quit my job to pursue my startup full time.

    My manager’s office was two floors above mine. The morning I decided to give my notice, I took the stairs. Turns out, two floors is a lot of time to think. Was I making a mistake? Had I lost my mind? My legs felt leaden as I climbed, and by the time I reached the top, my heart was pounding in my chest — and not just because of the stairs.

    Making the leap into entrepreneurship will never not be scary. But my manager didn’t give me a hard time about the fact that I was leaving. He asked where I was going, and when I told him about my plans to build my own product, he didn’t sulk, get angry or try to talk me out of it. Quite the opposite: He was excited for me. We shook hands, he wished me luck and he told me I was welcome back any time.

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    Aytekin Tank

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  • Why I Make Time for Lunch With Someone New Every Day | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Your network is your net worth. Heard that before? I’ve said it for years because I’ve lived it. The right connection can change your life. The right introduction can change your business.

    The problem is that most people think networking means working the room, shaking 50 hands and walking out with a stack of business cards. I used to think that too — until I realized the most valuable connections happen one-on-one.

    That’s where Lunch with Legends came from.

    Every weekday, I have lunch with someone new. Sometimes it’s an investor. Sometimes it’s a founder. Sometimes it’s a friend of a friend I’m meeting for the first time when they slide into the booth. The goal isn’t to pitch. It’s not to sell. It’s to connect because everyone’s happier with good food and good company.

    Related: The 10 Commandments of Networking You Need to Know

    Why meals are the secret weapon

    Meetings are formal. Lunch is real. At lunch, no one’s watching the clock. No one’s hiding behind slides or an agenda. Food slows you down.

    That’s when you get the truth. You hear about the deal they’re chasing. The challenge they can’t solve. The goal they’ve been sitting on because they don’t know where to start.

    I’ve learned more over a plate of tacos than I ever have at a conference table.

    How it started

    When I was starting in real estate, I worked networking events like it was my job — because it was. I’d collect a pile of business cards, follow up with everyone, etc. One day, someone told me, “Forget the crowd. Take one person to lunch.”

    It clicked. The best connections are personal, not rushed.

    That first lunch turned into a connection that shifted my career. Not because I asked for anything, but because we built trust through conversation.

    Since then, Lunch with Legends has been my daily habit. Networking isn’t about keeping score. It’s about showing up ready to help. Instead of leading with, “Here’s what I do,” I ask, “What’s on your plate — literally and figuratively — and how can I help?”

    That changes everything.

    • People remember you, not as “the guy from lunch” but as the person who introduced them to their next hire or shared an idea that unlocked a solution.
    • The conversation flows. You’re not pitching. You’re listening.
    • Opportunities come back around. When you help without expecting anything, your name comes up in rooms you’re not even in.

    What it looks like in practice

    Last week, I had lunch with people in completely different industries. None of them were “prospects” in the traditional sense. But in every conversation, I found a way to connect them to someone else who could help. A manufacturer. A mentor. A friend.

    I didn’t have to force those opportunities. They came up naturally because I was paying attention.

    Related: This ‘Lumberjack Strategy’ Helps Me Find New Clients Quickly — and With Way Less Effort

    How to host your own Lunch With Legends

    You don’t need a big title or a fancy budget. You need consistency.

    • One lunch. One new person. Every weekday. Could be a friend-of-a-friend, a young professional looking for guidance or someone you’ve been meaning to meet.
    • Keep it casual. You will see me at the same five places. I have my rotation down. If it ain’t broke, don’t fix it.
    • Listen more than you talk. People will tell you what they need if you give them space.
    • Follow up with value. If you can help, do it right away.

    The selfie rule

    Every Lunch with Legends ends with a selfie. It’s not about ego. It’s about memory. That photo is a bookmark. Months later, I can scroll back and remember, ‘Oh yeah, she was looking for a podcast producer. I know someone now.’

    It’s a fun ritual that makes the moment feel intentional, and it keeps the connection alive.

    Networking is a long play. Not every lunch needs to turn into a deal. Some people I’ve met only once. Others have become friends, partners or clients years later. The value comes from showing up consistently, building trust and connecting people. That’s how your network grows in both size and strength.

    Why food works for networking

    There’s something about a shared meal that breaks barriers fast.

    When you eat with someone, you’re both just people deciding between fries or salad. It’s human. It’s disarming. It sets the stage for a real conversation instead of a surface-level exchange.

    That’s why Lunch with Legends works. It turns networking into something people actually look forward to. Who doesn’t want to break bread and learn something? It’s worth it every time.

    It’s your move

    Think of one person you’ve been meaning to meet. Invite them to lunch this week.

    Don’t overthink it. Don’t make it about what you need. Make it about showing up, asking good questions and leaving them better than you found them.

    And yes — selfie required.

    Your network is your net worth. Heard that before? I’ve said it for years because I’ve lived it. The right connection can change your life. The right introduction can change your business.

    The problem is that most people think networking means working the room, shaking 50 hands and walking out with a stack of business cards. I used to think that too — until I realized the most valuable connections happen one-on-one.

    That’s where Lunch with Legends came from.

    The rest of this article is locked.

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    Rogers Healy

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  • How to Build a Business That Can Run Without You | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    If your calendar feels like a constant game of catch-up, you’re not alone. Most founders and execs spend their days fielding questions, solving problems, and responding to whatever’s loudest. It feels productive. It looks like leadership. But it’s a trap.

    Reactive mode is where strategic thinking goes to die. In my time as the founder of ButterflyMX, I’ve learned that the longer you operate like this, the more you become a bottleneck, not a builder. Your team stays dependent, your vision stalls, and worst of all, your time stops being your own. This post is about taking it back and becoming the kind of leader your company actually needs.

    Related: Fixing Every Problem Isn’t Your Job — Here’s How to Empower Your Team to Handle Issues Without Your Constant Involvement

    The trap of reactive leadership

    At some point, most leaders realize they’re stuck in a loop: They wake up, dive into a flood of Slack pings and calendar invites and end the day wondering what they actually accomplished. Sound familiar?

    This isn’t just a startup thing; it’s a leadership pattern. Early on, being in the weeds makes sense. You’re hands-on, scrappy and involved in everything. But what starts as necessary involvement often calcifies into chronic reactivity.

    And the consequences pile up:

    • You become the decision-making bottleneck.

    • Your team learns to escalate instead of owning outcomes.

    • And your most valuable asset, your time, gets spent on solving symptoms, not systems.

    There’s also an emotional cost. Constant firefighting feels urgent, even heroic. But in reality, it pulls you away from the one thing only you can do: chart the course ahead.

    Time is a leadership asset, not just a resource

    There’s a quiet truth every seasoned leader eventually learns: Your calendar is a mirror of your priorities and your power.

    When you treat time like a disposable resource, you spend it on whatever shouts the loudest. But when you treat it like an asset, you start investing it in what actually moves the business forward. That’s the difference between managing chaos and building momentum.

    Strategic leadership doesn’t happen in 15-minute gaps between meetings. It requires protected time to think, plan and decide, not in theory, but in practice. That means blocking space for big decisions, pattern recognition and high-leverage conversations, just like you’d block time for a board meeting.

    I’ve seen it firsthand: The leaders who scale aren’t the ones who do more. They’re the ones who do less, better. They get ruthless about what only they can do and design everything else around that filter.

    The job isn’t to be everywhere. It’s to make sure the right things happen, even when you’re not in the room. And that starts by reclaiming your time.

    Related: How to Reclaim Your Time and Start Focusing on Your Business’s Big Picture

    How to reclaim your calendar and reset your role

    This isn’t about downloading a new productivity app. It’s about shifting how you see your time and how you protect it.

    Here’s how to start:

    1. Audit your time like you audit your budget:

    For one week, track where your hours go. You’ll be surprised how much time gets eaten by low-leverage work — things someone else could (or should) handle. Look for patterns: What drains your energy? What creates the most value? This isn’t busywork. It’s clarity.

    2. Build “focus blocks” like your future depends on them, because it does:

    Pick 2-3 hours a day (or even just a few slots a week) that are meeting-free and distraction-free. Use them to think strategically, review your org design, write out your vision or tackle the decisions only you can make. Treat these blocks like sacred ground.

    3. Delegate outcomes, not tasks:

    Too often, leaders delegate execution but hold onto ownership. Flip it. Give your team the “what” and the “why” and let them own the “how.” You’ll build trust, create more capacity and stop being the final answer to every question.

    4. Install leverage, not just help:

    If you’re drowning in scheduling, follow-ups or inbox triage, hire an executive assistant or Chief of Staff. But don’t stop at admin support. Empower them to shield your time, prioritize inputs and run point on internal processes so that you can stay focused on the big picture.

    But what about the fires?

    Let’s be real, urgent problems aren’t going away. Markets shift. People quit. Customers escalate. Even the best-run teams hit turbulence.

    The goal isn’t to eliminate all fires. The goal is to stop being the only one holding the hose. Reactivity isn’t always bad; it’s just dangerous when it becomes your default. As a leader, you’ll still need to step in sometimes. But if every problem reaches your desk, that’s a system failure, not a leadership virtue.

    This is where systems and culture matter. Build escalation paths. Set clear decision rights. Empower teams to solve at the level where problems occur. That’s how you create a company that doesn’t crumble every time you take a day off. Reclaiming your time means building the structure to handle itself without you.

    Related: Dear Business Owners: It’s Time to Work on Your Business, Not in It

    You can’t build the future while stuck reacting to the present.

    The shift from reactive to strategic leadership isn’t just about time management; it’s about identity. It’s choosing to lead with intention instead of interruption. To focus on systems, not symptoms. And to spend your time where it creates the most value, not the most noise.

    So, here’s the challenge: Look at your calendar this week. Is it a reflection of the leader you are, or the leader you want to be?

    Take back your time. Your team, and your vision, are counting on it.

    Cyrus Claffey

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  • Watch Out for These Dangerous Business Habits That Masquerade as Strategy | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    We love a good story, especially when it keeps us comfortable. In business, these stories often become rationalized myths. They sound like logic, feel like experience, and masquerade as truth. But really, they’re just assumptions wrapped in a confident tone.

    You’ve heard them:

    • “Customers only care about price.”
    • “No one wants to pay for service anymore.”
    • “Our market is too commoditized to differentiate.”
    • “People just don’t read emails these days.”

    What makes these myths dangerous isn’t their persistence, it’s how we rationalize them. We tell ourselves they’re based on data. (A survey from 2018? Please.) We cite competitor behavior. We assume it’s “just the way things are.” And then we design strategies, products and entire business models around them.

    But these myths are born from perceptions. Not facts. Not insights. Just patterns we’ve gotten used to seeing and explaining away.

    Let’s start with one of the classics: “Customers just want the lowest price.”

    A B2B manufacturing client clung to this like a security blanket. Every RFP became a downward spiral of discounting. When asked how they knew price was the only factor, they pointed to lost bids. But after diving into post-mortems with prospects, the real reasons surfaced: unclear value, slow response times and rigid contract terms.

    The issue wasn’t price. It was perceived value. Prospects didn’t see what made this manufacturer better because nothing was communicated that truly differentiated them. They’d accepted the myth and acted accordingly.

    When they shifted their focus to flexibility, transparency and proactive support, those things customers wanted but weren’t getting, suddenly they weren’t the cheapest option. They were the smartest.

    Related: 10 Popular Myths About Leadership and How to Overcome Them

    Perception is reality, but not always truth

    Humans are perception machines. We don’t just see the world, we interpret it. In business, we build narratives around what we think customers want, based on our internal views. But customers don’t live inside your boardroom, your org chart or your sales targets.

    Frustrations, unmet needs and past experiences shape their reality. Which means you can shape perception if you’re willing to dig deeper.

    Differentiation isn’t about being louder. It’s about being clearer on what matters. Most businesses try to stand out by tweaking what they already offer, rather than tapping into what customers crave but aren’t getting. That gap is where perception shifts and myths start to crumble.

    A logistics company once told me, “We’re basically a commodity. Everyone moves boxes.” They’d convinced themselves that brand didn’t matter, experience didn’t matter, innovation didn’t matter. So, they optimized for efficiency and disappeared into the noise.

    When we interviewed their customers, something fascinating emerged. Clients were desperate for visibility. Real-time updates, proactive communication and simplified invoicing. None of the competitors was doing well.

    They leaned into this. Invested in client portals. Added human touchpoints. Their messaging shifted from “we move stuff” to “we make sure you know where everything is.” Perception changed. They weren’t a commodity anymore.

    Breaking the myth cycle

    Rationalized myths persist because we’re listening for confirmation, not contradiction. We validate what we already believe and ignore what feels inconvenient. But strategy isn’t about being right. It’s about being relevant.

    To break the myth cycle:

    1. Listen for gaps, not praise. Ask customers what frustrates them, not just with your company, but with the entire category.
    2. Challenge internal dogma. Just because it’s always been done that way doesn’t mean it still works or ever did.
    3. Reframe differentiation. It’s not about being “better.” It’s about offering what no one else is offering in the way your customer truly needs.

    Myths are comfortable because they make the world feel predictable. But they’re dangerous because they keep you from evolving. The truth is you can’t build meaningful differentiation on faulty perceptions. But if you’re willing to challenge those myths and the stories you tell yourself, you can find the whitespace your competitors don’t even see.

    Customers don’t always want more. They often want something different. And different is where real value and growth live.

    Related: Developing a New Product? Here’s How to Make It a Hit Success

    Myths don’t linger, they multiply

    The problem is myths don’t just linger, they multiply. One assumption quietly supports another until you’ve built an entire strategic house of cards. You stop testing, stop questioning, and start filtering every new idea through the same warped lens. And the real danger is the longer a myth goes unchallenged, the truer it feels.

    I’ve seen companies spend millions chasing an edge that didn’t exist, simply because they never bothered to ask customers what they valued. Not in a survey buried in the quarterly report. Not through a sales team’s best guesses. But directly, candidly, without the bias of defending past decisions.

    Because that’s the trap. When your brand, processes and pricing are built on untested beliefs, you’re not strategizing, you’re gambling.

    We love a good story, especially when it keeps us comfortable. In business, these stories often become rationalized myths. They sound like logic, feel like experience, and masquerade as truth. But really, they’re just assumptions wrapped in a confident tone.

    You’ve heard them:

    • “Customers only care about price.”
    • “No one wants to pay for service anymore.”
    • “Our market is too commoditized to differentiate.”
    • “People just don’t read emails these days.”

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    Andrea Olson

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  • People Really Only Care About These 3 Things at Work — Do You Offer Them? | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    When people leave their jobs, they often give polite reasons: “looking for growth,” “better alignment,” “more flexibility.” But after years of hiring, managing and losing people — some to better opportunities, some to burnout — I’ve come to believe that most job satisfaction boils down to just three things.

    Everything else is noise. Perks, policies, titles or offsites can help, but they’re not foundational. Strip it all away, and here’s what people really care about.

    1. Great compensation

    Fair pay is the baseline. Competitive pay is the magnet. Exceptional pay is the reason someone stops taking recruiter calls.

    Compensation isn’t just about money. It’s about respect. People associate their salary with how much they’re valued, trusted and taken seriously. If your top performers feel underpaid, you’re not only risking turnover, but also signaling that excellence isn’t worth rewarding.

    Keep in mind that “great” doesn’t mean highest on the market. It means high enough to remove money from the list of concerns. You want your people to focus on doing meaningful work and not negotiating a raise every year or calculating how many extra hours it takes to afford a vacation.

    Aside from base salary, this includes equity, performance bonuses and clear, transparent criteria for increases. When people understand how pay decisions are made and believe the system is fair, they stay longer and give more.

    If you’re a manager, your job is to advocate for the budget your people deserve. Don’t wait for someone to bring it up in a performance review. Be proactive, because your competitors already are.

    Related: This Is What Job Seekers Want the Most

    2. Smart colleagues to learn from

    No one wants to be the smartest person in the room forever. People want to grow, and that happens fastest when they’re surrounded by others they respect.

    High performers seek challenge. They’re looking for both job stability and stimulation. A team full of sharp, thoughtful, curious people is more motivating than any job title or KPI. If your team is full of generalists who never push boundaries, your best people will quietly leave for places where they feel outmatched in the best way.

    However, this doesn’t mean hiring for raw IQ. It merely means hiring people who ask great questions, give meaningful feedback and stay open to being wrong. It means creating an environment where learning is constant, through debate, collaboration, code reviews, design critiques or customer debriefs.

    A strong culture of learning does more than retain top talent. It builds institutional resilience. When people feel like they’re leveling up just by showing up, you don’t need to rely on carrots and sticks. The work can become its own reward.

    3. Momentum or success with the product

    You can pay well. You can build a dream team. But if the product isn’t going anywhere, people lose steam.

    Everyone wants to feel like they’re part of something that’s working — or about to work. In fact, I tell my team at OysterLink every day that we’re going to be something bigger than what we’ve accomplished so far. It’s all about traction, clarity and the belief that progress is real.

    People don’t need perfect outcomes. They need forward motion. When the product gains users, solves real problems or unlocks new opportunities, it energizes the team. It reinforces the sense that time spent here is time well invested.

    Lack of momentum, on the other hand, creates drag. Teams lose urgency. High performers feel stuck. Meetings start to feel like exercises in optimism rather than planning. You don’t have to be winning in the market every quarter. But you do need to show a path to winning and make sure every person on the team knows how their work contributes to that journey.

    As a leader, this means communicating product progress often and honestly. Celebrate real wins. Be transparent about setbacks. And connect the dots between individual work and company goals. People will run through walls when they believe they’re running toward something meaningful.

    But what about everything else?

    You might be wondering: What about flexibility? Culture? Work-life balance? They matter — but they tend to act as modifiers, not drivers.

    A strong culture makes the three core factors more sustainable. Flexibility helps retain talent, especially if the work and people are already strong. But no one stays at a job just because there’s a remote policy or free snacks.

    If you underpay, even the best culture won’t save you. If your team isn’t learning from each other, remote-first won’t fix the stagnation. If your product is going nowhere, even generous PTO policies will feel like a consolation prize.

    People don’t leave because of snacks or slogans — they leave when they don’t feel valued, challenged or part of something that’s moving forward. Get the core three right, and the rest is optimization. Get them wrong, and everything else is damage control.

    When people leave their jobs, they often give polite reasons: “looking for growth,” “better alignment,” “more flexibility.” But after years of hiring, managing and losing people — some to better opportunities, some to burnout — I’ve come to believe that most job satisfaction boils down to just three things.

    Everything else is noise. Perks, policies, titles or offsites can help, but they’re not foundational. Strip it all away, and here’s what people really care about.

    1. Great compensation

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    Milos Eric

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  • DJ Khaled is Changing Men’s Grooming With This Partnership | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Social media puts every aspect of our appearance under a microscope, and insecurities are more visible than ever. You’re not just worried about coworkers noticing a bald spot or a grey patch — everyone can see everything about you online.

    But as any savvy entrepreneur knows, small problems can spark big opportunities. Rewind It 10, a beard dye brand, is capitalizing on that very tension. By partnering with music and entertainment mogul DJ Khaled, the brand is turning a confidence crisis into a growth strategy — boosting self-assurance for customers while driving its bottom line.

    All he does is win

    The best celebrity partnerships happen organically, and this one is no exception. Khaled was already a Rewind It 10 customer before he became a spokesman, using the product regularly.

    “I use this product every day — especially when I get a haircut,” he says. “Back when we were making it, they let me test it out, and they even gave me one to use before my official box was ready.”

    He likens the dye to a favorite cereal or sneaker — something you reach for without thinking twice.

    But for Khaled, the product itself is only part of the draw. What really attracted him to Rewind It 10 was the team behind it. The brand was launched in October 2023 by beauty mogul Carolyn Aronson, entrepreneur Jeff Aronson and Khaled’s fellow music mogul Fat Joe.

    “Fat Joe is my brother,” Khaled says. “He’s supported me since day one, so when he brought me the chance to help sell a product I already love, it was a no-brainer.”

    Khaled also has deep respect for the Aronsons and the empire they’ve built in hair care, calling Carolyn “the queen.” Carolyn, a Puerto Rican-born entrepreneur, turned her experience as a hairstylist and salon owner into a global brand.

    She founded It’s a 10 Haircare in 2005, best known for its Miracle Leave-In product, and has grown it into a $500 million-a-year powerhouse.

    Her husband, Jeff, serves as CEO and president, bringing leadership experience from roles including Titan Fighting Championships and Arco Property Management. He joined It’s a 10 in 2017, helping scale the brand alongside Carolyn’s vision.

    “What they’ve built is a winning team,” the All I Do is Win rapper says. “And I believe winners should work with winners, and create more winners.”

    So far, Khaled’s beard dye has lived up to the standard he set with that 2010 hit, becoming the best-seller in Rewind’s celebrity ambassador line, which also includes Travis Kelce.

    ‘Major Key’ alert

    Khaled has built an identity on catchphrases, one of the many reasons the Rewind team wanted to work with him. From “We the Best” to “Another One”, the man figured out long ago how to apply classic marketing techniques of short, memorable slogans to the social media age. For his “Real Black” beard dye, Khaled landed on “Why fight time when you can rewind time.”

    “When I come up with something like that, it’s not a slogan — it’s from my heart and soul,” Khaled says. “Rewind just enhances the glow God gave us. Like a fresh haircut — do the full works, let the barber do his thing. Music, fashion, lifestyle — it’s all art, and barbers are artists too.”

    But key to Khaled’s success isn’t just his knack for catchy slogans — it’s his immeasurable, infectious self-confidence. And that’s precisely what Rewind is trying to sell.

    “Confidence is beautiful,” Khaled says. “It’s a divine power that tells you, ‘Yo, you can do this,’ and reminds you who you are. Once you build that confidence, it’s only going to help you in everything you want to accomplish.”

    For Khaled — and countless others — looking good is a crucial part of that confidence. But it’s not just about turning heads. It’s about maintaining a level of excellence and, as he puts it, “upkeeping the blessings God gave us.”

    “We’re talking about beards and looks, but I see it deeper than that,” he says. “God made us beautiful either way — haircut or no haircut — but it’s like having a beautiful house and not trimming the grass, watering the plants, or taking care of the mango tree. You’ve got to upkeep it. Same with the beard and the hair — that’s the best way to break it down.”

    Social media puts every aspect of our appearance under a microscope, and insecurities are more visible than ever. You’re not just worried about coworkers noticing a bald spot or a grey patch — everyone can see everything about you online.

    But as any savvy entrepreneur knows, small problems can spark big opportunities. Rewind It 10, a beard dye brand, is capitalizing on that very tension. By partnering with music and entertainment mogul DJ Khaled, the brand is turning a confidence crisis into a growth strategy — boosting self-assurance for customers while driving its bottom line.

    All he does is win

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    Leo Zevin

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  • What a Stuffed Giraffe Can Teach You About Scaling Service | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    A stuffed giraffe named Joshie broke the internet — and taught a masterclass in client service.

    When a three-year-old boy left his beloved stuffed giraffe, Joshie, behind at a Ritz-Carlton in Florida, the hotel could’ve done what any service-oriented company might: return the toy.

    Instead, they gave Joshie a vacation of his own.

    The giraffe came back in a box, safe and sound — accompanied by a photo album. Joshie lounging by the pool. Joshie driving a golf cart on the beach. Joshie getting a massage. The gesture went viral — not because it was a marketing stunt, but because it was business as usual for a company where service isn’t a tactic. It’s the culture.

    And it works.

    Related: We Have an Empathy Crisis on Our Hands. Here’s How to Combat the Rising Trend of Poor Customer Service.

    Service isn’t a slogan. It’s a system.

    In a world where pricing can be matched and products copied, service is often the last true differentiator. But it’s also where most businesses fall short.

    Here’s what the data tells us:

    • Nearly one in three customers says they’d walk away from a brand they previously loved after just a single poor experience.
    • More than half of U.S. consumers believe that most companies still have work to do when it comes to delivering a satisfying customer experience.
    • More than $3.7 trillion is lost globally every year due to poor customer experiences.

    That’s a problem — especially for service-based businesses where loyalty is earned through trust, consistency and follow-through, not flashy perks.

    Related: Still Chasing Quick Wins? Here’s How That Mindset Is Stopping You From Scaling Your Business

    Want better client service? Start behind the curtain.

    Most service breakdowns don’t start with the client. They start behind the scenes. Businesses with high internal responsiveness — how quickly and clearly colleagues communicate — outperform their peers in both client satisfaction and profitability.

    Why? Because great internal service creates great external results.

    • Clear communication leads to confident delivery.
    • Fast handoffs mean fewer dropped balls.
    • When your team is aligned, your clients feel it.

    Here are five steps to build a culture of service.

    1. Build a shared service standard

    If you don’t define what “great service” looks like, every employee will make up their own version. That’s a consistency killer. Write it down. Make it specific. Train on it. Then keep it alive. Your service standard should include:

    • How customer communications are handled
    • Follow-up timelines
    • Attitude and tone guidelines
    • Response expectations, both internally and externally

    Most importantly, it shouldn’t be a one-and-done onboarding checklist. Bring it into team meetings, use it in performance reviews, and tie recognition to it.

    Key takeaway: Clarity breeds consistency. And consistency builds trust.

    2. Start your day like the Ritz

    Every Ritz-Carlton shift kicks off with a short, focused meeting on service. They call it “The Lineup.” It’s not a chore — it’s their cultural glue.

    You can do the same. Even a five-minute huddle once or twice a week can keep service values top-of-mind. Talk about:

    • A recent service win
    • A client challenge someone handled well
    • One simple improvement for the week

    These aren’t just check-ins. They’re momentum builders.

    Key takeaway: Small, regular rituals shape big, long-term behaviors.

    Related: The 4-Step Secret to Exceptional Customer Service

    3. Share your “Joshie moments”

    You don’t need a viral stuffed giraffe to build a service culture. But you do need stories.

    Create a shared space — a file, a Slack channel, even a corkboard — where team members can log standout service moments. Call it your “Joshie File.”

    Highlight:

    • Internal wins (teammates helping each other)
    • External wins (client shout-outs or surprise solutions)
    • Process fixes that improved service delivery

    Use these stories in onboarding. Feature them in meetings. Turn them into training moments. Celebrate them publicly. Because here’s the truth: Culture isn’t taught. It’s caught. And stories are the best carriers.

    Key takeaway: Recognition drives repetition.

    4. Make internal service count

    Want to truly embed service into your culture? Redefine how you measure performance. Too many organizations reward output but ignore how that output affects others.

    Start asking:

    • Did this person communicate proactively?
    • Were they a roadblock — or a bridge?
    • Did they contribute to a team win or just focus on their lane?

    When internal service is part of the scorecard, people stop operating in silos. They start thinking like owners.

    Key takeaway: Reward the lift, not just the stats.

    5. Empower your team to take ownership

    Want world-class service? Empower your people to make decisions without waiting for sign-off from four layers of management. Define the boundaries. Give your team tools, training and trust. Make it clear: If something needs fixing, they can fix it. That autonomy leads to:

    • Faster response times
    • Happier clients
    • Employees who act like entrepreneurs

    And that’s exactly what you want—people who take ownership because they can, not just because they have to.

    Key takeaway: When people feel trusted, they lean in.

    Culture over campaigns

    You don’t have to send stuffed animals on vacation. But you do need to make people feel seen, understood and supported — consistently.

    Clients don’t want perfection. They want to know that when something goes sideways, your team has it handled. That they matter. That someone’s paying attention.

    And that kind of trust isn’t built on policy. It’s built on culture. If you’re in the service business — and let’s be honest, every business is now — this is your competitive edge.

    Not once. Not sometimes. But every time.

    A stuffed giraffe named Joshie broke the internet — and taught a masterclass in client service.

    When a three-year-old boy left his beloved stuffed giraffe, Joshie, behind at a Ritz-Carlton in Florida, the hotel could’ve done what any service-oriented company might: return the toy.

    Instead, they gave Joshie a vacation of his own.

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    James Goodnow

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  • How to Empower Your Team to Solve Problems Without You | Entrepreneur

    How to Empower Your Team to Solve Problems Without You | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    It is quite common among entrepreneurs and leaders to become the ultimate “fix-it person,” always on the lookout for a solution. After all, we’ve built businesses by making decisions, fixing issues and clearing hurdles. However, as you continue growing your business, attempting to solve every issue you encounter is counterproductive, as it acts as a constraint on development and hinders team growth.

    It is important for you not to try to solve all the issues you come across. You need to build an environment where issues are addressed and resolved without your involvement so that you can concentrate on the strategic level.

    This is how you can work on your team, construct the process and stop fixing everything yourself.

    Related: 7 Ways to Help Your Employees Become Better Problem-Solvers

    1. Crisis playbooks: Create detailed guides for your team

    Perhaps the best way to stop being the “fixer” is to equip the team with tools and enable them to deal with the recurring challenges themselves. This is where creating crisis playbooks comes into play. A crisis playbook is a step-by-step plan that your team follows when faced with certain types of problems that occur repeatedly. But it is not just a list of directions; it is a well-thought-out strategy that enables them to manage emergencies on their own.

    For example, if there are many complaints from customers, you do not have to interject each time. Instead, create a step-by-step playbook for the team to follow — how to respond, to whom one should report the problem and what to do after the problem is solved. It reduces interference in your business operations, yet it also maintains a predictable and organized pace.

    Actionable insight: Select the three most frequent issues in your business and focus on them. Develop a precise roadmap for each of them, explaining who is accountable for what and how a problem can be resolved. Teach your subordinates to use these playbooks instead of seeking your assistance in the process.

    2. Empower your team: Give them the authority to solve problems

    If your team is always waiting for your approval or for your decision, then it is high time to change the way you lead your team. It is crucial for leaders to understand that implementing the concept of empowering your team is not as simple as throwing the reigns and saying, “Go for it.” It is about providing them with the freedom to make certain decisions without necessarily having to consult their superiors as long as they fall within a certain laid-down set of guidelines.

    When your team is endowed with authority and trust, they are more likely to exercise ownership of the roles given to them. Self-empowerment minimizes the level of reliance on you, enhances the rate of decision-making and promotes accountability. It also helps you to stop worrying about unimportant details and start focusing on the more important strategic tasks.

    Actionable insight: You must set limits on what your team is allowed to do without consulting you. Let them manage tasks on their own within such constraints and only report issues that need your intervention. In the long run, you will realize that fewer matters get to your table, and efficiency will increase.

    3. Early warnings: Implement systems to flag issues before they become crises

    Instead of waiting for issues to turn into major concerns, develop early signals that notify your team of potential issues before they become huge. These systems can be simple, for instance, using an automated software program to monitor for unusual activity or using regular team meetings to find out small issues before they become big problems.

    If problems are reported from the onset, they can be solved before they become a big problem in the organization. This minimizes tension and confusion and enables more rational approaches to problems.

    Actionable insight: Ensure that you use technologies that will enable continuous evaluation of your business processes. Whether it is the customer satisfaction index, the stock status or the performance of the employees, it is always advantageous to detect issues early before they snowball into something bigger. Schedule weekly or bi-weekly meetings with your team to discuss possible problems before they arise.

    Related: 4 Secrets to Building a Team That Can Handle Anything

    4. No interruptions for minor issues: Let your team handle the small tasks

    Not every problem is worth your time and energy. In fact, most aren’t. However, if you are always drawn into small issues, you will be bogged down by them and won’t be able to look at the big picture. For efficiency and better team relations, create an environment where your team understands that they don’t have to report petty problems to you. It could be small issues perceived by customers, small issues affecting day-to-day operations or even issues that employees have against each other or the company. It is okay to let your team deal with these issues on their own, in accordance with the playbooks and systems you have put in place.

    Actionable insight: Define what should be considered minor and what is critical in terms of the business. For small items, let the team decide what is best. If they know you trust them to solve these problems, they will, and you can spend more of your time on strategic planning and development.

    5. Define priority levels: What’s truly urgent?

    When everything is a fire, nothing becomes a priority to deserve the attention of a fire. There will always be competing priorities in any organization, and therefore, one of the toughest tasks is to know what is critical, what is important and what is less critical.

    If your team is still foggy on this, they will come to you with all sorts of things, just in case. To overcome this, you need to establish priority levels within your team. Set standards for what can be considered a high-priority area as opposed to a low-priority one. Emergent issues should be taken into your attention, whereas the rest of the problems must be solved based on protocols and procedures.

    Actionable insight: Discuss with your team members and try to divide various kinds of problems by their importance. Emergent issues could be any matter that is critical to customers or the safety or financial health of the business. The rest should be left to the team or addressed at your next meeting. In this manner, the team is aware of what really requires your intervention and what can be managed by them.

    6. Focus on long-term solutions, not quick fixes

    In many cases, instead of solving the root of the problem, we are quick to address the issues at hand and provide a quick solution. This is where many businesses end up being in a constant state of firefighting. Instead, motivate your team to develop a long-term perspective toward the problem.

    Instead of quickly patching up a problem, ask them to look deeper: What led to this problem, and how can it be avoided in the future? Long-term solutions may take longer at the beginning, but they help to save countless hours and headaches in the future. When your team is working on sustainable solutions, your business operations will be better, and you won’t find yourself having the same issues repeatedly.

    Actionable insight: Remind your team members to always look beyond the surface of their tasks. Tell them to search for the root causes of issues and identify methods that can be employed to solve such issues and ensure that they do not happen again. This way of thinking will help eliminate many of the trivial problems that arise and give you more time to focus on the important questions.

    Related: 3 Leadership Secrets That Lead to Team Empowerment

    A leader’s role is not to be the one who solves all the problems that arise in the organization. It is to create a team and a system in which difficulties do not turn into issues in the first place. Thus, by writing crisis playbooks, giving your team more freedom, introducing early alert systems and working towards the future, you can take your attention off of mere survival and put it on success.

    Finding solutions is crucial, but finding ways to avoid problems is revolutionary. It is better to dedicate more time to leadership and planning and enable your staff to deal with problems proactively on their own. The result? A more efficient and empowered team — and a business that feels like one seamless unit.

    Chris Kille

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  • How Accountability Fuels Personal and Professional Growth | Entrepreneur

    How Accountability Fuels Personal and Professional Growth | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    “[He/she/they] that is good for making excuses is seldom good for anything else.” — Benjamin Franklin

    “The [person] who complains about the way the ball bounces is likely to be the one who dropped it.” — Lou Holtz

    “Wisdom stems from personal accountability. We all make mistakes; own them…learn from them. Don’t throw away the lesson by blaming others.” — Steve Maraboli

    Early on in my career, I made mistakes. Lots of them. It wasn’t out of malice or intent, it was simply a lack of experience. In everyone’s career and personal life, they are going to make mistakes. It’s part of the learning process and, quite frankly, the only way you are assured to eventually succeed. Truthfully though, it’s not the mistakes that matter. It is how you react to them. Your inner monologue, without fail, will tell you to explain yourself, to place blame and to minimize your participation — the goal being to limit the damage and walk away unscathed. I will let you in on a little secret: This is the worst thing you can do.

    Related: 3 Ways Owning Your Mistakes Will Make You Powerful

    Saying you’re sorry is hard, necessary … and important

    How many times in the past week, month or year can you remember saying “I’m sorry” to someone for something you have done? What was the reaction? There are simply very limited angry responses to someone who genuinely and reflectively says “I’m sorry.” It establishes remorse, but also acknowledgement. An acknowledgement of the failure. An acknowledgement of the action. An acknowledgement of the poor outcome. And remorse for the same. It can instantly mend relationships and allow you to move forward and progress. It also diffuses the situation.

    Trying to explain will only exacerbate the problem

    In contrast, attempting to explain away your failures invites the exact opposite reaction. Every time you explain why something wasn’t your fault, it’s easier to demonstrate why it was. Every time you place the blame on someone else, it opens the door for a more direct critique of your actions. Additionally, I think you will find that every time your deflections are redirected your way, they will get more intense, more angry and more likely to personally impact you in an adverse way.

    Saying you’re sorry is exercising personal accountability and demonstrating strength. Blaming others is just opening a window into your weakness.

    Personal accountability is, however, very difficult. It requires you to look at yourself critically. It requires you to stare failures in the face and ask yourself how and why they happened. It requires you to improve. Deflecting, on the other hand, simply requires you to make an excuse, whether truthful or not. There is no reflection necessary, simply an overwhelming desire to bury the problem and to move on. The problem is, you will likely move on to your next failure because, without critical reflection, you simply aren’t driving yourself to improve.

    Related: Are You Sabotaging Your Success by Blaming Others?

    There are simple, yet critical, ways you can practice personal accountability

    So, how do you turn these ambiguous theses into action? There are a number of ways:

    • In everything you do, take pride and put in effort: If you don’t care or you’re going to half-ass the assignment, find something else to do, whether it’s a personal project or professional one. The only way to consistently avoid failure is to put all of you into the things you do. Pride shows. Laziness and listlessness do as well.

    • Ask for feedback and embrace the negative: Everyone wants to go into a review and hear nothing but accolades. And, quite frankly, for your boss, it’s easier to highlight the good than lament the bad. Because of this, there is often a failure of leadership as well during these meetings. It’s great to hear what you’ve done well, but it’s absolutely necessary to learn what you have not. Before any feedback session ends, you must ask, “What can I do better?” The answer will never be “nothing,” and you will improve because of it.

    • Look critically at your work: Step outside yourself and ask, “If I was someone else, would I be impressed by this?” This is hard reflectivity. That said, if you put pride and effort into your work, you’ll likely answer the question with a resounding “yes.”

    • Never blame others: Let’s remove issues of unfair bias and/or personal vendettas. The truth is, if blame is being laid at your feet, you likely had something to do with it. Accept and embrace the responsibility. Say you’re sorry. Promise to improve. And then go improve. I promise you there is going to be some discomfort when you do this. I also promise the discomfort will be shorter and less painful than it will if you start deflecting the blame, even if it is warranted.

    • Trust others and be a good person: When you trust others and treat others well, you will find you’re not alone when mistakes are made, and you will rarely be the object of blame from those who don’t practice personal accountability.

    • Learn from those around you who are personally accountable and ignore those who aren’t: Becoming personally accountable is difficult. But the best of those around you will show you the way. They will be the leaders in your professional environment. Emulate them. Ask them questions. And when you see those consistently casting blame and trying to absolve themselves of their mistakes, ignore them. They won’t be around long.

    Related: The Real Reason You Struggle With Accountability — and What You Can Do to Master It

    I’ll be honest, maybe it’s that I’m getting old, but it seems unequivocal to me that personal accountability is decreasing. Maybe in this digital age and with the increase in remote work, it’s just easier to be dismissive and hide your mistakes. But “getting away with something” isn’t really getting away with something. Karma is real, and I think you’ll find that it comes back around with a vengeance. In contrast, exercising personal accountability will almost always land you in good stead. I’ve made a lot of mistakes in my career, and I can say, unequivocally, it is only because I’ve failed that I have succeeded.

    Collin Williams

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  • Unlock the Strategy to Building a Thriving and Scalable Sales Team | Entrepreneur

    Unlock the Strategy to Building a Thriving and Scalable Sales Team | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Success in sales isn’t just about meeting quotas. It’s about fostering a culture where teams thrive, customers are delighted and growth is sustainable. Yet, many organizations struggle to strike the right balance between scaling their sales operations while ensuring the happiness and effectiveness of their teams.

    So, how do organizations cultivate happy, scalable sales teams and strike the right balance for success? Some core elements contribute to a fulfilling and successful sales environment.

    Related: Don’t Scale Your Sales Team Until You’ve Done These 4 Things

    Defining “happy” in sales processes

    All too often, when we meet with prospects, we encounter salespeople who feel overwhelmed by the pressures of their roles. The stress of meeting quotas and generating leads can take a toll on their well-being and effectiveness. Salespeople without clear direction and support from leadership cannot succeed. They may struggle to navigate these challenges effectively without guidance. Happiness in sales extends beyond hitting targets and growing the bottom line. Here are some of the competencies we’ve seen in happy, successful sales teams:

    Individual/team effort and efficiency: How much effort does it take to get the deal done? Minimizing manual tasks and streamlining processes can help alleviate stress and improve productivity across the organization.

    Transparency and support: Are sales reps given the direction and support they need to succeed and maintain traction? Obtaining clear guidance and resources from leadership is crucial to growth.

    Sales cycle length: Is the sales cycle overly prolonged and unnecessarily complicated? By shortening the cycle through efficient processes and effective lead management, companies can reduce stress and increase success rates.

    Leadership satisfaction: Are leaders equipped with the insights they need to make informed decisions? Having visibility into the sales pipeline and performance metrics is essential for effective planning and resource allocation.

    Related: 4 Ways to Stop Getting Distracted and Start Hitting Goals

    Addressing common sales pain points

    We work across a very wide range of industries, everything from manufacturing, distribution, SaaS, finance, healthcare, environmental, professional services and a long list of many others. My company has visibility into multi-departmental and cross-departmental alignment (teams from 1 to 500-plus people), and let it be known — no two sales processes are the same, even when it is within the same industry targeting the same personas. The irony is regardless of size, there is this misconception that because an organization is large, they have everything organized, mapped out and process-driven. Simply put, that’s not always true. Think of it this way: more people, more moving parts, more risk — more room for error.

    We see sales teams structure across territories, business development representatives (BDRs) versus account executives, and sales teams focused on channel versus direct, all of which influence the sales process, hand-off and efficiency for the likelihood to close. One of the best parts is because we are exposed to so many business models and processes, we get to see the best of the best and also easily identify how to improve someone’s process through automation.

    When we get down to the root of the issue, many sales teams face common challenges that hinder their ability to reach their full potential. The most common ones we see are:

    Sales and marketing misalignment: Miscommunication and friction between sales and marketing teams can lead to missed opportunities and finger-pointing, and no one wants that. Open dialogue and collaboration are key to bridging this gap.

    Lack of transparency and reporting: Without robust reporting systems, sales teams may struggle to track progress and identify areas for improvement or clear trajectories for closing deals faster. Transparency in reporting fosters accountability and enables data-driven decision-making on both the marketing and sales sides.

    Resistance to automation: Some sales teams resist adopting automation tools for fear of added complexity or a belief that it will replace human interaction. However, automation can streamline processes, free up time for more meaningful interactions with customers and focus on things a machine cannot do, like close the deal.

    Strategies for scaling sales success

    It saddens me to see talented individuals facing such challenges because they are good salespeople. There is something special about sales. I love their ability to connect with others, come from a place of help in the sales process, and sell collaboratively as a team. They have a super special people-focused gift, and I love to see them flourish and thrive in their roles.

    The concept of success is to remove any frustrating friction points or manual tasks that suck the life out of that salesperson’s main focus, closing the deal. They are measured and paid for this. If you want to lose a great salesperson, watch them continue to miss quotas, become frustrated because they aren’t reaching their financial targets and leave to go to another organization. Things like updating properties in a CRM, manually adding a new lead, sending a reminder email without automation, follow-up documentation, enrolling them in your marketing materials, and so, so many other things that quite frankly distract and wear down a salesperson.

    I’ve seen thriving salespeople succeed in one organization with structure and move to another and miss quotas monthly because they were not given access to the same tools. To build a happy, scalable sales team, organizations should consider the following strategies to keep everyone focused on the big picture —happiness.

    1. Start with setting clear goals: As an organization, defining clear, measurable goals and regularly communicating them to the team is by far the most common misstep we see in organizations. Many times, it can seem like two organizations are functioning within one organization if this is not followed. Teams should break down larger objectives into smaller, actionable steps to keep everyone aligned and on track.
    2. Openly embrace technology: Teams and individuals should leverage automation tools and CRM platforms to streamline processes, improve efficiency and enhance visibility into the sales pipeline. This is not designed to replace humans but to augment activity.
    3. Encourage cross-departmental collaboration: Foster a culture of collaborative team selling between sales and marketing teams. By encouraging open communication, knowledge sharing, and alignment on goals and objectives, organizations can reach goals faster, with less stress and greater rewards. Some examples include adding infrastructure that encourages shared reporting, dashboards, and weekly alignment meetings across teams.
    4. Invest in continual training and development: Organizations should provide ongoing training and development opportunities to empower sales reps with the skills and knowledge they need to succeed. These can be done through internal resources or a third party. Training should not be one-and-done.
    5. Prioritize personal well-being: It’s crucial to recognize the importance of work-life balance and prioritize the well-being of sales team members. Companies can do this by celebrating successes, providing support and offering resources for managing stress and maintaining mental health. It goes a long way in finding happiness inside and outside of work.

    Remember, building happy, scalable sales teams requires a combination of clearly defined goals, effective ongoing communication, technological innovation and a supportive, open culture. Organizations that face addressing common pain points head-on and implementing proactive strategies can create an environment where sales teams thrive, customers are delighted, and business growth is sustainable (while still tracking up). It’s time to unlock the full potential of your sales team and drive success in the competitive marketplace.

    Jennelle McGrath

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  • How to Build a Workplace Culture Centered on Love, Abundance and Purpose | Entrepreneur

    How to Build a Workplace Culture Centered on Love, Abundance and Purpose | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In recent months, the job market has sent mixed signals, particularly for college graduates. According to the Bureau of Labor Statistics’ latest report, the pace of hiring is down to levels not seen since 2009 in business and professional services. Unemployment rates for recent grads have risen, challenging young professionals to find positions that offer more than just a paycheck. As companies grapple with inflation and economic uncertainty, many leaders are shifting focus to build workplace cultures that foster loyalty and fulfillment beyond financial compensation.

    This shift is especially relevant for companies employing Generation Z, a generation deeply affected by mental health struggles linked to financial stress. How can companies create an environment that thrives beyond monetary incentives?

    Use the framework below to build a workplace culture centered on love, abundance and purpose.

    Related: Why You Must Stay Focused on Your Culture in Times of Economic Uncertainty

    1. Shift from scarcity to abundance mindset

    Most organizations operate under a scarcity mindset, constantly focused on bottom lines and immediate targets. This fear-driven approach can stifle creativity and limit an employee’s sense of belonging. To transition to a culture of abundance, leaders must first acknowledge that fostering genuine care and connection with their team is essential. One practical step is to take a “Clarity Break” — a dedicated time for leaders to reflect on their business and the culture they want to create, away from the daily grind.

    At EOS Worldwide, I emphasize treating employees as individuals with unique talents and contributions, aligning them with the company’s larger vision. This shift to abundance helps boost morale and encourages innovation, allowing employees to thrive beyond the confines of monetary incentives.

    2. Align your team with a shared vision

    A key to fostering commitment in the workplace is ensuring that employees are aligned with the company’s mission and long-term goals. People are far more motivated and engaged when they understand how their daily work contributes to a greater purpose. My business, for example, uses tools like Rocks, the 1-Year Plan, 3-Year Picture and 10-Year Target to ensure all employees have a clear sense of the company’s future and their role in achieving it.

    When employees see how their individual roles directly contribute to the company’s larger vision, they feel a deeper sense of purpose and ownership. Leadership also regularly communicates how their work ties into long-term goals and provides specific examples of how their efforts are moving the needle. This strategy helps increase motivation and fosters a stronger sense of belonging as employees understand they are integral to the organization’s success.

    3. Foster open, honest communication

    A workplace culture based on love requires open and transparent communication. Leading with heart isn’t always easy — it involves navigating tough conversations and addressing uncomfortable issues head-on. By fostering an environment of open dialogue, leaders can build trust and ensure that employees feel seen, heard and valued. It’s about thinking through the lens of the greater good and having genuine care and concern for all involved and impacted.

    Take Microsoft as an example. Under CEO Satya Nadella, the company underwent a significant cultural shift, prioritizing empathy and collaboration. This change in leadership style has made Microsoft a leader in innovation and employee satisfaction, demonstrating that when workers feel they are part of an open, supportive environment, they bring their best ideas to the table.

    Related: Open Conversations Are Often Stifled at Work — Here’s How to Break That Silence and Reach Your True Potential

    4. Encourage work-life balance and time for passions

    Abundance isn’t just about what happens within the workplace; it’s also about enabling employees to live fulfilling lives outside of it. A well-rounded culture must provide fair compensation and allow employees to pursue personal passions. At EOS Worldwide, employees are encouraged to read EOS Life, which offers advice on how to do what they love with people they love while making time for personal growth. Whether traveling, pursuing hobbies or contributing to nonprofits, this philosophy nurtures a more fulfilled and balanced workforce.

    This concept is also embraced by companies like Google, which allows its employees to spend 20% of their time on personal projects. Many of Google’s most successful products, including Gmail, originated from this policy. By encouraging employees to invest in their passions, companies can cultivate a more creative and engaged workforce where people feel valued for more than just their work output.

    5. Celebrate your people, not just their work

    Finally, building a culture of love and abundance means recognizing employees as people first. Celebrating individual milestones, personal achievements, anniversaries, upcoming weddings, births of new babies and non-work contributions can enhance the sense of community within a company. Work-life harmony isn’t about perfect equilibrium every day — it’s about harmonizing the demands of work and life in a way that allows employees to flourish in both. At EOS Worldwide, my team celebrates components of daily life in channels such as “pets-of-EOS,” “children of EOS,” “happy-place,” and “podcast-lovers” with pictures, videos and shares.

    Take a page from Southwest Airlines, which is known for its people-first culture. They don’t just recognize professional accomplishments — they celebrate personal milestones, too. By acknowledging the whole person, not just their work, Southwest creates an environment where employees feel truly valued, which in turn drives loyalty and satisfaction.

    Entrepreneurs can apply this by building recognition into their own companies, from small celebrations of personal wins to regular check-ins on employee well-being. This focus on individuals can lead to higher retention and improved team morale, boosting overall company performance.

    Related: Unlike Raises, You Can Afford to Give Your Team All the Recognition and Praise They Have Earned

    By embracing a culture of love and abundance, leaders can create workplaces that transcend the limitations of financial incentives. This approach aligns employees with the company’s mission and fosters an environment where they feel deeply connected and fulfilled. Through heart-led leadership, transparent communication and a focus on personal passions, companies can ensure that their teams thrive at work and in life.

    Kelly Knight

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  • How to Choose Your Battles Wisely at Work | Entrepreneur

    How to Choose Your Battles Wisely at Work | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Several years ago, I was involved in a professional conflict that consumed all my energy, focus and time. I was working with a colleague I had known for years. It was an important project to me, and part of it became a point of contention between us. I passionately believed that my approach was the right one, and I was determined to see it through. My colleague disagreed and felt her approach was more robust than mine.

    The more I pushed, the more resistance I encountered. Our meetings became tense, the emails we exchanged seemed filled with increasing sharpness and the project’s progress slowed to a crawl. It wasn’t just about the project anymore; it felt like a personal battle I had to win. I was convinced that if I didn’t fight for this, the entire project would fail, and I would wonder what could have been.

    However, as the weeks dragged on, I realized that this battle was taking a toll on the project and me personally. My stress levels were through the roof, my relationship with my colleague was deteriorating and the project that we had been so excited about turned into a source of dread. The breaking point came when I confided (okay, complained) to a trusted friend who asked, “Is this fight worth it? What are you trying to win here?”

    That question hit me like a ton of bricks. I had become so focused on winning the battle that I lost sight of the bigger picture. Ultimately, I had to step back, reassess and make the difficult decision to let go of my stance for the greater good of the project and my relationship with my colleague. It wasn’t easy, but it was the right decision.

    That experience taught me a crucial lesson about leadership: not every battle is worth fighting. As leaders, we must learn to choose our battles wisely, knowing when to push forward and when to let go.

    Here’s how I approached this delicate balancing act.

    1. Evaluate the impact on the bigger picture

    One of the most important considerations when deciding whether to fight a battle or let it go is understanding the impact on the bigger picture. Will winning this battle benefit the project, the team or the company in the long run or is it more about personal pride?

    Leaders who consistently focus on the bigger picture rather than getting bogged down in minor details seem more likely to navigate complex challenges successfully. I’ve watched other leaders gracefully step back even when I knew they believed they were right in that situation. It’s essential to stop and assess whether the battle you’re fighting is aligned with the project’s overall goals and vision.

    Related: 3 Signs You’re Letting Pride Get in the Way of Being Successful

    2. Assess the possible cost of the battle

    Every battle comes with a cost—time, energy, relationships or resources. Before engaging in any conflict or disagreement, it’s essential to weigh these costs against the potential benefits. In my case, the price was the deterioration of a long-standing relationship with my colleague and the stagnation of the project’s progress.

    Research from the University of California (their various studies on conflict and leadership) found that leaders who weigh the costs of conflict before engaging in one are more effective in maintaining a cohesive team and driving long-term success. This means you should consider the immediate fallout and the long-term consequences of engaging in a battle.

    3. Determine what’s truly at stake

    It’s easy to get caught up in the heat of the moment and lose sight of what’s really at stake. Is this battle about a critical issue that will significantly impact the success of the project or company, or is it more about your ego and proving your point is correct?

    In my experience, many uncomfortable situations that seem important now are driven by personal pride rather than business necessity. By stripping away the emotional layers, you can focus on what truly matters. I have found that when I focus on objective outcomes rather than emotional satisfaction, I’m more successful in conflict resolution and decision-making.

    4. Recognize when to let go for the greater good

    Sometimes, the best decision a leader can make is to let go. This doesn’t mean giving up; it means recognizing that your energy and resources might be better spent elsewhere. Letting go can be an incredibly difficult decision, especially when you’ve invested a lot of time and effort into a particular project, but it can also be the most strategic move.

    In the end, letting go allowed me to refocus on the larger goals of the project and rebuild the strained relationship. Letting go when necessary makes one more adaptable and better equipped to lead, a key trait of successful leadership.

    Related: Conflict Is Inevitable But Necessary. Here’s How to Stay Calm During an Argument and Rebuild Afterward.

    5. Learn from the battle

    Whether you fight a battle or let it go, there’s always a lesson to be learned. It’s crucial to reflect on the experience, understand what worked and what didn’t, and apply those insights to future decisions. Every battle, win or lose, is an opportunity for growth and learning.

    An article from the Center for Creative Leadership stated that leaders who regularly reflect on their decisions and learn from their experiences are more resilient and effective in their roles. This practice of reflection helps in making better decisions in the future. It also enables you to look at things differently — ensuring you’re not just fighting battles but choosing the right ones.

    Looking back on that challenging time when I was butting heads with my colleague, I realize that learning how to choose my battles was a valuable lesson in my leadership journey. It’s easy to get caught up in the details and fight for every inch while losing sight of the larger goals. However, authentic leadership is about making strategic decisions that benefit the team and the project.

    As leaders, we must step back, assess the situation clearly and decide when to push forward and when to let go. This isn’t about avoiding conflict or backing down; it’s about being wise, strategic, and focused on what truly matters. By choosing our battles wisely, we can lead more effectively, build stronger relationships and achieve greater success.

    Ultimately, the battles we choose to fight — and those we choose to let go — define us as leaders. It’s in these deciding moments that we demonstrate our true leadership capabilities.

    Lauren Hirsch Williams

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  • VP Exec’s Top Tips for Negotiating and Relationship-Building | Entrepreneur

    VP Exec’s Top Tips for Negotiating and Relationship-Building | Entrepreneur

    Karen Brodkin, co-head of William Morris Endeavor (WME) Sports and executive vice president at Endeavor, oversees the representation of some of the biggest names in sports, spanning the NFL, NBA, MLB, tennis, golf, soccer, Olympic and action sports, and more. She’s closed hundreds of deals with partners across every distribution platform over the course of her 20-plus-year career.

    Image Credit: Courtesy of WME Sports. Karen Brodkin.

    However, Brodkin’s path to her current position “wasn’t a straight line,” she tells Entrepreneur, but “a winding road.”

    Related: I’ve Negotiated High-Pressure, Multi-Million-Dollar Deals for Artists Like Bruno Mars and Enrique Iglesias — Here’s the Strategy That Always Helps Me Win

    Brodkin spent five years as an entertainment attorney at two Los Angeles-based firms before she joined FOX Sports Media Group, where she oversaw deals with the NFL, MLB, NBA, NASCAR and more as executive vice president of business and legal affairs.

    “When you push away from the table, both sides have to feel [that] they got enough.”

    Needless to say, Brodkin has learned a lot about the art of negotiation over the years — and has some time-tested tips for success.

    First, do your homework before the meeting. “When we are working with the client, whether it’s with the incumbent partner or when we’re going to market, we always come in prepared,” Brodkin says.

    Next, prioritize what you want to get out of the negotiation — and don’t forget to leave space for give and take. “I always say, ‘When you push away from the table, both sides have to feel [that] they got enough that they feel good about the deal,’” Brodkin explains.

    Related: The Art of Negotiation is Misunderstood. Here Are Some Lesser-Known Tactics I Use to Win.

    That also means leaving a “win at all costs mentality behind,” according to Brodkin.

    “We work with our clients to figure out what’s most important,” she adds. “And then you have to get into a back and forth with the other side where you have to be transparent: ‘This is what we really need. Tell me what you really need.’”

    Finally, don’t underestimate the power of building strong relationships.

    “I want to have a relationship with the other side of the table that was born before we were in the middle of this deal, where there’s trust, respect, transparency and, in the best case scenario, a friendship,” Brodkin says. “Sports is a relationship business. Some of these people have been in the business as long as I have, and they’re not going anywhere.”

    Related: How to Build and Sustain Deep, Meaningful Business Relationships (and Why It’s the Key to Long-Lasting Success)

    “I wake up in the morning thinking about the WME Sports business unit, and I go to bed thinking about it.”

    A commitment to fostering positive relationships also extends to Brodkin’s own team at WME Sports.

    “I think about [how to manage my team effectively] every bit as much as I do about the dealmaking side,” Brodkin says. “I’m not looking for kudos. I have no judgment for how anybody else at this company or other companies leads. That’s what works for me: I wake up in the morning thinking about the WME Sports business unit, and I go to bed thinking about it.”

    Brodkin strives to be an honest, accessible leader who isn’t afraid of hard conversations, keeps empathy at the fore and gets to know people on a personal level. She also aims to empower the members of her team.

    Related: Stop Lying to Your Team — And Yourself. Try Radical Honesty Instead.

    “I don’t try to micromanage,” Brodkin explains. “I just want them to know that I’m there to be their sounding board, their safety net, the person that advocates for what they need or for them personally. But I’m never going to know as much as they know about their business.”

    “We’re definitely open for business if other people want to hop on board.”

    Brodkin says she’s proud of the culture she’s helped build at WME Sports—and some days, she even feels “like the chief culture officer of WME Sports.” She notes that a strong culture benefits not only employees but also clients.

    Brodkin looks forward to expanding the WME Sports brand and seeing the organization’s young team members succeed.

    “We have an unbelievable bench of young agents,” Brodkin says. “We’re definitely open for business if other people want to hop on board. I’m excited about where we are and excited about where we’re going. I’m not done yet. We’re not done yet.”

    Amanda Breen

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  • You Need to Listen More to Lead Better — 5 Tactics for Leaders to Bridge the Communication Gap With Their Team | Entrepreneur

    You Need to Listen More to Lead Better — 5 Tactics for Leaders to Bridge the Communication Gap With Their Team | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    All leaders know that communication is critical to an organization’s success. But often we fail to bridge the gap between senior executives and our front-line team members to truly get a pulse of what is happening across an organization. This disconnection is heightened in hospitality and healthcare, where we work in direct contact with customers or care for patients’ health and wellness. As a result, it causes issues like:

    • Leaders without a clear or accurate understanding of their front-line teams’ challenges.
    • Decisions being made by the C-suite that do not effectively address those challenges.
    • A lack of trust between leaders and teams.
    • Disconnection between culture and action.

    The solution is simple. As the president and CEO of AtlantiCare Health System, I’ve learned that stepping outside my office, the boardroom or senior leadership meeting and engaging directly with team members across the organization is what matters most. I spend time in our hospitals and at our practice locations, without an agenda or formal itinerary, to learn about their work and their challenges.

    Leadership axiom: Business moves at the speed of relationships.

    Here are my five leadership tenets to build relationships with a lasting and positive impact.

    Related: Why Executives Need to Roll Up Their Sleeves and Work ‘in the Trenches’ of Their Companies

    1. Always be present

    When I first started walking the hospital floors after my appointment, one senior nurse remained elusive, regardless of the hour. It was clear she was avoiding me.

    When I would go left to talk to her, she would go right. When I would go right, she would go left. So, I just kept returning during her shifts. Eleven at night on a Saturday or 2 a.m. on a weekday — it didn’t matter. She is a well-liked and highly respected nurse, and I knew her insights would offer tremendous value. Then, finally, one night, she walked over and shook my hand. She said: “Okay, I appreciate you being here. Especially during the overnight shift. Let’s talk.”

    Leadership axiom: Presence is the foundation of influence.

    It can take time and persistence to establish connections, but the commitment is worthwhile. So, make the effort, have skip-level meetings and walk the floors. What you hear will be eye-opening.

    2. Fostering trust and leading with emotional intelligence

    My purpose in establishing a connection with the senior nurse was about making positive change and easing the pain points the team was experiencing, but I needed her help to understand those opportunities. Building trust through a transparent leadership style allows for mutual understanding of the realities the team faces and, in turn, what leadership is trying to accomplish.

    Leadership axiom: Transparency builds trust, and trust forms great relationships.

    Relying on outside consultants to tell leaders what team members are thinking is counter-intuitive to building relationships. I pride myself on being open about what is driving the decision-making process and engaging people to co-create solutions. Yet trust can still be broken if transparency reveals problems that don’t get fixed, which is why the next point is so important.

    Related: I Invited My Employees to ‘Ask Me Anything.’ Here’s What I Learned.

    3. Reducing administrative burdens to empower teams

    In healthcare, human connection is mission critical. However, team members’ responsibilities also include adhering to procedures and managing paperwork, which can occasionally be challenging — and many other industries have similar challenges.

    Leadership axiom: A leader’s responsibility includes the unburdening of unnecessary tasks.

    Leaders must remove barriers that prevent team members from focusing on their core roles. So, consider implementing these operational efficiencies:

    • Investing in technology to simplify daily tasks and activities.
    • Removing box-ticking tasks such as generating reports that are completed simply because “that’s how it has always been done.”
    • Removing training modules unrelated to team members’ roles.
    • Eliminating the culture of including everyone in meetings; only involve those who need to be present. If the information can be shared via email, a meeting isn’t necessary.

    4. Building forums for stakeholder feedback

    At AtlantiCare, active listening is key to our success. Along with my leadership team, we seek out opportunities to bring team members together, building forums and councils for them to share feedback and engage in honest dialogue.

    Leadership axiom: The only capital a leader has is the willingness of their team members to contribute.

    So, encourage your leadership team to conduct skip-level meetings to gain broader insights and strengthen organizational connections. But for these forums to be successful, we must:

    • Ensure that team members have a stake in the process when implementing new programs or policies.
    • Encourage team members to suggest what they would do differently or how they would improve things.
    • Incorporate front-line insights into decision-making.

    5. Creating a culture of problem-solving by always asking ‘why’

    Active listening is a cornerstone of developing a culture of problem-solving and continuous improvement. We need to challenge legacy thinking and processes by asking “why” — and then asking “why” again to empower acute curiosity.

    Leadership axiom: The solutions often lie within the team, not above it.

    My job isn’t just to hear the challenges my team faces — it’s to empower them with the resources and support they need to solve those problems. So, I suggest:

    • Exemplifying the qualities and behaviors you expect from your team in achieving their goals.
    • Providing unwavering support and resources to team members seeking knowledge and information.
    • Encouraging team members to plan for change like they are its architects.
    • Creating a pipeline of future leaders that makes problem-solving part of their mindset.

    When leaders truly listen, they understand the emotions, concerns and ideas behind the words. This deep level of engagement makes team members feel valued and heard, which in turn boosts morale and productivity.

    Related: Engage and Inspire Your Team by Talking to Them Outside of Formal Settings

    An ongoing conversation

    The moment the senior nurse acknowledged my presence, I felt like I had made a connection. And it is only because of this connection that we can now be transparent and honest with each other, even if it means calling out issues and challenges directly, to drive necessary changes. If business moves at the speed of relationships, the first step is to be present. But you must be consistent and lead by example. This will be the foundation of how to successfully bridge the C-suite and front-line divide.

    Michael Charlton

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  • How to Create and Maintain a Positive and Respectful Work Environment | Entrepreneur

    How to Create and Maintain a Positive and Respectful Work Environment | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    If you’re like me, you may often question where our civility has gone. We encounter rude behavior on our streets and highways. TV talk shows draw audiences by promising high-stakes conflict. Consumers think nothing of berating a retail worker who is just doing their job.

    While certain people can find rude and uncivil behavior entertaining, uncivil behavior is never entertaining in the workplace. Whether co-workers are being deliberately rude or just plain mean, the behavior destroys productivity. Left unchecked by managers, it also drives turnover.

    Because each individual may view uncivil behavior differently, it’s important to define the boundaries before we can attempt to correct incivility in an organizational setting.

    Related: 7 Ways to Create a Friendly Environment at Work

    Defining uncivil behavior

    Employees from many backgrounds and cultures populate today’s workplaces, and managers may struggle to set guidelines for what constitutes proper behavior. In the simplest terms, if an employee feels slighted or undervalued because of the way a co-worker or manager interacts with them, you have a problem.

    Managers who look at their phone during one-on-one meetings are being rude and are silently telling their employees they don’t matter. Employees who chastise co-workers who think differently than them are engaging in uncivil and potentially threatening behavior.

    The negative impact of uncivil behavior

    I learned firsthand how uncivil behavior can bring productivity to a standstill. I was away at a conference with a new employee where we were engaging with potential prospects and important contacts in the industry.

    Suddenly, my phone began to blow up with activity on our corporate Slack channel for senior leadership. After several minutes, with no letup in activity on the messaging platform, I realized there was an emergency — one that was far different from what I could have imagined.

    Two of our senior leaders, whose offices were no more than 20 feet apart, were arguing via text messages. As the argument grew more heated and showed no signs of being resolved, I had to excuse myself from the conference and my new employee, who was also witnessing everything in real time on Slack.

    What I needed most at that moment was for my two leaders to come to an agreement and return to productive work. I instructed them to walk down the hallway, get together in person and resolve the conflict. They did. And I learned a lesson.

    Having emotionally elevated conversations by email or text is a bad idea. People almost always find it easier to say things in those formats that they wouldn’t say to someone in person. Often, uncivil remarks emerge when the recipient misunderstands, usually due to the lack of vocal tone or facial expression. It is always better to have face-to-face conversations when you can’t agree on something.

    Our rule is this: If you need to write more than a paragraph, have the conversation person-to-person.

    Related: 6 Tips for Helping Employees Work Through Conflicts

    Setting and communicating your boundaries

    After that incident, I established a code of civility at my business. My leaders are expected to set the example for civil behavior. The major tenants of the code include:

    • Everyone deserves dignity and respect regardless of their role in the company, age, appearance, what they did last night or their political allegiances. When you engage in conversation with a co-worker, especially one you’ve disagreed with in the past, be intentional about maintaining civility in your remarks. Your job title is not a license to be condescending; it’s a responsibility not to be.

    • Always assume positive intent. When you encounter a dispute, or you believe an employee may have done something wrong, proceed slowly. Allow them to explain, whether it’s a co-worker or a member of your team. Instead of reacting emotionally and making a tense situation worse, listen closely. You may learn that you’ve read the situation incorrectly.

    • Don’t get furious, get curious. If you feel tense or anxious, your body is signaling you to ask more questions. When you are trying to diffuse an argument, your goal should be to clearly understand the problem through their eyes before you leap to offering a solution.

    • Speak to the person who is causing, or who can solve, the problem. When one team member has an issue with a co-worker, we encourage them to have the courage to speak directly to that person. “Sideways conversations” lead to gossip and misinformation. And we are also mindful not to make mountains out of molehills.

    • You can’t always control what happens, but you can always control how you react to it in every situation. You may not always be able to make the situation better, but you can always avoid making it worse. Loud or abusive language toward another employee cannot be tolerated.

    I expect all my employees to follow our code of civility and to always be trustworthy in all they say and do. This is mission-critical for management.

    Leaders set the standard for workplace culture

    As a CEO, I make it a point to emphasize civility in my workplace, which means I should be modeling the behavior I want to see. It can be challenging to self-monitor. When I suspect (or realize) I’ve failed, I own it and seek feedback.

    It’s not easy to hear candid feedback, especially from people who aren’t privy to all the information you are. So, I’ve had to learn, rather than responding to their comments immediately, to first thank them for having the courage and candor to offer it.

    Employees will not see you as a weak leader if you project a kind and self-aware persona. They’ll respect you for admitting to your shortcomings as they watch you work to improve yourself. The right managerial mindset can make a huge difference.

    Related: Here Are 4 Ways to Develop a Culture of Respect and Trust

    Maintaining civility in the workplace requires leaders to set examples through their words and actions. More importantly, managers should hire individuals who will be a good fit with a civil workplace.

    At my company, an employee who fits well with our culture and our customers is highly valued. But a team member who contributes to civility in our workplace is invaluable.

    C. Lee Smith

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  • Why Being a More Generous Leader Will Create a More Successful Business | Entrepreneur

    Why Being a More Generous Leader Will Create a More Successful Business | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    It’s a common perception of company culture; images of trendy startups with perks like swag, free snacks and nap pods often come to mind — a scene reminiscent of Google’s early days. However, for us at Market Veep, the value of “give generously” wasn’t initially formally part of our core ethos. It wasn’t until several years into our growth journey that we recognized something crucial was missing.

    Here’s how we stumbled upon this realization: hiring experiences. We brought several individuals on board; it became swiftly apparent that their inclination towards generosity — be it with their time, knowledge or support for colleagues and clients — fell short of our expectations. It became a constant conversation, and we kept thinking, “shouldn’t this just be the standard of how people work with each other?” There was no denying that their values differed greatly from the company’s. It did not make them bad people, but they were not a company culture fit. That’s when it hit us: we needed to make “give generously” a core value formally. It’s now interwoven throughout our entire ecosystem..

    One of my favorite interview questions is, “What is the last nice thing someone has done for you — and on the flip side, what is the last nice thing you have done to brighten someone else’s day?” Some things people have said that made my heart grow three sizes:

    • Made homemade soup for their sick neighbor.
    • They brought their roommate a lunch they had forgotten at home.
    • Spent time with their elderly grandparents cleaning their house.
    • Donating time to the local shelter.

    For me, it’s not about the big gestures. It’s about the small details, the accumulation of many small “cares” that add to an embodiment of kindness and freely giving it. Similar to anniversaries, birthdays and holidays, they come around a couple of times a year — but wouldn’t you feel so special if every day felt like your birthday? Many companies we talk to say I’d love to do that, but I don’t have the budget for that. I’ll tell you a secret: it’s not about the money.

    When we had no budget, we did things such as :

    • Smiley balloons on employee appreciation day on everyone’s chair as a surprise when they come in.
    • Post it notes on their computers.
    • Take off your birthday paid time off.
    • Bike rides around the complex.
    • Pumpkin painting.
    • Halloween contest.
    • Valentine’s Day cards as a team to the people who lived at the senior center.

    Here’s the beauty of it: many times, it’s the free things or minimal expenses that people end up valuing more, finding more profound connections with and building memories off of. There is a huge misconception about saving up to do one to two big things to show your team you love them, but think about all the time in between, months on end, without telling them you care. Would you not tell your kids you love them every day?

    Now, things are different than before pandemic. We had a physical office, so the sky was the limit. Once the pandemic happened, it was a whole new evolution, and learning how to build a team, create happiness and give to them generously without physically being able to hand them something. It also introduced a new obstacle to measuring happiness through a computer screen. It’s a lot easier when you can read body language in person, notice if they are quieter throughout the day, etc., but when we started hiring all over the country, it made it a challenge. The pandemic taught us a lot about generosity and gratitude. As much as it was one of my most challenging times as a leader, it was also, by far, a period that taught me the most. I’ve seen the amazing character of people and their mental strength. Their ability to bind together to find solutions to difficult problems. Their kindness when there are difficult conversations. Their giving spirit when organizations barely had enough for themselves but still continued to support others.

    Even when unsure of what would happen, we promised to continue giving generously because kindness always wins. Someone is always worse off, has more struggles, and needs something you may take for granted daily. Giving generously helps us stay humble and focus on others’ needs above our own. It reminds us we are fortunate.

    • What it looks like now
      • Flexible hours.
      • 45 days off a year.
      • Sabbatical and a bonus for longevity.
      • Half-day Fridays.
      • Cookies in the mail for spotlight moments.
      • A 401k match.
      • Bereavement.
      • Personal time.
      • Happy hour Fridays.
      • Paid volunteer time off.
      • Medical, dental, eye.
      • Life insurance.
      • Health advocate services.
      • Work-from-home stipend.
      • Paid training and certifications.
      • Meditation as a team before the day starts.

    It’s not always about presents — it’s also about understanding where someone is in life. Your team shows up to help each other and the company, but it is not the driving factor of their life. When you see someone struggling, it’s more impactful to say, “Hey, how can I help? It seems like you have a lot going on. It’s just work. We’re not heart surgeons. Please get offline and take care of XYZ.” We’ve had people want to come in a day after a family member passed away, work from their family vacation or take meetings from a hospital. Respect and protect your team’s time, mental health, and boundaries. Give generously to them, and they give generously to your company, your team and your clients. Be their advocate even when they think work is more important.

    Have you considered what your team needs to live a generous life? What makes them feel appreciated? How can your company build deeper relationships and help them live their best lives? Think about the moments in your life where you felt the most cared for, supported and ultimately most appreciated. Because no one ever says, “I want to work someplace where I don’t feel appreciated.” Then, take it one step further and ask your team. Start a dialogue, and you’ll be amazed at how creative and thoughtful the ideas will be. Keep your focus on giving generously, and you can’t go wrong.

    Jennelle McGrath

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  • 3 Qualities That Make Star Employees Stand Out | Entrepreneur

    3 Qualities That Make Star Employees Stand Out | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As the CEO and co-founder of a growing tech company, I’ve had the privilege of overseeing hundreds of employees as they’ve moved through our team. From leading a team of five to managing a robust team of over 150, I’ve seen firsthand what it takes for employees to stand out from the crowd.

    The good news is that standing out is more straightforward and achievable than you might think. Whether you’re angling for a promotion, looking for mentorship or just want to be more recognized on your team, here’s what your boss might be looking for.

    Related: 7 Character Traits That the Best Employees Share

    1. You’re objectively great at your job

    It might seem obvious, but being good at what you do is a huge part of getting noticed. It doesn’t matter if you’re just starting out or if you’re in a management role. Either way, performance is key. There are many factors that help someone stand out, but in my mind, this is the most important.

    If you want to stand out, make sure your KPIs and any other metrics are meeting (or, ideally, exceeding!) your targets and that you’re getting good results in your role. Consistency is also a factor — meeting your targets every once in a while isn’t a substitute for ongoing excellence. The more often you’re earning wins and driving business forward, the better.

    Additionally, showing initiative by identifying problems and proposing solutions can set you apart. Employees who go beyond their job descriptions to contribute their own ideas show a level of commitment that gets noticed. It’s not just about doing your job well — it’s also about taking ownership and showing that you care about the company’s success as much as your own.

    If you’re currently falling short on performance, don’t be afraid to ask for feedback to learn how you can improve. That’s showing initiative, too! And when you do outperform expectations or accomplish something big in your role, make sure to document your success in case you need to share it down the line.

    2. You’re generally well-liked

    Meeting all of your performance criteria is important, but if you’re rude or demeaning to your fellow team members, that doesn’t help you stand out in the right way. Being kind and approachable to the rest of the team (superiors and peers alike) shows that you care about more than just yourself.

    Our culture at Lemonlight really emphasizes having a positive attitude at work, so this is one of the things I notice most. (This can be a great giveaway to what your leaders will be looking for, too! When in doubt, emulating your company values will likely help you get noticed).

    If you have a chance to connect with your fellow team members, offer support to someone who needs it or just be a friendly face in the office or on Zoom, take the opportunity. It’s a great way to feel more integrated with the team and a great way for senior leaders to take notice.

    Related: 3 Key Character Traits That Help Employees Quickly Rise Through the Ranks at Their Companies

    3. You’re eager to learn

    Finally, I really respect and value people who are working on bettering themselves, looking into growth in their role or staying on top of the industry. A genuine desire to be great is noticeable and impressive — and it’s hard to fake!

    People who are eager to learn tend to see mistakes as learning opportunities rather than setbacks. They focus on improving and finding solutions, which is much more productive than dwelling on problems or blaming others. This attitude towards self-improvement tends to lead to better performance, too, so it can work doubly in your favor.

    If you want to stand out, take the initiative to seek out learning opportunities: formal education, online courses or even just reading industry-related articles and books are all great options. Attending conferences, networking with industry professionals and participating in workshops can also help you learn and stay ahead of the curve. You can also check with your manager about what resources they think would be useful to help you grow.

    Being proactive about your development shows that you’re committed to your role and the company. It shows that you’re not just doing the minimum to get by, but you’re actively seeking ways to excel and bring more value to the team.

    Related: 6 Traits of Indispensable Employees

    As I’ve watched our team grow over the years, a lot of things have changed, but these core qualities are always the mark of a great employee. We’ve had plenty of team members — both past and present — who will always stand out to me because they emulated these exact qualities.

    If you’re looking for recognition, focus on these elements. Being great at your job, being well-liked and having a thirst for knowledge are what get star employees noticed. Embrace these elements, and you’ll be well on your way to making a lasting impression and achieving your career goals.

    Hope Horner

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  • Walmart Employees Push Back Against Return-to-Office Mandate | Entrepreneur

    Walmart Employees Push Back Against Return-to-Office Mandate | Entrepreneur

    Walmart announced in May that it would require hundreds of remote workers to work in person at its Bentonville, Arkansas corporate headquarters, and other hubs in Hoboken, NJ and Northern California. A new Bloomberg report shows that employees pushed back on the return-to-office (RTO) mandate in a companywide Zoom call, and some chose to quit.

    On the call, one participant said the RTO policy was “a bunch of bullsh-t” and others expressed concerns about life in Arkansas, childcare, increased work, and their partner’s jobs being affected by the move.

    Related: Survey Says C-Suite Executives Secretly Hoped Employees Would Quit After Implementing Return-to-Office Mandates

    One Walmart employee told Bloomberg that he decided to leave the company instead of relocating on short notice.

    Walmart’s Chief People Officer, Donna Morris, told the publication that the majority of employees are choosing to return to the office. Employees had to tell Walmart by July 1 if they were planning to relocate and make the move by October 31.

    Employees who can’t make the move will have to leave the company between August 2024 and January 2025, per Bloomberg.

    Walmart CEO Doug McMillon. Photographer: David Paul Morris/Bloomberg via Getty Images

    Walmart isn’t the only company to implement a strict RTO policy. Salesforce announced last month that employees across departments have to come into the office, weeks after laying off 300 employees. Bank of America threatened “disciplinary action” for employees who have not had an in-person presence in the office.

    Related: Walmart to Lay Off Hundreds of Employees, Relocate Remote Workers Back to the Office

    Dell asked employees back to the office and said that those who didn’t would not be promoted. In May, Dell began tracking employee badge swipes and said it would consider the metric when determining how employees were reviewed, rewarded, and compensated.

    A July survey from Bamboo HR showed that C-suite executives secretly hoped that RTO mandates would prompt employees to quit and bring voluntary turnover. Bamboo HR called RTOs “layoffs in disguise.”

    Related: Dell Is Labeling Hybrid Employees With ‘Red Flags’ Based on How Often They’re in the Office

    Sherin Shibu

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