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Tag: Employee Experience & Recruiting

  • Retention Starts on Day One — And It’s on Leaders, Not HR | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Research shows that 70% of new employees decide whether a job is the right fit within their first month, including 29% within the first week. Despite this, the conversation around employee retention in many companies starts far too late.

    It often begins only after people have already disengaged and are considering leaving. At that point, HR may step in to address concerns and offer perks that were previously overlooked, but by then, it’s frequently a last-ditch effort.

    These late-stage actions have their place, but the decision to stay or leave is ultimately driven by the leadership people experience every day. Employees stay when they are led well, when they are hired into teams that work, when they trust the tone and consistency of their leaders and when what the company says matches what they live.

    It is observed that 70% of the variance in team engagement, which defines the employee experience, comes from managers. However, most often, leadership treats culture and retention as HR’s function instead of taking ownership of delegating trust.

    But if you want a team that people want to stay on, leadership has to build it every day from the very first hire.

    Related: This Is the Retention Strategy You’re Probably Overlooking

    Why companies get this wrong

    I’ve worked with countless leaders who want to build great teams. But wanting that and knowing how to do it are two different things. Most of us are never really taught how to create an environment where people choose to stay and do their best work. More often, we figure it out on the fly, after years of trial and error.

    And what ultimately shapes that experience is not a formal culture program. It is the everyday signals leaders send, who they choose to hire, how teams are built and how they respond when things go well and, more importantly, when they don’t.

    These are the cues people watch as they tell them what the company values and whether they can see themselves growing here.

    It took me years of pattern-spotting to see which leadership habits improve retention. Five, in particular, have stayed with me as practical ways to do that work. They might help you as well.

    Related: Your Retention Crisis Won’t End Until You Make This Shift

    Practice 1: How you hire determines who stays

    Hiring still relies too heavily on technical skills, which is the easiest part to measure. But it’s not a lack of skills that drives people out the door; it’s a poor fit for the role or the culture.

    When employees leave, they usually explain that the job was not what they expected or that they could not see a future for themselves. Those are hiring mistakes, not performance problems. The people who last see meaning in the company’s direction and feel the team is a place where they can grow. Skills may open the door, but alignment and motivation make people stay.

    Practice 2: How you shape the team determines how it performs

    Every new hire reshapes the team you already have. The wrong hire, even a skilled one, can weaken trust and make collaboration harder.

    A strong hire can lift the team by bringing balance and energy. The difference is not always visible on day one, but over time, it shows in how the team communicates and performs. That is why, before hiring, it’s important to examine the team’s state and ask whether this person will strengthen or disrupt its rhythm.

    Practice 3: What you allow becomes the culture

    The culture is defined by what you reward and tolerate, not what you say. You can talk about collaboration in any way you want. But if managers reward individual heroics and tolerate siloed behavior, that’s your culture.

    You can include “innovation” in your values. But if people are punished for small failures or if leaders tolerate endless risk-avoidance, the real culture is fear. If you want to build a culture worth staying in, be honest about what you are rewarding and what you are letting slide.

    Related: Don’t Underestimate the Power of Company Culture — It Matters.

    Practice 4: Leadership attention drives retention

    As companies grow, the distance between leaders and the rest of the organization grows with them. If you do not close that gap with intention, trust begins to fade, no matter how strong your culture looks on paper.

    You will not hold alignment with a memo or an all-hands. What matters are the signals where you spend time, and how you show up when pressure is high.

    People watch most closely in uncertain moments and leave when the leadership they experience no longer matches what they were promised.

    Culture is held together less by proximity and more by deliberate presence. It drifts when leaders stop showing up in ways that keep people connected to the mission and one another.

    Practice 5: Your energy sets the tone

    One thing that took me years to fully appreciate is that your energy is contagious as a leader. What you project through tone, attention, body language, and behavior directly shapes how people around you feel and perform.

    Calm steadiness builds confidence, while restless energy spreads just as quickly. The people who carry your culture most strongly are usually the first to feel it. They pick up on your tone, and their reaction influences the rest of the team. When they sense balance and clarity, they magnify it.

    Therefore, before stepping into a room, decide how you want people to feel and bring that energy with you. Your tone matters as much as your decisions in moments of change or pressure. When people feel steadiness from you, they find it in themselves and give more of their best.

    Related: Keep Your Top Talent with These 3 Employee Retention Secrets

    Retention is earned or lost in leadership

    Perks and HR policies play a role, but can’t compensate for weak leadership. Retention is built in leaders’ everyday work, including who they hire, what they reward, where they show up, and the tone they set.

    If you want teams, people want to stay on; lead them in a way that makes staying the natural choice.

    Research shows that 70% of new employees decide whether a job is the right fit within their first month, including 29% within the first week. Despite this, the conversation around employee retention in many companies starts far too late.

    It often begins only after people have already disengaged and are considering leaving. At that point, HR may step in to address concerns and offer perks that were previously overlooked, but by then, it’s frequently a last-ditch effort.

    These late-stage actions have their place, but the decision to stay or leave is ultimately driven by the leadership people experience every day. Employees stay when they are led well, when they are hired into teams that work, when they trust the tone and consistency of their leaders and when what the company says matches what they live.

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    Bidhan Baruah

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  • I Founded a $1.5 Billion Business. Here’s My Success Secret. | Entrepreneur

    This as-told-to story is based on a conversation with Shanaz Hemmati, COO and co-founder of ZenBusiness, a $1.5 billion company that provides an all-in-one platform helping small businesses become official, stay compliant, manage finances and more. Her co-founder is Ross Buhrdorf, who serves as CEO. The piece has been edited for length and clarity.

    Image Credit: Courtesy of ZenBusiness. Co-founder and COO Shanaz Hemmati.

    I always had an entrepreneurial spirit, but I never really thought about going off and starting my own business.

    At the University of Texas at Austin, I studied computer engineering, starting with hardware design before pivoting to software engineering. I truly love technology, and especially software engineering, because you’re coding to solve problems — I still love solving problems.

    Related: This Mom’s Creative Side Hustle Started As a Hobby With Less Than $100 — Then Grew Into a Business Averaging $570,000 a Month: ‘It’s Crazy’

    My husband’s an entrepreneur who’s always had his own businesses. He’d encourage me to start my own business, but I was too concerned. Sometimes women can think too hard about doing something; that’s what held me back from becoming an entrepreneur.

    For women in male-dominated fields, it’s important to seek out mentors who can help you from their experience, even if their journey looked different from yours. You can bounce ideas off them and ask them questions. Mentorship pushes you, but it also gives you assurance and confidence.

    Over the course of my career, I learned so much, which helped me when I made the leap to founder.

    “Small businesses are what keep the economy growing.”

    I first met my ZenBusiness co-founder Ross Buhrdorf when we worked at Excite.com, a web portal company founded in 1994. Several years later, I joined HomeAway, a vacation rental marketplace, where I stayed for 11 years until the company was acquired by Expedia.

    Later on, Ross and I met up for coffee, and he started talking about this idea of building something to help entrepreneurs and people who are starting small businesses. I was intrigued and excited. I’d always been passionate about that category in the market: Small businesses are what keep the economy growing and going.

    Related: I Walked Away From a Corporate Career to Start My Own Small Business — Here’s Why You Should Do the Same

    So Ross and I founded ZenBusiness in 2017.

    When it comes to a fast-growing company like ours, we have so many things on our to-do list, but we don’t always have the resources to get them done at the same time, so we have to prioritize.

    AI has been one of those priorities. Everybody in business should be using it these days. It’s a great tool that saves time once you get employees on board and using it based on their role and function. Our personalized AI assistant, ZenBusiness Velo, is included with every LLC formation and helps entrepreneurs start and grow their businesses.

    Related: Two-Thirds of Small Businesses Are Already Using AI — Here’s How to Get Even More Out of It

    “It all comes down to this — people are at the center of any great company.”

    For a long time, I’ve had this mantra that’s helped me succeed as a business leader: Be fearless, be ethical, be passionate.

    Being fearless means recognizing that nothing is ever going to be perfect, but you just do it anyway. Being ethical means always being honest, to yourself, to your co-workers, to anyone. And being passionate is everything. Loving your work and doing the best job possible will help you progress in your career and build your business.

    It all comes down to this — people are at the center of any great company. Anything you do is all about people, whether they’re employees, customers or the community.

    ZenBusiness puts this rule into action by hearing and supporting its employees.

    For example, we became an early adopter of remote work. The company sent employees home when the pandemic hit, but as we continued to grow and hire more people, we listened to employees who said that they preferred working from home. Remote work gave them the chance to spend time with their families, cut down on commute hours and be more productive.

    Related: A CEO Who Runs a Fully Remote Company Has an Unusual Take on Employees Starting Side Hustles: ‘We Have to Be Honest With Ourselves’

    “Maybe you launch as a side hustle to test it out.”

    All aspiring entrepreneurs should avoid the pitfall of thinking about a business idea for too long before they take action: Do it sooner rather than later.

    You don’t have to drop everything else you’re working on to start. Maybe you launch as a side hustle to test it out. Talk to the people you’re trying to solve a pain point for because those conversations will give you a lot of information.

    Every day, you’re learning something new, and being able to pivot fast can be the difference between driving your business in the right direction or not. There are always going to be surprises along the way. So remember, it’s all about the people who are around you — it’s all about the people you bring in to help you go through your business journey.

    This article is part of our ongoing Women Entrepreneur® series highlighting the stories, challenges and triumphs of running a business as a woman.

    This as-told-to story is based on a conversation with Shanaz Hemmati, COO and co-founder of ZenBusiness, a $1.5 billion company that provides an all-in-one platform helping small businesses become official, stay compliant, manage finances and more. Her co-founder is Ross Buhrdorf, who serves as CEO. The piece has been edited for length and clarity.

    Image Credit: Courtesy of ZenBusiness. Co-founder and COO Shanaz Hemmati.

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    Amanda Breen

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  • How to Find and Recruit Top Talent Before Competitors Do | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Finding the next game-changer for your business isn’t luck — it’s a calculated hunt. The leaders who consistently win in business know how to identify, attract and lock in top talent before anyone else realizes their potential. Forget waiting for resumes to land on your desk. You need to know where to look, what to look for and how to close fast.

    The same principles that discovered Michael Jordan apply to business recruiting: discipline in scouting, precision in evaluation and decisiveness in making the offer. And yes, that also means understanding what the next generation actually cares about, not just what you think they care about.

    Here are five proven strategies to make sure you spot and secure the best talent before your competitors do.

    Related: Talent Is Hard to Come by, But Only Because You’re Looking in the Same Old Places

    1. Scout where others aren’t looking

    If your only recruiting strategy is posting on LinkedIn or waiting for applications to roll in, you’re already behind. The most exceptional talent often doesn’t announce itself publicly — they’re too busy building, competing and proving themselves elsewhere.

    Some of the strongest hires are hidden in niche forums, specialized Slack groups, college programs, coding competitions or industry hackathons. These are places where ambitious people showcase their skills without necessarily signaling they’re “on the market.”

    Think of it like sports. Michael Jordan wasn’t discovered at a crowded job fair — he was spotted by scouts who looked beyond the obvious pipeline. If you want to find rare talent, you need to go where the masses aren’t paying attention. That might mean sending a trusted team member to judge a hackathon, sponsoring a local competition or simply reaching out in communities where your competitors aren’t looking.

    2. Understand the new motivators

    Money still matters, but it’s only the starting point. Today’s top performers — especially younger talent — are motivated by purpose, mentorship and long-term growth trajectory. They want to know: Does this company align with my values? Will I grow here? Will I be mentored?

    My wife, a respected professional who literally wrote the book on career navigation, explains that the workforce of today is far more intentional about choosing companies that fit their lives, not just their wallets. If you can’t clearly communicate how your business aligns with their personal and professional ambitions, you won’t win them — no matter how big the paycheck.

    This doesn’t mean you have to overhaul your company culture overnight. But it does mean you need to articulate your value proposition beyond compensation. If your company offers accelerated learning, exposure to industry leaders or a strong social mission, make that part of your pitch.

    Related: 3 Golden Strategies to Attract Top Talent in an Ultra-Competitive Job Market

    3. Build a talent pipeline before you need it

    The worst time to start recruiting is when you have an urgent vacancy. By then, you’re playing catch-up — and usually settling.

    Think about it in sports terms: You don’t wait until your star point guard retires to start looking for the next one. The best teams always have a pipeline of prospects in the wings, ready to step up.

    Great CEOs and executives adopt the same mindset. They’re always recruiting — at conferences, over coffee, during casual conversations. That doesn’t mean offering jobs on the spot; it means building relationships long before you have an open role.

    Start by keeping a running list of high-potential individuals you meet. Check in occasionally, invite them to events, and let them know you admire their work. When the right role opens, you’ll already have a shortlist of warm candidates who know your company and are more likely to say yes.

    4. Hire for ceiling, not just resume

    Resumes tell you what someone has already done. But what matters more is what they’re capable of becoming.

    A solid performer with sky-high potential will often outperform a “perfect on paper” candidate who’s already peaked. In basketball terms, you’re looking for the player who’s still coachable, hungry and willing to put in the work — not just the one with the best stats from last season.

    This requires a mindset shift. Instead of obsessing over every qualification, look for adaptability, curiosity and grit. These qualities often predict long-term success far better than technical skills alone.

    Here’s where having a structured evaluation process is critical. My wife’s frameworks, for example, focus on assessing coachability, problem-solving approach and growth mindset. Tools like these can separate an average recruiter from an elite one by giving a clear method to evaluate potential, not just past performance.

    Related: 5 Recruiting Secrets Every Leader Should Follow

    5. Move fast, close decisively

    Hesitation kills deals. The best talent has options, and if you’re slow to move, your competitors will happily swoop in.

    Great CEOs treat hiring decisions like acquisition deals: They act on intel, instinct and a clear read on ROI. Once you know you’ve found your Michael Jordan, don’t drag things out with endless interviews or bureaucratic delays.

    When you’re ready, move quickly and decisively. That doesn’t just mean making an offer — it means making the offer. One that makes the candidate feel valued, respected and excited about saying yes.

    Remember, in the war for talent, there’s no silver medal. You either close the deal or you lose the player.

    The leaders who know how to scout smart, connect with what talent truly wants and move with decisiveness are the ones who build companies that dominate for decades. Everyone else is left wondering how they “missed out” on the game-changers they once crossed paths with.

    The truth is simple: Talent doesn’t fall into your lap — it’s hunted, cultivated and closed with intent. The question is, are you ready to start recruiting like a championship team?

    Finding the next game-changer for your business isn’t luck — it’s a calculated hunt. The leaders who consistently win in business know how to identify, attract and lock in top talent before anyone else realizes their potential. Forget waiting for resumes to land on your desk. You need to know where to look, what to look for and how to close fast.

    The same principles that discovered Michael Jordan apply to business recruiting: discipline in scouting, precision in evaluation and decisiveness in making the offer. And yes, that also means understanding what the next generation actually cares about, not just what you think they care about.

    Here are five proven strategies to make sure you spot and secure the best talent before your competitors do.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

    Roy Dekel

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  • Here’s the Real Reason Your Employees Are Checked Out — And the Missing Link That Could Fix It | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Only 21% of employees are engaged at work, according to a global Gallup study. That means most people are physically present but emotionally checked out, simply going through the motions.

    It’s easy to blame burnout or post-pandemic fatigue. But a big part of the problem lies in how organizations communicate — how they welcome new hires, train employees, run meetings and celebrate success (or fail to).

    Think about it:

    • We create lengthy culture decks without explaining why those values matter.
    • We overwhelm new hires with info dumps labeled as “training.”
    • We run meetings on autopilot.
    • We throw around buzzwords like “empowerment” and “alignment” without making people feel truly seen or connected.

    And then we wonder why engagement is so low.

    The truth? Engagement starts with connection — and connection starts with better communication.

    That’s where storytelling comes in.

    Storytelling isn’t just for marketing or TED Talks. It’s one of the most powerful ways to build trust, share values and spark genuine human connection. If you’re not weaving a story throughout the employee journey, you’re missing one of your strongest levers for engagement.

    Related: Quiet Quitting Is Dividing the Workforce. Here’s How to Bring Everyone Back Together.

    Where storytelling makes a difference

    1. Recruiting: Share the story, not just the specs
    Recruiting shouldn’t feel like filling out a resume checklist. Instead of leading with pay and perks, lead with why your company exists. What problem are you solving? What inspired you to start? When candidates hear authentic stories — especially from founders or early team members — they don’t just see a job. They see a mission they want to join.

    2. Onboarding: Make it stick through a story
    Most onboarding feels like drinking from a firehose — policies, procedures, manuals — that quickly get forgotten. But stories are up to 22 times more memorable than facts alone, according to research. Wrap your onboarding content in stories: how your product changed a customer’s life, challenges that shaped your culture, lessons learned along the way. Think of onboarding as the opening chapter in an employee’s personal work story — make it compelling so they want to keep reading.

    3. Engagement: Keep the story going
    New hires start excited, but that enthusiasm often fades when storytelling stops after onboarding. Engagement isn’t a one-time event; it’s a rhythm. Make storytelling part of your team culture. In meetings, invite people to share wins, challenges, or moments they felt connected to their work. Sharing stories builds empathy, energy, and belonging — even over Zoom.

    4. Recognition: Celebrate with heart
    “Great job” is nice, but “Great job, and here’s why it mattered” is powerful. Recognition tied to stories shows the whole team what behaviors and values are truly important to the company. It shows what “great” looks like, making appreciation tangible and meaningful. For example: “James stayed late to fix a customer issue, followed up the next day and turned frustration into loyalty. That’s living our value of going the extra mile.”

    Related: Are You Recognizing Your Employees? If Not, They’re Twice as Likely to Quit

    Engagement is built one story at a time

    Humans are wired for story. It’s how we understand the world, remember lessons and connect with each other.

    If only 21% of employees are engaged, maybe it’s time to stop relying solely on policies, programs and PowerPoints — and start speaking to the human side of people.

    Storytelling isn’t fluff or extra. It’s a strategic communication tool that transforms how employees relate to their work, their teammates and your mission.

    So whether you’re hiring, training, managing or recognizing — start with a story.

    Your people will thank you for it.

    Only 21% of employees are engaged at work, according to a global Gallup study. That means most people are physically present but emotionally checked out, simply going through the motions.

    It’s easy to blame burnout or post-pandemic fatigue. But a big part of the problem lies in how organizations communicate — how they welcome new hires, train employees, run meetings and celebrate success (or fail to).

    Think about it:

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    LaQuita Cleare

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  • This Leadership Practice Keeps Teams Moving Amid Uncertainty | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    When uncertainty rises, many leaders do the reasonable thing. They become more careful. They slow spending. They pause plans. They wait for clearer signals before committing to big moves.

    At first, it makes sense. The conditions are unclear. The pressure is real. No one wants to overcommit when the stakes are high and the path ahead is blurry. A measured pause can feel responsible, even necessary.

    But over time, that caution can shift the culture. Motion slows. Teams hesitate. The energy that once kept people building begins to fade. Not because anyone made a bad decision, but because belief is no longer being modeled.

    When leaders stop showing confidence in where the company is going, the whole system responds. This is not about charisma or volume. It is about posture, the way conviction shows up in tone, in timing, in the pace of decisions.

    In moments like this, optimism is not a luxury. It is what keeps progress alive.

    Related: How The Best Executives Show Leadership in Times of Uncertainty

    The power of optimism

    I have led through crises, pivots and culture resets. In each case, the same pattern showed up. When leaders carry belief, even when the path is unclear, teams keep moving. When belief disappears, momentum fades. People start waiting for clarity, direction or permission.

    In complex environments, the emotional posture of leadership becomes the silent operating system. Optimism either sustains forward motion or its absence introduces friction. Even the best plans slow down when belief disappears from the room.

    Optimism is not a personality trait. It is a leadership practice. It shapes how you speak, how you make decisions and how you guide others through complexity.

    You do not need to be overly positive. You do not need to perform. You need to keep pointing forward with consistency. When your team sees that, they stay engaged.

    The strongest leaders I’ve worked with are not the ones who avoid uncertainty. They are the ones who can hold it without handing it off to their teams. Optimism helps them do that. It keeps the weight from becoming the tone.

    In most organizations, tone travels faster than tactics. If you grow more hesitant, your team will sense it. That is not a flaw. It is a human response to the emotional signals leaders send.

    What you say may be precise, but how you say it often has more impact. A slight shift in energy from the top can change how an entire team interprets risk and momentum.

    I experienced this in a high-pressure environment when our company came under scrutiny. We had a plan, but the atmosphere changed. People paused. Focus slipped. Energy became scattered. The quiet question in the room was clear. Do we still believe in what we are building?

    In moments like that, no one waits for an all-hands meeting. People take their cues from daily tone, hallway conversations and executive language. That is why steady belief matters.

    What helped us recover was not a new strategy. It was steady communication. We named the pressure. We spoke with clarity. We made sure people heard conviction in our voice. And we chose to keep moving.

    That choice mattered. It gave people something to align around. It gave them permission to act.

    Once teams see that leadership still believes, they recalibrate. Confidence comes back. Initiative returns. You do not need a perfect plan. You need clear, active belief.

    This is what optimism does. It restores direction. It keeps systems in motion when certainty is unavailable.

    Related: How to Lead With Positive Energy (Even When Times Get Tough)

    Lead with belief

    Optimism is not about ignoring risks. It is about leading with belief anyway. When that belief is present, teams stay focused. They solve problems faster. They keep building when others start waiting.

    It helps people think creatively instead of defensively. It creates space to try instead of waiting to react.

    If things feel stuck, take a closer look at how you are showing up. Not just in presentations or briefings, but in everyday conversations. Are you modeling progress or stalling? Are you holding direction or broadcasting hesitation?

    Because people do not just need approval. They need to know their leaders still believe in what they are working toward. That belief, when communicated with intention, becomes contagious. It resets energy. It shifts momentum. It brings direction back into the room.

    Optimism, when carried with clarity, cuts through noise. It is not emotional. It is structural. It sets pace. It creates alignment. It holds energy in motion.

    The leaders who move teams through uncertainty are not always the ones with the perfect plan. They are the ones who give people a reason to keep going. They carry belief on purpose. They model direction even when the conditions are imperfect.

    Optimism is not the opposite of realism. It is what makes realism useful.

    When leaders carry it well, the effect spreads. Not because they are louder, but because their clarity steadies the room.

    Related: How to Lead With a Balanced Sense of Optimism When The Future Looks Bleak

    When uncertainty rises, many leaders do the reasonable thing. They become more careful. They slow spending. They pause plans. They wait for clearer signals before committing to big moves.

    At first, it makes sense. The conditions are unclear. The pressure is real. No one wants to overcommit when the stakes are high and the path ahead is blurry. A measured pause can feel responsible, even necessary.

    But over time, that caution can shift the culture. Motion slows. Teams hesitate. The energy that once kept people building begins to fade. Not because anyone made a bad decision, but because belief is no longer being modeled.

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    Matthew Mathison

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  • Her Business Helps Women Earn in a $6.3B Industry: ‘Rewarding’ | Entrepreneur

    Moniqueca Sims, owner of SSG Appliance Academy, got her first glimpse into the appliance repair industry while dating a man who worked in the space. “He worked all the time, seven days a week,” Sims recalls, “so I used to go out with him just to spend time with him. I saw how easy it was for him to repair those appliances, and he was repairing them quickly.”

    Image Credit: Courtesy of SSG Appliance Academy. Moniqueca Sims.

    Sims believes in “working smarter, not harder” and had the idea to hire technicians to help the man she was dating with repair calls. She did, but when he didn’t slow down, she ended up with her own appliance repair company.

    However, in running that business, Sims lost a significant amount of money purchasing parts. Many people she hired didn’t actually know how to repair appliances — and would just switch out part after part in search of a fit.

    Related: After Experiencing the ‘Lack of Diversity’ in Tech, This Software Engineer Started a Business That’s Changing Lives: ‘People Are Waking Up’

    So Sims took matters into her own hands again. She enrolled in an online course to learn about appliance repair and started handling jobs herself, even taking her kids along sometimes.

    “When you fix something, it boosts you up, every time you do it.”

    Still, Sims knew there had to be a better way to train and hire technicians for business growth, so once more she set out to make it happen: She founded SSG Appliance Academy, which provides hands-on training courses on the fundamentals to have a career in the appliance repair industry, in Atlanta in 2019.

    “ I saw how appliance repair was the gift that keeps on giving,” Sims says. “When you go out, when you fix something, it boosts you up, every time you do it. It’s not a grunt job. It’s a feel-good job.”

    When Sims went out on jobs with her daughter, she found that many of the clients were stay-at-home moms who breathed a sigh of relief when they realized they wouldn’t be alone with a male worker. Knowing that, and seeing firsthand what a confidence booster appliance repair could be, Sims committed to bringing more women into the industry.

    The total appliance repair industry revenue reached an estimated $6.3 billion in 2023, yet women make up less than 3% of home appliance repairers, according to data from ConsumerAffairs.

    Related: Raised By an Immigrant Single Mom, She Experienced ‘Culture Shock’ Working at Goldman Sachs. Here’s What She Wants You to Know About ‘Black Capitalism.’

    Sims decided to partner with shelters to grow SSG Appliance Academy and offer a viable career path to the women there. Although there was a lot of interest, the shelters didn’t have the funding to back it. So Sims got approved for grants through the Workforce Innovation and Opportunity Act (WIOA).

    The funding helps low-income, under- or unemployed women and men complete SSG Appliance Academy’s program and “turn their life around,” Sims says.

    SSG Appliance Academy’s classes typically enroll eight to 10 students. The most recent course had three women in it. In the past, Sims often had to attend events and convince women to come to the class; now, word-of-mouth is helping them find it themselves, she says.

    “ You constantly have to prove yourself [as a woman] in this industry.”

    Sims looks forward to seeing even more women take advantage of SSG Appliance Academy, despite the challenges that can come with being a woman in the space.

    “ You constantly have to prove yourself [as a woman] in this industry, and not just to the customers,” Sims says. “You have to prove yourself to everybody that works in the industry.”

    Sims is also excited to see more people across the board jump into the appliance repair industry, noting that learning a trade can help people make more money than they might through earning a four-year college degree.

    “Appliance repair can really help change people’s lives,” the founder says.

    Related: This Black Founder Stayed True to His Triple ‘Win’ Strategy to Build a $1 Billion Business

    “You want to learn your craft from the inside out.”

    To other women interested in starting their own careers or businesses in the appliance repair industry, Sims has some straightforward but essential advice: Enroll in a program that can help you learn all you need to know about the trade.

    “You want to learn your craft from the inside out,” Sims says. “A lot of technicians in the field now learn on the job, so they become part-changers because they don’t learn how to diagnose and troubleshoot the appliances properly. So my advice would definitely be to take a class. It doesn’t have to be my school — any school.”

    Related: I Interviewed 5 Entrepreneurs Generating Up to $20 Million in Revenue a Year — And They All Have the Same Regret About Starting Their Business

    Sims notes that there will be plenty of obstacles along the way, but she encourages anyone interested in learning appliance repair to stay the course — because “it’s a very rewarding career and business.”

    This article is part of our ongoing Women Entrepreneur® series highlighting the stories, challenges and triumphs of running a business as a woman.

    Moniqueca Sims, owner of SSG Appliance Academy, got her first glimpse into the appliance repair industry while dating a man who worked in the space. “He worked all the time, seven days a week,” Sims recalls, “so I used to go out with him just to spend time with him. I saw how easy it was for him to repair those appliances, and he was repairing them quickly.”

    Image Credit: Courtesy of SSG Appliance Academy. Moniqueca Sims.

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    Amanda Breen

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  • 5 Benefits of Scaling Your Startup With Offshore Employees | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    I’ve built companies like SetSchedule and Rentastic across proptech, fintech, AI and insurance. I’ve sold businesses that generated billions in financial products and tens of millions in recurring revenue. I’ve hired wrong, I’ve hired right. I’ve scaled too fast, and I’ve scaled smart. And I’ll tell you this from firsthand experience: Hiring offshore isn’t controversial — it’s intelligent. It’s practical. It’s how real businesses scale in the real world.

    It’s not wrong to have your customer service rep in the Philippines. It’s not unethical to have your dev team in Poland or your marketing analyst in Bogotá. In fact, if you care about sustainability, profitability and actually building something that lasts, offshore hiring isn’t just the right move — it might be the only move.

    And yet, people still hesitate. They still whisper like it’s a dirty secret. They still think “outsourcing” is a code word for corner-cutting. But if you’re serious about building a company that competes and wins — globally — you need to reframe the entire conversation.

    So let’s talk about the reality. Here are five brutal truths — and serious advantages — you need to accept if you want to stop playing business and start building it:

    Related: Your Most Pressing Offshoring Questions, Answered

    1. You gain 24-hour productivity without burning out your team

    Your California team clocks out. Your team in Manila clocks in. That’s not outsourcing. That’s continuous operation. It’s a machine that runs while you sleep. Offshore teams allow you to build seamless, round-the-clock workflows that don’t rely on heroics or 14-hour workdays. Your customers don’t care what time zone your team is in; they care that they’re getting what they need, when they need it.

    This isn’t about wringing more hours from fewer people. It’s about creating balance and momentum. Offshore hiring means your U.S. team doesn’t have to burn out trying to do everything. That’s how you scale with sanity.

    2. You slash burn rate — without slashing talent

    Let’s get real: Payroll will eat you alive if you let it. At SetSchedule, I watched our domestic payroll balloon inside one zip code. At our insurance brokerage, we rewired the model and went global, and guess what? We didn’t sacrifice quality. We found more of it.

    A strong U.S.-based engineer might cost $180K per year. That same level of capability and output in Eastern Europe or South Asia? Closer to $40K. That’s not a knock on American talent. That’s just math. If you’re a startup or growth-stage company and you’re spending like a public one, good luck making it past Series A.

    By going offshore, you’re not choosing lesser talent — you’re just choosing smarter economics.

    Related: This Strategy is the Key to Scaling Your Business — and Reducing Costs Along the Way

    3. You access a global talent pool hungry for opportunity

    Here’s something few founders will say out loud: Some of the best talent in the world doesn’t live anywhere near Palo Alto or SoHo. It lives in Lagos. In Cebu. In Kraków. In Medellín.

    I’ve worked with marketers in Colombia who bring more hustle and creativity than their LA peers. I’ve hired devs in India who write cleaner code, ship faster and solve problems with more urgency than Bay Area engineers making triple their salary. And no, that’s not a fluke. It’s a wake-up call.

    Talent isn’t defined by proximity. It’s defined by grit, hunger and execution. And if you’re only hiring within a 20-mile radius, you’re not just limiting your headcount — you’re capping your potential.

    4. You build cultural resilience into your DNA

    Want to get better at leading? Try managing a team across five time zones. Try aligning deliverables across three languages and cultural expectations. Offshore hiring forces you to get tight with communication. It demands documentation. It levels up your leadership skills — fast.

    And if your long game involves selling your product or service internationally, then you need that cultural fluency now, not later. Building globally from day one hardens your operations and future-proofs your company.

    It’s not just a hiring strategy. It’s an organizational workout. And if you do it right, you’ll come out stronger.

    5. You de-risk scaling

    Let’s be honest: Not every hire works out. But when your entire team is local and expensive, every bad hire hits harder. Offshore teams give you flexibility. You can test a new role, explore a new market or pilot a new initiative without betting the house.

    You don’t need a bloated org chart. You need agility. Offshore hiring gives you the ability to pivot fast, adjust cost structure on demand and keep experimenting until you find what works. And in today’s climate, agility is survival.

    Related: 7 Ways to Make Outsourcing a Success Time After Time

    If you’re still romanticizing the all-in-house, all-local, in-office team model — wake up. That version of company-building is outdated. It’s inefficient. It’s blind to reality.

    Offshoring isn’t betrayal. It’s evolution.

    I’ve done this across industries. I’ve won big. I’ve failed loudly. And I’ve learned this: Smart founders don’t build local companies in a global world. They go where the talent is. They go where the economics work. And most importantly, they go now.

    So if you’re still debating whether to hire offshore, let me save you the time:

    Don’t debate. Deploy.

    I’ve built companies like SetSchedule and Rentastic across proptech, fintech, AI and insurance. I’ve sold businesses that generated billions in financial products and tens of millions in recurring revenue. I’ve hired wrong, I’ve hired right. I’ve scaled too fast, and I’ve scaled smart. And I’ll tell you this from firsthand experience: Hiring offshore isn’t controversial — it’s intelligent. It’s practical. It’s how real businesses scale in the real world.

    It’s not wrong to have your customer service rep in the Philippines. It’s not unethical to have your dev team in Poland or your marketing analyst in Bogotá. In fact, if you care about sustainability, profitability and actually building something that lasts, offshore hiring isn’t just the right move — it might be the only move.

    And yet, people still hesitate. They still whisper like it’s a dirty secret. They still think “outsourcing” is a code word for corner-cutting. But if you’re serious about building a company that competes and wins — globally — you need to reframe the entire conversation.

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    Roy Dekel

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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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  • 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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  • The Overlooked Leadership Trait That’s Driving Big Results | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Despite all the talk about strategy, innovation and growth, one of the most undervalued assets in modern leadership is something deceptively simple: presence.

    Not stage presence. Not personal branding. But the steady, intentional presence of a leader who knows how to show up. Especially when it’s inconvenient, uncomfortable or uncertain. In today’s world of constant disruption, remote work, geopolitical shifts and cultural change, presence has become a strategic differentiator. And yet, we rarely talk about it.

    As the CEO of BGN, a global energy company operating in complex, volatile markets, I’ve seen firsthand how a leader’s presence has an outsized impact on business outcomes. How we show up for our teams, clients and partners is far more about consistency than sheer charisma.

    Related: This One Overlooked Habit Could Transform How You Lead, Connect and Grow Your Business

    Why presence matters more than perfection

    Leaders often feel pressure to have the right answer, the perfect plan, the flawless execution. But in high-stakes environments, people aren’t looking for perfection. They’re looking for stability. They want to know someone is paying attention, making decisions and staying engaged, even when the path forward isn’t clear.

    That’s what presence delivers: It signals reliability in the face of chaos. It builds trust when trust is hard to come by. And it anchors teams through uncertainty.

    In our industry, technical expertise may get you in the room, but genuine presence keeps the deal alive. It’s what allows you to be called upon when things go wrong without fear of being labeled foolish. It’s what gives your team the confidence to act without second-guessing. It’s the reason people stay, especially in highly demanding and stressful sectors.

    The myth of the distant leader

    The old-school leadership model glorified distance. Leaders would once hide behind a corner office, a closed door, and rely on an immovably rigid chain of command to gain respect. But the world has changed, and that model doesn’t work anymore. Leaders today are expected to be accessible without being overbearing, present without micromanaging, and available without losing sight of the broader company mission.

    That balancing act takes intention. It means being deliberate about how and where you spend your time. It means having the discipline to stay visible when it would be easier to retreat behind data, dashboards or delegation.

    For BGN, for example, presence takes the shape of physically showing up in new markets instead of relying on intermediaries from a distance. I must be prepared, and am even honored, to answer tough questions in open forums — even if I don’t have all the answers. This also means taking the time for real conversations with clients, port workers, technicians and new hires. Not just with the executive circle.

    Related: This Overlooked Leadership Skill Will Help You Build Trust, Influence Teams and Thrive Under Pressure. Here’s How to Develop It.

    Presence is especially powerful for female leaders

    For women in leadership, presence is often misunderstood. We’re told to “speak up more,” “take up space” and “command the room.” But authentic presence, as we’ve learned, is less about performance than it is about being grounded in our values, our priorities and our responsibilities.

    When women leaders show up with clarity and calm, it disrupts expectations in a good way — especially in spaces in which we are underrepresented. It changes the energy and helps to refocus attention on the mission, vision and broader impact of a company’s work.

    And in many environments, it opens the door for others to lead differently, too, with more empathy, more nuance and more depth.

    How to cultivate real presence

    Like most things in life, presence is a practice and habit refined over time. Like any practice, it requires intentional effort. Over time, I learned that there are a few simple ways to do this:

    • Be available when it matters most. Don’t just show up for the good times — show up for the setbacks.

    • Listen longer than you speak, especially when tensions run high. Presence is about making space for others.

    • Respond, don’t react. People notice when you stay composed under pressure. It creates psychological safety for them and the wider group.

    • Be consistent. In your values, your tone and your follow-through. Unpredictable leaders, while arguably effective in the short term, lose trust and confidence in the long term.

    • Invest your time in people. That’s where loyalty, insight and innovation come from.

    Related: 5 Core Strategies for Cultivating Executive Presence

    In a world where chasing speed, scale and visibility seem primary goals, presence may feel slow or soft by comparison. But don’t underestimate its power. Presence is what steadies a company during transitions. It’s what keeps clients from walking away during conflict. It’s what gives teams the courage to act boldly because they know their leader is right there with them.

    When leadership is grounded in presence and substance, not ego, that’s when the real work gets done. If powerful and long-lasting relationships are the engine to strong business, then presence is the fuel.

    Despite all the talk about strategy, innovation and growth, one of the most undervalued assets in modern leadership is something deceptively simple: presence.

    Not stage presence. Not personal branding. But the steady, intentional presence of a leader who knows how to show up. Especially when it’s inconvenient, uncomfortable or uncertain. In today’s world of constant disruption, remote work, geopolitical shifts and cultural change, presence has become a strategic differentiator. And yet, we rarely talk about it.

    As the CEO of BGN, a global energy company operating in complex, volatile markets, I’ve seen firsthand how a leader’s presence has an outsized impact on business outcomes. How we show up for our teams, clients and partners is far more about consistency than sheer charisma.

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    Rüya Bayegan

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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 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 Succeed in Overcoming the Language Barrier in Multilingual Markets | Entrepreneur

    How to Succeed in Overcoming the Language Barrier in Multilingual Markets | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As entrepreneurs continue to look for ways to expand their global footprint, they often encounter a significant hurdle: the language barrier and the risk it presents. Miscommunication and misunderstandings can lead to costly mistakes, drains on company time and missed opportunities.

    As CEO of INS Global, I have seen firsthand thousands of success stories for businesses that have successfully made the leap into multilingual markets. Though it may seem counterproductive at first, bridging the language gap and expanding into a new market can be one of the most profitable ways to grow a business today. Strategically equipping your company to overcome language barriers will set you up for long-term success in future markets.

    Related: Going Global? 3 Strategies to Ensure Nothing’s ‘Lost in Translation’

    Identify language and cultural challenges

    Current employees’ lack of language proficiency in the target market’s language is the most obvious barrier for businesses expanding into a new market. Therefore, the most obvious solution to identifying language barriers is to simply “hire bilingual employees,” but this short-sighted and reductive reasoning may not actually be the best long-term solution. Bilingual employees will certainly assuage the ability to communicate with customers, suppliers and employees. However, cultural nuances can complicate matters, as what is considered polite or respectful in one culture may be offensive in another.

    The potential risks of miscommunication are significant and can result in lost sales, damaged reputations or even legal issues. For example, marketing campaigns that hit the easy button by making literal translations risk failing to fully capture idioms in other nationals that could offend a target audience. In the 1980s, when KFC first launched in Beijing, it made a translation mistake to its logo. While “finger-lickin’ good” chicken sounds appetizing, its literal translation was made to read “eat your fingers off.” Learn from similarly embarrassing literal translation mistakes made by international companies including McDonald’s, Clairol, Sony and Rolls Royce, and be sure to take into account both language and cultural nuances in your workflows.

    Effective communication strategies

    To overcome such language barriers, businesses that prioritize effective communication as a business strategy are likely to find better success in their new target market. Here are some practical strategies:

    • Translation services: Hiring professionally certified translators ensures that messages are accurately conveyed. While machine translation tools have improved, human translators can better handle nuances and cultural context and ultimately save you time and money by getting it right the first time.

    • Language training: Investing in language training for employees who interact with customers, suppliers or partners can significantly improve communication. This can be done through online courses, language exchange programs or in-person classes.

    • Multilingual customer support: Providing customer support in multiple languages demonstrates a commitment to serving customers worldwide. This can be achieved through hiring multilingual staff or partnering with a customer support provider that offers multilingual services.

    • AI-driven translation software has become increasingly sophisticated, offering more accurate and natural-sounding translations. This software can also be used by website chatbots in multiple languages to assist with customer service and troubleshooting.

    • Cultural sensitivity: Understanding and respecting cultural differences is essential for effective communication. Businesses should conduct cultural research early on in product development and marketing campaigns and train employees to be mindful of cultural nuances, especially if employees will be living in multiple countries working for the same company.

    Related: Multilingualism and Cultural Fluency Are the Drivers of Tomorrow’s Workforce

    Localization for success

    Localization is the process of adapting products, services or marketing materials to a specific market. It involves more than just literally translating content; it also entails considering cultural preferences, local customs and legal requirements. For example, a company selling food products might need to adjust the ingredients or packaging to cater to local tastes and dietary restrictions.

    Netflix used localization to its benefit when entering the video-on-demand streaming marketplace in India in 2016. The company intentionally went beyond strict translation services to enter the market by also considering the cultural and consumer ecosystem in India. Netflix strategically utilized local social media influencers, dubbed in Indian dialects (in addition to adding translated subtitles), an enhanced budget-friendly mobile app for viewing due to Indians’ viewing habits and even developed original content for this new market.

    Netflix went beyond simply purchasing the rights to Bollywood movies to grow its market share in India and instead embraced adapting to the Indian market as a core market, rather than just an “extra” market. As of its July 2024 Q2 Earnings Report, India is now the second-largest market for Netflix.

    By localizing operations to a new market and taking consumer preferences into account, businesses can better engage with customers and increase their chances of success in new markets.

    Partnerships as a solution

    Partnering with a company that regularly works with multilingual workforces can provide the peace of mind and market-specific intelligence businesses may need to break through with minimal risk and maximum reward.

    Companies like INS Global can partner with businesses looking to expand into multilingual markets by providing invaluable support and expertise. As an Employer of Record (EOR) provider, we offer localized HR solutions, including payroll, benefits and compliance. This ensures that language barriers and local regulations do not hinder employee engagement or operational efficiency. For example, by using an EOR, businesses can get help hiring local talent, which will provide them with access to skilled professionals who understand the language and nuances of their new target market. EORs can also ensure that businesses adhere to local regulations including wages, overtime, benefits and tax requirements.

    Related: Multilingual Support: Speak Your Customer’s Language

    By implementing effective communication strategies, embracing localization and leveraging like-minded partnerships, businesses can successfully navigate the challenges of operating in multilingual markets and mitigate unnecessary risk. Overcoming language barriers should be seen as the next and best way to achieve sustainable growth.

    Wei Hsu

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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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  • JPMorgan, Bank of America Set 80 Hour Week Limit: Overwork | Entrepreneur

    JPMorgan, Bank of America Set 80 Hour Week Limit: Overwork | Entrepreneur

    An 80-hour workweek means working from 8:30 a.m. to 10 p.m. six days a week — not the norm for most Americans, who log an average of 34 hours per week.

    But for some junior bankers on Wall Street, an 80-hour week maximum workweek will be a relief.

    JPMorgan Chase is now instituting a limit to working hours after new investigations showed that junior investment bankers are putting in more than 100 hours per week.

    Bank of America is also trying to enforce an 80-hours per week cap with a new time reporting tool, the Wall Street Journal reported on Wednesday, citing anonymous sources. The tool will reportedly roll out next week and ask junior bankers to log daily hours instead of weekly hours. It also asks for more detail about what the bankers are working on and which senior employees are managing them on each assignment.

    The changes come after the death of 35-year-old Bank of America junior banker Leo Lukenas III earlier this year. Lukenas joined Bank of America in 2023 as an associate and passed away in May 2024 from a blood clot in his heart. Though the coroner’s report didn’t link the death to overwork, Lukenas had reportedly been working 110-hour weeks on a $2 billion acquisition for the bank and indicated before his death that he wanted to leave because of the long hours.

    Related: JPMorgan Says Its AI Cash Flow Software Cut Human Work By Almost 90%

    A WSJ investigation in August reported that Bank of America bosses routinely pressured junior bankers to lie about the number of hours they worked, circumventing policies implemented a decade ago after the death of an investment banking intern in Bank of America’s London office.

    The 21-year-old intern, Moritz Erhardt, had epilepsy and died from an epileptic seizure. He had been working until 6 a.m. for three days in a row. Bank of America subsequently asked junior bankers to take at least four weekend days off per month and to take their yearly vacation time.

    After the investigation, Bank of America asked junior bankers to go to higher-ups or human resources if managers overworked them. The new time reporting tool is also intended to make it harder for junior bankers to downplay how many hours they spend in the office and keep managers more accountable to the bank’s limits.

    Related: Bank of America Threatens Workers Who Won’t Return to the Office With ‘Disciplinary Action’ — Read What the Letters Said

    Goldman Sachs and Morgan Stanley still have no policy limits on how many hours analysts and associates can work, but Goldman has a “protected Saturday” policy that blocks out Friday from 9 p.m. to Sunday at 9 a.m. as time off.

    Sherin Shibu

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  • We’re In a ‘Performance Erosion’ Crisis. Here’s How To Break Your Business Free. | Entrepreneur

    We’re In a ‘Performance Erosion’ Crisis. Here’s How To Break Your Business Free. | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    I want to talk to you about something important: the price of pho. A few years ago at the Vietnamese noodle joint around the corner from my office, a large bowl cost $12. Now it’s $17.

    How did my bill for the exact same meal jump almost 50%? It’s no mystery. Businesses of all kinds are wrestling with unprecedented inflation. But that’s not their only challenge.

    Even as the cost of doing business keeps climbing, geopolitical tensions are hampering trade and rattling stock markets. Meanwhile, employee engagement is in the dumps, and finding the right talent remains elusive. Then there’s AI, which is disrupting work in ways we’re just starting to grasp.

    The result is a business survivability emergency. It’s no exaggeration to say that companies today are facing an existential threat on multiple fronts. No wonder almost half of CEOs believe that if their business stays on its current path, it won’t be viable in 10 years.

    Here’s why companies find themselves in such a tough spot and how they can turn things around by better understanding the one resource that’s right in front of them — their people.

    Related: AI Will Radically Transform the Workplace — Here’s How HR Teams Can Prepare for It

    Unpacking the “performance erosion crisis”

    Despite all of our technology, people — the basic driver of any business’s success — remain a black box at most companies. Today, we can get real-time insights on customers and prospects through modern sales and CRM tools. But when it comes to the people working alongside us, we’re often flying blind.

    We’ve had people analytics for generations, of course, but they’ve been confined to spreadsheets and limited to HR wonks. And even when information about people is available, it’s typically siloed and inaccessible to the managers who need it most. At the same time, performance isn’t systematically tracked.

    The result is a performance erosion crisis. Productivity, in no uncertain terms, has flatlined. In fact, it’s now at a 75-year low and is the number one challenge, according to executives.

    Meanwhile, half of employees are disengaged, making them more likely to be unproductive or simply walk out the door, and three out of four businesses are having trouble hiring skilled talent. As a result, 1.9 million manufacturing jobs could remain unfilled in the U.S. by 2033.

    And don’t forget the elephant in the room: AI. Employers reckon that almost half of workers’ skills will be disrupted in the next five years. For companies, uncertainty about who to hire leads to inefficiency and churn. If people are expensive, that makes things even worse.

    Just ask blue-chip stalwart Intel, which is laying off 15,000 people — 15% of its workforce. With revenue declining, the tech giant admits that it’s failed to benefit from AI.

    In short, growth expectations are as ambitious as ever. But as productivity has stalled relative to operating costs, businesses everywhere are headed in exactly the opposite direction.

    How companies can come out on top

    To pull through in these uncertain times, businesses must capitalize on their most valuable resource: now, more than ever, they need real-time insights that connect the dots between their people and business results.

    What I’m talking about is categorically different from the people analytics of yesteryear — dense tables reserved for HR analysts. What’s needed are on-demand insights accessible across the company, in real-time. For people data to be useful, it must be intuitive enough for managers to use to drive daily decisions, big and small.

    The good news is that while AI is a catalyst for disruption, it’s also giving businesses a workforce edge when it comes to tackling the performance erosion crisis.

    Think of the questions that every company has about how people impact business outcomes. Who are our top performers? Who’s most at risk of quitting? Where is productivity dipping?

    Related: AI Is Changing the Way We Look at Job Skills — Here’s What You Need to Do to Prepare.

    New platforms let managers ask those questions in plain language — and instantly deliver a clear, actionable response. The best of these draw on a vast database of millions of anonymized employee records across industries to deliver tailored results and accurate benchmarks.

    Pay is yet another area where real-time people data can be a game changer. Even though most companies have a detailed compensation policy, the managers who make pay decisions often shoot from the hip, letting bias cloud their judgment. AI-powered smart compensation tools help managers make more informed choices, factoring in not only industry standards but individual employee performance while flagging pay gaps linked to racial, gender and other biases.

    Indeed, new platforms can serve as a one-stop shop for many of the repetitive questions that employees typically lob at HR, whether it’s about salaries, vacation days or benefits. Turning all of that information into a self-serve function liberates HR teams from manual toil, freeing them up to focus on what really matters: ensuring the business has the right people to propel it forward.

    Of course, technology alone is not a panacea. Companies that want to capitalize on real-time people data must also be willing to make a culture shift. This starts with a willingness to share insights on people and performance once hoarded by HR. People represent most companies’ biggest budget line-item and single most important driver of business success. A commitment to understanding how they work best and to sharing that information in ways that are consistent, understandable and safe is a prerequisite to getting the most out of AI-powered tools.

    Confronting the workforce challenge at the root of the performance erosion crisis isn’t rocket science. To get the most out of people in an unpredictable world, you need to understand them and how they impact business outcomes. In my experience, the best way to do that is by tapping the real-time insights that AI can deliver. Like my bowl of pho, running a business won’t get any cheaper, so it’s time to gain an edge by working smarter.

    Ryan Wong

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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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  • 4 DEI Lessons from the Paris Olympics That Can Help Entrepreneurs Succeed | Entrepreneur

    4 DEI Lessons from the Paris Olympics That Can Help Entrepreneurs Succeed | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    For the very first time, the world witnessed the first all-black podium in women’s gymnastics Olympic history. Brazilian gymnast Rebeca Andrade joined Simone Biles and Jordan Chiles from Team USA at the 2024 Paris Olympics, where they were captured in an iconic photo showing the power of women of color in sports. This Olympics hit a groundbreaking milestone, with 50% of competing athletes being women and more than half of all medal events open to female athletes.

    This year, many moments of diversity, equity, and inclusion (DEI) were demonstrated. So, what DEI lessons can we learn from the 2024 Olympics that entrepreneurs can apply to their businesses today? The short answer is quite a few.

    1. Take care of your mental health

    In the 2020 Tokyo Olympics, the world was stunned when Biles, the greatest gymnast of all time, dropped out because of the “twisties,” a dangerous break in the brain-body connection causing the gymnast to lose sense of where they are in the air. She took a step back and let her teammate, Suni Lee, perform and subsequently take home the all-around gold in women’s gymnastics — an achievement Biles was perfectly poised and expected to win. Biles taught us that no matter what the stakes are, your mental health should come first. How can you perform at the highest levels of business and entrepreneurship if your mental health isn’t in a good place? The answer is that you can, but it’s not even what the G.O.A.T. would do. If no one’s told you today, here’s your friendly reminder that self-care is not selfish; it’s productive.

    Related: Radical Self-Care Isn’t Nice — It’s Necessary. Redefine Boundaries Between Your Life and Career to Perform Your Best.

    2. Don’t be afraid to be the first

    While some entrepreneurs dream of being the “first” to invent or discover something, others feel intimidated when finding their niche or area of genius in their industry. When faced with the daunting opportunity to be the first person to start or lead in a certain area, the fear of failure or high visibility might make some entrepreneurs squirm. Despite the nerves and fear that come with innovation, it’s okay to be “the first” in something and confidently walk into that arena with a bright idea. That’s what fencer Lauren Scruggs did at the Paris Olympics this year. She became the first Black American woman to win a gold medal in fencing, and I’m sure she was nervous. But she came ready to win and kept her eye on the prize. Entrepreneurs who are nervous about stepping into the space of being the “first” should take a deep breath and know why they’re there, then bravely step into their arena with confidence and focus.

    Related: The Burden of Breaking Barriers is Pushing Black Leaders to Breaking Point. This DEI Expert Reveals Where We Are Going Wrong

    3. Lift others up with you

    As entrepreneurs, we wear numerous hats and fight for our business success. However much success we gained, we didn’t do it alone. We must always remember to give people their flowers and lift them up as we grow. For example, while running the preliminary heat 100-meter race, South Sudanese runner Lucia Moris collapsed to the ground in the heat of the day and was unable to get up and finish the race. As soon as fellow competitor Silina Pha Aphay from Laos finished her race and realized Moris was on the ground in pain, she stopped and ran back to make sure Moris was okay and offered comfort and support while waiting for the medical teams to arrive. The business world can often feel cutthroat and like every person is out for themselves, but the heroic and noble athletes at the Olympics remind us that as we grow, we must lift others up with us. We’re not winning if others suffer as a consequence.

    4. Create value and set yourself apart

    Like most athletes that go to the Olympics, the goal is to win, and they know winning requires them to stand out. Most athletes don’t get an opportunity to stand out when the other competitors are neck and neck with them. But Simone Biles certainly has. After having several gymnastic moves named after her, she reminds us all to be aware of what we contribute to our areas and how we can set ourselves apart by doing what others aren’t doing. Creativity and innovation are the name of the game, and exceptional athletes like Biles show how our creativity can inspire others in business and entrepreneurship to imagine more.

    Final thoughts

    When it comes to business, we all want to be number one and become entrepreneur of the year. But the best of the best in the world of sports can teach us a thing or two about how to get there. Lifting others up when they’re down doesn’t give your competitor the upper hand; it gives your competitor a compassionate hand. Creating value and being the first to do something sets a standard for others in your sphere to strive for more and reach higher, too. Finally, taking care of your mental health isn’t selfish; it’s one of the most productive things you can do for yourself and others. While the Paris Olympics have come and gone, the lessons live on. Let these lessons seep into your mind and business, and see where you go. Who knows, you might just get the gold.

    Nika White

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  • 5 Things to Consider Before You Hire More Staff | Entrepreneur

    5 Things to Consider Before You Hire More Staff | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    As a 3X founder, I’m no stranger to hiring. My first company grew from zero to 5M in just a few short years, which meant we were hiring new staff every few weeks just to keep up with the growth. There was a constant pressure to stay ahead of the curve, but not too far ahead.

    I learned some important lessons during this time, particularly about when to hire and when not to hire. It’s not an easy decision. If you hire too slowly, you may overwork your staff and lose your edge in finding new customers or supporting the customers you already have. If you hire too quickly, you can get ahead of yourself in terms of profitability and cash flow. It’s always a tightrope walk, and there are no easy answers.

    When founders ask for my advice in this area, I recommend they take a thoughtful approach and avoid making emotional decisions. While a new hire is not necessarily a permanent decision, it can have permanent consequences if you’ve made the wrong choice. Before you begin to recruit, interview and hire more staff, I suggest you consider these five things.

    Related: Avoid Costly Hiring Mistakes With These Five Essential Tips

    1. Protect your bottom line

    Entrepreneurs are typically not risk-averse. We go out on a limb every morning when we walk out the door. Ask yourself this simple question: Will the new hire immediately put you in a negative cash flow position? If so, you’re probably better off waiting. Without enough cash flow cushion to cover the additional expense, you might be over your head in short order. Consider waiting until you have at least six months’ worth of cash in the bank to cover the expense of every new hire. Otherwise, you run the risk of putting too much financial pressure on the entire organization, and especially yourself.

    2. Take a good look at growth trends

    You can avoid knee-jerk hiring decisions by taking a good look at your revenue growth trends — and not just in the past weeks or months but over the past year or even longer. Are you experiencing steady growth or just a temporary bump in sales? Do some discovery and try to identify where you see sales are headed in the next quarter, the quarter after that and for the next 12 months. Be brutally honest with yourself. Entrepreneurs can sometimes be too confident about the future (it’s what keeps us going!), but don’t be so confident that you’re making blind decisions. Try to make a data-driven decision, not an emotional decision.

    3. Assess the real need

    Sometimes it’s easy to believe that a new hire will solve all your problems. Try not to deceive yourself into thinking so. While you and your team may feel overworked, bringing on new staff also includes work. Interviewing, training and managing takes time. Creating new roles and positions takes time too — sometimes (but not always) more work if you had done the job yourself. Again, it can be a tightrope walk in terms of how and when to make the decision. Be thoughtful though, and don’t rush into it thinking your problems will all go away with a new hire. Take some time to assess where and why you need more help before hiring more help.

    Related: Think You Need to Hire? Think Again.

    4. Talk to your team

    Before making new hiring decisions, spend some time talking to the people on your team who will be directly impacted by the new hire. Try to get their honest feedback. Sometimes you find your best answers from those on the frontlines of your business. It might be that you don’t necessarily need more staff. Maybe you need some reorganization or better deployment of a technology, or you might find that certain members of your team need more coaching. You can never assume too much, and if you make hiring decisions without consulting your team, you’re jeopardizing yourself and the team.

    5. Remember you are dealing with human beings

    In the hustle-bustle and daily grind of running a business, it’s easy to forget that you’re hiring human beings and not resumes. Every hiring decision you make impacts a human life. If you make the wrong decision and end up letting someone go, remember that job loss is a real hardship and affects entire families. Be thoughtful about your hiring decisions. We have responsibilities as employers to the human beings who work for us. Humans are not numbers on a spreadsheet. They are moms, dads, young adults and others who struggle to make their ends meet. If you have to hire, by all means, hire, but don’t forget to consider the lives of the people you hire.

    Related: 5 Signs You’re Hiring Wrong (and How To Fix Them)

    Business growth always necessitates you hire more staff, and sometimes you have to stretch things a little to reach your goals. I know I certainly did. But make your best effort to make informed, data-driven and prudent hiring decisions that will benefit both your organization and the people you hire.

    Tom Freiling

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  • How This Overlooked Tool Boosts Employee Growth and Business Success | Entrepreneur

    How This Overlooked Tool Boosts Employee Growth and Business Success | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    What if I told you that one of the most powerful tools for enhancing your team’s performance and your company’s success is hiding in plain sight? A tool so effective that it can transform even the most disparate group of individuals into a well-oiled machine, working together towards a common goal.

    This often overlooked and underestimated tool is the garden variety performance review — one of the most effective and accessible management tools at your disposal.

    I know performance reviews might conjure up memories of awkward conversations, generic feedback and half-hearted promises. But when done right, they can be a game-changer for your business.

    In this article, I’ll share the value of performance reviews, strategies for effective implementation, emerging trends and more.

    Related: It’s Time to Prioritize Regular Performance Reviews — Here’s Why Reviews Are Essential for Employee and Company Growth

    The case for performance reviews

    Skeptical about the value of performance reviews? Let me convince you otherwise:

    1. Feedback: Regular, meaningful and timely feedback clarifies expectations and provides actionable guidance. When employees receive consistent feedback, they understand their strengths and weaknesses, leading to increased motivation to improve and higher performance overall.

    2. Talent identification: Performance reviews help identify high-potential employees early, enabling targeted development opportunities to prepare them for future leadership positions. This ensures a strong pipeline of homegrown talent and supports succession planning.

    3. Employee value: Recognizing achievements and providing growth opportunities boost employee satisfaction, engagement and retention. Also, when employees feel valued and supported, they are more likely to go above and beyond, contributing to increased company success.

    4. Fairness culture: Consistent, well-documented performance reviews promote a fair and transparent workplace culture. They prevent toxic environments where raises and promotions are based on favoritism rather than merit. By ensuring that employees clearly understand how their performance is measured and rewarded, legal risks associated with discriminatory practices are mitigated.

    5. Addressing discrepancies: Performance reviews help align expectations and perceptions between employees and managers. By asking both parties the same questions about performance, goals and development needs, these reviews ensure that everyone is on the same page. Addressing any discrepancies early on prevents frustration, disengagement and potential turnover down the line.

    6. Core values: Effective performance management assesses employees’ job performance and alignment with company values. While technical proficiency is important, embodying core values is equally critical. Evaluating this alignment helps identify individuals who may not positively contribute to the company culture.

    7. Identifying systemic issues: Performance reviews can reveal widespread company issues, such as management issues, cultural concerns or unclear expectations. Spotting trends across multiple employees allows you to address root causes and implement timely changes.

    Related: 4 Things Leaders Misunderstand About Performance Reviews

    Strategies for effective performance reviews

    Now, how can you make your performance reviews as impactful as possible? Here are some key tips:

    1. Set clear expectations from the start. Collaborate with employees to set specific, measurable, achievable, relevant and time-bound goals aligned with company objectives, ensuring they know exactly what they’ll be evaluated on.

    2. Make it a two-way conversation. Engage employees in a dialogue, asking questions, listening to their perspectives and brainstorming solutions together. This makes it feel more like coaching and less like a trial.

    3. Focus on behaviors and outcomes, not just numbers. Discuss the behaviors and skills that drove results, providing employees with insights on how to improve their approach, in addition to quantifiable metrics.

    4. Give specific examples. Offer concrete observations like “I noticed how you took the initiative to streamline the reporting process, resulting in better client satisfaction” instead of vague feedback like “Good job” or “Needs improvement.”

    5. Balance positive and constructive feedback. Recognize accomplishments and strengths while candidly discussing areas for growth, ensuring employees feel appreciated and challenged.

    6. Discuss the future, not just the past. Review prior performance but spend ample time discussing goals and development opportunities to keep the focus on growth.

    7. Document key points, but keep it conversational. Jot down notes to stay on track but maintain an organic, free-flowing discussion rather than reading from a script.

    8. Evaluate company-wide goals. Assess if the company as a whole met its targets for revenue, growth, etc., considering the individual’s impact on achieving these goals, not just their personal performance.

    9. Establish a clear formula for calculating salaries, bonuses and raises based on individual and company performance, ensuring fairness and consistency across the organization.

    10. Assess employees on their fit with company values and culture, not just individual performance. High performers misaligned with company values or team culture can be detrimental to your success.

    11. Encourage employees and managers to provide ongoing positive and constructive insights about their experience by offering incentives. Keep a detailed record of this feedback to streamline annual reviews, rather than relying on memory alone.

    Technology and trends

    As the workplace evolves, so does performance management. The right technology streamlines review processes, encourages a feedback culture and provides data-driven insights for more meaningful performance discussions. Here are some emerging trends:

    1. Modern performance management platforms enable frequent, real-time feedback, keeping development a constant focus.

    2. HCMS (Human Capital Management System) and talent management systems provide valuable data on performance metrics, flight risks, succession planning and more. Mining this data enriches performance review discussions.

    3. Borrowing from agile methodology, some companies are adopting shorter-term performance cycles with regularly adjusted goals, allowing for greater flexibility as the business evolves.

    Related: How to Conduct Employee Performance Reviews That Reduce Stress

    Tailoring your review

    As you create your performance review process, keep in mind that there’s no universal formula. What works for the big players might not be the right fit for your unique business. The key is to tailor your approach to your specific needs, culture and team.

    If this sounds overwhelming, bring in a fractional CHRO or HR Director to design and implement a performance management strategy that reflects your company’s unique identity and vision. This way, you can gain the same benefits without the commitment of a full-time hire or the frustration of trying to adapt generic advice to your specific needs.

    The bottom line is that performance reviews are arguably the most important investment you can make in your company’s growth. Your employees are the heart and soul of your success; how you nurture and engage them determines whether your business thrives or merely survives.

    Adi Vaxman

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