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Search Results for: marketing matters

Randell Beck from Beckshot and Aria Taboada from Aria Music Studios

July 28, 2021 by Kelly Payton

Aria and RandellThe Innovation SpotAlma Coffee

 

 

 

 

 

Randell BeckRandell Beck, Photographer – Cinematographer–and Post-Production at Beckshot

Randell is a former Naval Commander with a background in engineering and special operations. A lifelong outdoorsman and photographer, he also holds an MBA from the University of Texas in Community Planning (joint program between the school of architecture and real estate programs), and extensive experience in logistics and team building.

He applies his business expertise, operational planning background, and award-winning photographic talent to the challenge of producing exquisite marketing materials for his clients. His extensive real estate career spans over 25 years in every aspect of real estate: development, construction, marketing, operations, and design.

He is a member of the Board of Directors of Lutheran Social Services of New York and an accomplished guitarist.

BeckshotFollow Beckshot Media on Instagram and Facebook

 

 

 

Aria Taboada, Owner of Aria Music Studios

Aria Taboada has been passionately engaged in music since she was nine years old, when she picked up the violin for the first time. She spent many hours practicing her craft as well as learning piano. She played as a member of the Atlanta Youth Symphony as well as the Georgia All State Orchestra in high school, and later attended Georgia State university as a violin performance major, studying under Dr. Christos Galileas. She has been featured in multiple artists recordings, including Latin Artists Seich Music and country artist Alison Nichols. Although she enjoys performing, her true passion lies in educating and inspiring young musicians. She believes that the fine arts are a very important part of the community.

Aria Music StudiosFollow Aria Music Studios on Facebook and LinkedIn

 

 

 

This transcript is machine transcribed by Sonix

 

TRANSCRIPT

Speaker1: [00:00:07] Broadcasting live from the Business RadioX Studios in Woodstock, Georgia, it’s time for Cherokee Business Radio. Now here’s your host.

Speaker2: [00:00:22] Welcome to Turkey, Business RadioX Stone Payton here with you this morning, and today’s episode is brought to you in part by Alma Coffee, sustainably grown, veteran owned and direct trade, which of course means from seed to cup, there are no middlemen. Please go check them out at my Alma Coffee Dotcom and go visit their grocery café over at thirty four forty eight Holly Springs Parkway in Canton. Ask for Harry or the brains of the outfit Letitia and please tell them that Stone sent you. You guys are in for a real treat this morning. A little bit later in the broadcast, we’re going to get a chance to visit with Aria and I’m going to try to pronounce her last name, but we’ll get a handle on that. And she runs a school where she teaches folks how to make beautiful music. But first up on Cherokee Business RadioX this morning, please join me in welcoming to the broadcast with best shot Mr. Randall Beck. Good morning, sir.

Speaker3: [00:01:23] Good morning, Stone.

Speaker2: [00:01:24] How are you? I am doing well. It’s a delight to have you here in the studio. You and I have talked about this idea of having you come in and visit and talk to us about your work. It’s finally happening. Thanks for coming down. Tell us a little bit about mission purpose. What are you out there trying to do for folks, man?

Speaker3: [00:01:45] In the corporate world, there’s this thing in the instilled it in us in business school back when I was getting my degree right, and you you ask somebody, what do I what do you do? And so it bigshot that they would ask me that. And I might say, you know, I subvert dominant paradigms by leveraging industry best practices through accentuated technology, what you know, and so, so big shot is about messaging. Right. And what we try to do, what we’re trying to do is transform business messaging and really grab people. We help the business tell their story about why they do what they do and what makes them different than their competitors in a way that has impact through video and high quality photography. And we put the impact on the story so that they can reach their clients and, you know, generate a better client experience.

Speaker2: [00:02:34] Well, I tell you, I can’t think of anything that is more important and would have a larger impact faster than getting that messaging crystal clear. And I think I suspect you tell me there’s probably a tremendous advantage in having third party perspective come in and help you think through articulating that message. Because I can tell you this, my business partner, Lee Kantor, I mean, he and I can talk we can tell each other what we do. And it all sounds great. But like if you have a third party, there’s some value just from that third party perspective, isn’t there?

Speaker3: [00:03:11] Clarity is everything. Yeah. And particularly in today’s marketing world, the Internet marketing and social media, explosive growth there has kind of transformed the marketing equation. Now, I’m a big Simon Sinek disciple, and so it’s all about why

Speaker2: [00:03:29] He’s the why guy. As I’ve seen a little YouTube, I got to confess, I didn’t read the book. I should probably read the book and read the book.

Speaker3: [00:03:35] It’s really good. Yeah, it’s called Start With Why? And I’m not going to try to recap the book, but the central message for him is, is that the research shows that nowadays people aren’t buying what you sell, they’re buying why you do it. Yeah. And so to communicate that why is the most important thing and the best way to do that is is through. High impact, direct communication. Forget the business, speak like I was joking about a minute ago. Right, right. Talk simply and directly to people in ways that engage them. And of course, with social media and the Internet, the best way to do that is video. The video revolution is is in full swing. If you if you’re not doing video. Five years ago, you’re already behind, so.

Speaker2: [00:04:24] Right. Right. Well, that’s where we come in. One of the things that I think I like about the idea of video, interesting in some respects, audio, but certainly you’ve got once you get it nailed and the pros like you, piece it all together properly and we’re all happy with what we’re going to place out there. I got this I got this stone out there. I think I don’t know. I don’t have one, but I’ve got this stone out there working for me 24/7 while I’m doing other things. That’s got to be a tremendous advantage. And he gets it right every time

Speaker3: [00:04:56] He gets it right every time. And it’s a consistent message if you if you. If you orient your narrative so that each piece that you put out is is really hitting on your core values, your core message, your HWI, right, then he is getting it right every time. And of course, nobody likes to be sold to. And so when you’re having a conversation with somebody, if you start coming across like a salesman, they start tuning you out. Right. But it’s a better approach to be able to say, yeah, you know, I do Business RadioX and hey, check out my website. There’s a bunch of stuff on there for you to look at and you can see what it is we do. And then you just have a conversation with them where they can get your they can get your pitch and your differentiation and your messaging from that website that’s getting it right every time. Right. So that’s the that’s the social media revolution.

Speaker2: [00:05:44] So these I think I heard you say this is is your council typically to do more like and rather than do a 15 minute ditty, you would do five, three minutes, you would do multiple pieces with little different angles on them.

Speaker3: [00:05:58] They call it the three second world that we live in, you know, three seconds to grab somebody’s attention. That’s spans are really short. So you start with a bang, right? Yes. And, you know, one minute, maybe two sometimes is is really as long as you want to go in that environment. And, you know, marketing in general tells you to always, always be putting your key message out. Right. Nike, Nike says just do it on everything. Yeah. They want you to understand what they’re about. We work with champions. We open doors for you to achieve your potential. Just do it. You get that on everything you see from Nike.

Speaker2: [00:06:32] Ok, so let’s walk it through a minute. So let’s say so. I understand that you probably have a wide variety of the kinds of people you could service for for the moment. Just purely hypothetically, let’s talk about me for a minute. I mean, it is my show, let’s say when it was my as soon as the check clears, Randall, as soon as the check clears. If we were doing this and I were the subject, like what? Walk us through the engagement, especially like the early steps. How do we how do we do a certain set of videos or a Cherokee Business RadioX? Yeah, Walkerston, we would start

Speaker3: [00:07:09] Off with the idea of what is Business RadioX? What is Cherokee Business RadioX? What’s what’s this about?

Speaker2: [00:07:16] And this is me and you just talking casually, just trying to get out. Just I was trying to

Speaker3: [00:07:21] Find out what you’re about. Right. And then I want to explain what I’ve just explained to you about about proper marketing and the way way to get your messaging out. So now you decide, OK, this is this is really for me. I really want to do, you know, maximize my impact. Right. And do this. So then we sit down on camera and we do a structured interview where I’m going to elicit from you during the interview

Speaker2: [00:07:47] The you’re probably a lot better than I am. I don’t know about that. You’re going to give me a report card after. I don’t know about that. I interrupted you. Go ahead. All right. So so you’re a structured kind of interviewer structured interview. You’re pulling you’re pulling the best of me out of me.

Speaker3: [00:08:01] I guess you’re getting your why and you’re how wrong. What makes you different. Right. And that’s all on camera. So I can edit that video and audio together once we’re done to to craft the narrative that you’re wanting to put out there, you know, in a very concise and powerful way.

Speaker2: [00:08:18] And that’s encouraging that you can that you can just clean it up a little bit.

Speaker3: [00:08:23] You know, we’re talking business messaging here. We don’t need

Speaker2: [00:08:27] Nice, you know, is

Speaker3: [00:08:29] Like like like you

Speaker2: [00:08:30] Can I think you tell me. I think maybe you can get away with a little bit more that kind of thing, like in this format where you’re just sort of chewing the fat, as my dad would say, but not in a professional messaging piece. That’s a different animal. That’s right.

Speaker3: [00:08:44] Yeah. Because you only have that one minute to run before they’re turning you back out. And so then once we have their narrative crafted, right, we edit in what we call Berel, which is, you know, you’re cutting away from your smiling face and showing what you do, showing in this context, we’d be showing you doing some interviews, show your facility like, oh, you

Speaker2: [00:09:04] Were just some faces, get more big role than others. You why do I get the feeling that there would be a lot of money

Speaker3: [00:09:13] That’s up to you. We edit all that in there, too. So still getting your message, you know, you’re still hearing your voice. But this is almost like a documentary, right? You’re hearing your voice. You’re narrating your story. But we’re seeing aspects of what you do, too, in a very impactful way. And then that is that goes to color correction in the whole editing process we call post-production. Right. Just like you do. Right.

Speaker2: [00:09:34] And you make me six foot three with the blast and

Speaker3: [00:09:37] We make you look like Clark Gable. And then and then we distribute.

Speaker2: [00:09:41] Ok, well, OK, let’s talk about that, because that’s nothing to gloss over. When you say distribute, the last thing we want to do is based on my little tiny circle of knowledge. You don’t want me making major decisions about when to distribute what how to frame it. So I’m going to get some direction from you on that, too, right?

Speaker3: [00:09:58] Not for me personally, but. I’m no marketer, OK, but part of the package can be that we bring in a marketing person to help do that campaign. OK, or if you already have that marketing person we give you, we give them your deliverables. Right. You know, execute your marketing strategy. Right. Whether that’s Facebook or Instagram or both or, you know, website or blog or whatever it is. And so we work we work together with your team to come up with that.

Speaker2: [00:10:24] Well, I like that idea. I like the flexibility of it. If I’ve got someone who I really have gotten to know and trust and really respect their their professionalism and their expertize on on how to fully leverage that kind of content, you’re flexible. Find Stone. Here it is. Run with it. And if not, sounds like you have relationships with best in class folks that have that knowledge and expertize. And I can I can team up with them. Or do you just build it into my whole

Speaker3: [00:10:49] Package, build it into your package. That’s right. And the bigger we go, the bigger the company are. Sometimes they have their own agency. Right. And in that case, the agencies will be given us delivery specifications. So we’re just working to the specs then. Right. They already have the campaign defined and at that point we’re giving them the content.

Speaker2: [00:11:07] So talk about that a little bit, because I think, you know, a lot of our listeners are some of them are aspiring entrepreneurs, but a great many of them have a little something going, even if it’s a side hustle and they’re trying to figure out different aspects of their business. And a big piece of it is this whole sales and marketing piece. How does the whole sales and marketing thing work for for a guy like you? Like we were talking about, like an individual you and I met at a at Woodstock business club function on in stock in Woodstock thing. So I think I have a feel for how you might meet people like me or Oria. But how do you how does all sales and marketing thing work when you’re trying to build relationships with people that own, you know, large firms? That cannot be easy, I wouldn’t think.

Speaker3: [00:11:54] No mystery to networking. Right. The introduction is always the best. A good referral is the next best.

Speaker2: [00:12:01] So you get referred in a lot of time. Doing good work is a heck of a sales tool in that area. Yeah, you’re right. I mean, if you taught my kid how to play the violin and they couldn’t walk and chew gum before I brought them to you and then I tell my neighbor, did get your kid over there. Are you straight about right?

Speaker3: [00:12:16] Definitely not the drums or the trumpet.

Speaker2: [00:12:19] Right. Right. So so your business, I mean, you you have to have a tremendous amount of trust. It’s not just the money. I mean, OK, I mean, I’ve spent money on stuff that didn’t work. But to trust you, to put me in the best light, that’s the that’s

Speaker3: [00:12:38] The key factor in this business. And yeah. And so we make a real point that we are always loyal to the project and to our client, you know, whatever it takes to get it done, right. That’s right. And and, you know, there’s never a time that I want them to be surprised by anything that’s happening. Yeah, communication’s critical because once you lose the trust in this kind of business, it’s all relationship. When she loses the trust,

Speaker2: [00:13:05] That’s better and better, I suspect. I mean, I think better to overcommunicate and have them cry uncle on that and then not communicate and then over deliver.

Speaker3: [00:13:16] You know, if you’re in a real estate shoot for a brokerage and they contract for twenty photos, we might give them twenty five because, you know, it’s just better we don’t nickel and dime and we overdelivered.

Speaker2: [00:13:28] Ok, so I wanted to ask industry sectors, are you fine because you just mentioned real estate. I chose myself. I thought it might be fun to do something for someone like an already small business people that we know. But are you finding that your business over the years has sort of gravitated toward certain sectors, certain industries, certain types of businesses?

Speaker3: [00:13:47] Yes. You know, in the broad sense, it’s professionals, right? It’s businesses of any size, but in a professional environment, the need to differentiate themselves. But there are sweet spots that. Right. We’ve developed. Real estate’s obviously a big one in the photography.

Speaker2: [00:14:02] Well, it wasn’t obvious to me. Why is that? Why is that?

Speaker3: [00:14:05] Because my photographs all the time on their listings and they need videos about why you should work with me. And, you know, here’s what my process is, OK? And related businesses to them, to mortgages and people like that need to do the same

Speaker2: [00:14:16] Because those are crowded arenas, right? I mean, you can’t swing a dead cat without hitting a mortgage broker or a realtor, right?

Speaker3: [00:14:22] That’s right. And they need to differentiate themselves in a big way. Right. But then there are other industries related to that. Commercial real estate is one commercial buildings. The property managers that are leasing apartments and office space, you know, are starting to discover out there that that showing their operation in their properties in the best light is going to be very critical post covered with all the downsizing and shuffling going on. Right. Leasing is going to get very competitive

Speaker2: [00:14:50] And I’m going to look at it. Will you tell me, is this right? I’m going to look at that space, look at shots, videos of anything around this on a computer long before I ever try to set up any visit. I’m not going to drive all the way to wherever, right? That’s right.

Speaker3: [00:15:06] And in a real sense, you know, you want that buyer that’s seen those photos to come in prepared to make an offer. Right. The better, the better. The presentation online that’s your first showing in the better that presentation is, the more likely they are to to do that. Transaction and in a bigger sense than that, you know, in other related industries, architects, engineers, property developers, construction contractors that need to show a portfolio, our approach is really well for them. Now, that’s some high level involvement on those issues. They’re really looking to express a design concept and really show it in its best light. Some of those shoots are very involved and are our secret to this is we shoot everything we do as if it’s for publication for an architect. Right. So even even a real estate agent says, just shoot. My listing gets the same approach with some standardization and some things that we do to make that efficient for them. Right. We have we have standard pingle, standard shots, you know, some standard settings and things like that. And so they get that same approach as is the architectural shoot would be if they’re going to be featured in residential design. Right. Wow. So it’s a it’s a good way to make their business advertise their business.

Speaker2: [00:16:23] So then you get a chance. I would think you get a chance to build relationships and genuinely serve. I don’t know the the people who run the building. Right. Or run the the marketing of the can be. Do you enjoy. You must you must enjoy seeing all the different architecture and have a real appreciation for design,

Speaker3: [00:16:41] Something I thought about doing in my life and didn’t do. And maybe that was a good decision and maybe it was so, so I’m fascinated by it. But because I’ve been involved in it, you know, even back in the Navy, I built team buildings for the SEAL teams. And so,

Speaker2: [00:16:55] Ok, we got back involved with they just got sort of I built training for the SEAL teams. I got to hold my breath for an hour and a half. Well, let’s back let’s get the back story on this thing. Although as far back as you’re willing to go, how does one, you know, land where you have what’s the what’s the Randall big back story? Oh, no. We call it the back story. Oh, I like that. See?

Speaker3: [00:17:17] Ok, how do I get to where I am? A long series of miscalculation and error. So, no, I. I was a naval officer out of college for 14 out of school, 14 years total. And about 10 of that I spent in, you know, some various capacities in the SEAL teams or the special bone units. And my last job in the Navy was on the on the staff of the commander in chief Atlantic Fleet as the special warfare liaison. Oh, my. So I was in big involved in R&D and acquisition budgets. You know, new things. Right. Like my favorite project was we were developing a wave piercing speedboat, combat speedboat. Oh, my. So things like that that were very interesting. But one of one of the projects was building a team building with some very specialized electronics and security features and things like that was a fascinating process. And and post Navy, I got into the real estate world development and construction operations world. And so I’ve learned to speak, engineer, architect, city planner, all those languages. Right.

Speaker2: [00:18:24] Do you feel. I’m sure the answer is yes. So maybe I should say, why do you feel how do you feel that having that that background in the military and in this case even highly specialized, you know, elite pocket of the military, how do you feel like that has served you in the business world?

Speaker3: [00:18:44] Mission focus, true leadership, an orientation towards results.

Speaker2: [00:18:51] So do you get frustrated occasionally so you can you can tell me it’s just us girls here, just it’s just me and Ariah. Do you get frustrated sometimes when you see people that are less than driven or less than disciplined or a little bit lazy? Is that frustrating to a Navy SEAL?

Speaker3: [00:19:10] No, never.

Speaker2: [00:19:12] I don’t think I’m buying that. You have to find a way to work with those folks. But but I’m sure you do run into most people must seem a little less disciplined, a little less on point than you would prefer, I would think at times. OK, maybe at times. OK, so you also learn diplomacy and all that, as I say, less timely.

Speaker3: [00:19:36] Maybe sometimes you just you just want people to hurry up, you know.

Speaker2: [00:19:40] So but you’re just like the people, some of the constituencies you serve your go.

Speaker3: [00:19:46] Before we go on talk about constituency, we kind of talked a lot about real estate and architecture, which are lovely, sweet spots. I enjoy that tremendously. But we’re also in the art world where we’re currently working on a five part documentary for Cousins Properties. Speaking of developers, I’ve heard

Speaker2: [00:20:01] Them nice little cute little cottage

Speaker3: [00:20:03] Industry. But they are they are doing a four sculpture installation in their renovation of Buckhead Plaza, OK. And so we are filming. We’re videoing the creation and the installation of these sculptures, which represent intersections around the Atlanta area. And of course, by that, you’re automatically drawing in some historic and cultural context. Right. Cousins is a company that’s made a real commitment towards art in public spaces and impacting the culture in ways other than just don’t we have a pretty building lease in it right now, a very unique company among developers out there. So we’re doing a five part documentary series on that, which puts us we’re working with an art consultant and the sculptor himself. We’re in his studio doing the creation, as well as in the Plaza for the installation in the finished product. So that’s an interesting one. We’ve done health care and, you know, health allied health services.

Speaker2: [00:20:57] Now, why that would not have thought. I wouldn’t I’m not getting a good visual on health care.

Speaker3: [00:21:02] Remember that our thing is differentiation, right? Writing anybody, any professional that needs to differentiate themselves from the others is is a good client and they have need of what we do.

Speaker2: [00:21:14] Well, and I guess there’s a pocket there’s a there’s a a sandbox in the health care world that is that has medical devices and stuff. And I bet design and that kind of things like visual is important in that regard. I bet.

Speaker3: [00:21:27] I don’t know. But design always reveals intent. Right.

Speaker2: [00:21:30] And if somebody write that down and

Speaker3: [00:21:32] Design is design, it’s fascinating to me, no matter what form it takes, one of my friends from up in New York City is works for a company that does packaging design. They package products for their clients, while a strange. You wouldn’t believe how technical that that is. You know, there’s a science to product design and packaging and

Speaker2: [00:21:58] The packaging, I mean, it’s the kind of thing I don’t even think about the

Speaker3: [00:22:02] Shape of the grip on the skill. So it’s not an accident

Speaker2: [00:22:06] And neither is the box that it comes in. Maybe that’s it.

Speaker3: [00:22:11] So design is fascinating. Right. So in any aspect and I personally really like design.

Speaker2: [00:22:17] Yeah. And it’s and you get the joy of capturing it and putting it in its best light and then helping them think through how to get that message out there. We touched on it a little bit, but is there anything else that comes to your mind when maybe we’ll get it? We’ll ask in the form of getting some counsel for for some of the the folks in our tribe. What advice, if any, do you have with regard to to those of us who might be in an arena that that is kind of noisy, kind of crowded? What advice do you have for us to try to achieve a little bit of differentiation, to just separate ourselves a little bit from the from the crowd?

Speaker3: [00:22:52] I would say inspiration is the key, and so you need to find a way to inspire people to do business with people that inspire them. Right. And that’s that’s the challenge when I talk about impact, when I talk about differentiation, that’s really what we’re trying to do, is give them your your big why in a way that inspires them to participate with you.

Speaker2: [00:23:14] Know this whole Y thing for you, it’s not a parlor trick. I mean, I think you take this very seriously. This is the core of what you do, isn’t it?

Speaker3: [00:23:22] How many businesses say you’ve got the best price? Right. How many of them say we’ve got the best product? Right.

Speaker2: [00:23:30] Do they? I don’t know. All right.

Speaker3: [00:23:34] On any given day, that can change. Right, right, right. And if your customer is coming to you because you’re. Your convenience store and you’ve got the cheapest price on gasoline today, they’re going to buy their gas from you, but tomorrow when the other guy undercuts you by a nickel where they’re going to buy their gasoline. Right, right, well, that’s a simplistic example, but you want to inspire loyalty and continued. Continued commitment from your client. All right, so now you’re in the white world. Yeah. Why are we doing this?

Speaker2: [00:24:04] I must start asking why more like that. Yeah, that’s it. I enjoyed the video when I watched it. This Simon guy, Simon. Yeah, but I don’t know. I don’t feel like I’ve applied enough. I should just I should be I should ask you more like if people think they might want to sponsor a show or a host of serial, maybe I should say. Well why. Well, I mean, maybe there are other maybe I have come up with some other phrases besides why or, you know, what makes you feel that way or something, but kind of just keep poking. Right.

Speaker3: [00:24:32] Said you hadn’t read the book, but in the book he tells you how to do that.

Speaker2: [00:24:35] Oh, he does.

Speaker3: [00:24:35] It’s a process, not a destination.

Speaker2: [00:24:37] And so since I’m on an invoice, we’re giving him quite a little poker. He doesn’t believe

Speaker3: [00:24:43] The world is talking about him. It’s just, you know, it’s a good framework.

Speaker2: [00:24:49] So, yeah, before we before we wrap, I want to make sure that our listeners know how to get in touch with you. So whatever you think is appropriate in terms of contact info, whether it’s a phone number or email address, maybe a website, maybe there’s a cool place to go. Look at some of your work or whatever you think is appropriate. Let’s make sure we let them.

Speaker3: [00:25:09] So a part of why is is a contact, contact, communication and commitment. So at best shot when you need to get hold of us, you’re getting hold of me. And whatever needs to happen, I will take care of with our crew or our suppliers or whatever you can get. You can reach me through the website. It’s bigshot shot dotcom. Beck shot singular dotcom. There is a big shots that’s plural and that’s not us. My email and phone number are on the website. Phone numbers five one six five oh nine six nine four three. Email is Rendel L.L. at Bigshot Dotcom and we’re on Instagram and Facebook as well. Just type in best shot and up will come.

Speaker2: [00:25:59] Well, and I do. I think maybe that’s even a point of differentiation. If I pick up the phone or even if I sent you an email, the next contact, probably I’m going to look you in the eye or talk to you on the phone. Yes. I mean, not to me, that seems like a real point of differentiation right there. No, it is. Well, thank you so much for coming to visit. And I hope you’ll come back. I’ll tell you an idea that might be worth pursuing. I think it be fun. Might be fun if if you have a local client to maybe have them come in. We’ll spotlight their business, too, because I love learning about other other businesses. But maybe it would be fun to talk about this a little bit about the relationship, how you guys work together and or if that’s do that, or maybe one of these trusted market partners, these best in class, somebody that handles the other part of the engagement. If someone needs like to have someone that does, you know, the the distribution work. So if you’re up for that, we’ll do that sometime.

Speaker3: [00:26:56] Yeah, that would be fun. I can think of several good local clients that might really enjoy that.

Speaker2: [00:27:01] Yeah, I’d love it. Hey, listen, how about hanging out with us while we visit with our next guest?

Speaker3: [00:27:06] Sure. It’s a great studio. I’d love to hang out with you guys for a little bit.

Speaker2: [00:27:10] All right. Next up on Cherokee Business RadioX, we have with us from us Aria. Armelle, take a swing. I should have asked before we went on air, would have been the last sort of professional interviewer would have done right to both of you.

Speaker1: [00:27:23] Got it. That’s exactly right.

Speaker2: [00:27:24] Are you all that built up or not? She just took a swing. Right. So, Aria, the the name of your outfit. Am I saying that right? Aria, Aria, Aria, Music Studios, Music studio. Clever. All right. Music Studios, you’re teaching folks how to play music. What are you doing?

Speaker1: [00:27:43] So I personally teach violin. That’s my main instrument that I teach. And also piano, ukulele and viola. We also have a bunch of other or a few other instructors that teach other instruments, such as saxophone, recorder, bass guitar, guitar, drums, beginning voice. I hope I’m not leaving any out there. There have been several that have been added recently, which is a great thing.

Speaker2: [00:28:09] So I’m going to tell them myself and my my supreme lack of musical knowledge or talent. When my oldest was in the third grade, I had I wasn’t very long in this business of running studios for the Business RadioX network. And one of the things on the list was you had to have a recorder and Holly was going to the store to get a recorder. I said, Holly, I got more recording equipment and you can take a look at what do they need? It’s a little flute, etc.. So that was my education that they have. What a recorder that I

Speaker3: [00:28:42] Think Stone should come to your school.

Speaker2: [00:28:45] Maybe, you know, maybe you should have just a class for parents to just like just basic terms. And I want to say and not to say, because I don’t know in third grade, though, and actually in third grade, you’re still kind of a smart guy. You’re like Daddy, the hero. I was at seventh, eighth grade where you got to be really stupid. I don’t know, somewhere. I don’t

Speaker1: [00:29:03] Remember. I was a big nerd the whole way, so who knows?

Speaker2: [00:29:07] All right. So you’ve got a you’ve got a physical location that people come to. We do, yeah.

Speaker1: [00:29:13] So we recently opened our brick and mortar location in the beginning of March. We have been around for a long time, though, probably about ten years. We were previously located in Kennesaw actually at my home studio. So I just moved it now to a brick and mortar because we wanted to have some more instructors and also to be able to do a little bit more in the community, in the Woodstock community. So I was really lucky to land that new that new office that we can actually be in Woodstock and kind of, you know, do some outreach and stuff like that.

Speaker2: [00:29:48] Well, congratulations on that. I think that’s fantastic. So the the the end user profile, probably not the person writing the check, but the ah, most of the students, young people,

Speaker1: [00:29:59] We have a wide range of students. The ages range from anywhere from four years old to eighty, just however old. We have some adult students that actually take with their kids, which I think is really good.

Speaker2: [00:30:13] That’s cool. That’s the way we do it. Right.

Speaker1: [00:30:16] And I have several adult students. They tend to not be as they’re a little bit more shy about performing. But I’m trying to get some more performance opportunities that they would be comfortable with so that they can kind of get their music out there.

Speaker2: [00:30:30] So we should just bring them to the studio and be like, OK, it’s time for the. The area, our show us what you heard last week, Bill,

Speaker1: [00:30:38] So I have a few for you.

Speaker2: [00:30:39] Yes, but like the four year olds, a six year old, I bet they’re probably less inhibited. Right. And they don’t have it right or willing to stand and strong string or blow the thing or whatever, Netley.

Speaker1: [00:30:50] Well, I do have some shy ones. I will say I have some kids that I, I haven’t really heard a peep from, you know, for the duration of their lesson. And sometimes they’ll open up. But, you know, after a year of teaching and they’ll just start talking, I’m like, wow, I’ve never heard you talk before. But for the most part, yeah, the kids are a little bit more free and bold.

Speaker2: [00:31:11] So the hats that you must have to wear, the all the the disciplines that you must be able to exercise because you have this highly specialized knowledge from in the music world and talent in the music world. But you’re also running a business, a big piece of which I suspect is, you know, getting the business, the sales and marketing and all that kind of stuff. And you got to sort of know how to how to run a class, even though there’s a lot of your work, one on one or some group.

Speaker1: [00:31:43] So it’s actually all one on one up until this point. But we are opening a mommy and me type class that taught its toddler music, baby music, and we’re calling it baby rock stars. And it’s going to be opening in September. So we’re hoping to get a couple people for that, for the group class. That will be kind of a new avenue for us.

Speaker2: [00:32:04] But having a child that you don’t know initially come in. I mean, to me, it was I mean, I my kids were wonderful, but still they were I mean, that was a handful. And then try to get them focused on learning something. Do you have did you just learn that by trial and error or you just have a knack for that? Or is there like formal education? And here’s how you handle a kid for an hour and a half. Right.

Speaker1: [00:32:28] I mean, really what we focus on is the individual. So everybody’s different in their learning style. I’ll have some parents that will bring their children in like we want them to do competitions. We want them to, you know, be a little Mozart. And then I have other parents that come in. There’s just like, you know, just let them have fun, just explore what they want to do with music. So it really depends on the individual. And I just try to make that individual comfortable when they come in for lessons by trying to figure out what their individual goals are, what they want to do. And if it’s a kid or an adult, I’ll ask them, what is the song that you really want to play? Like something that you’ve heard on the radio, just your favorite song. And even if it’s something that they can’t do for a year or more, will work towards that so that they have a goal to work towards.

Speaker2: [00:33:19] Now, are there some instruments that are easier in general to pick up and do a pretty good job over other? I mean, because I have zero musical talent, there’s no one no one in my family on my side, no one sings, dances, plays any music. My wife says that I’m tone deaf. I maintain that I am tone mute. I can hear you just fine. I just can’t I just can’t produce it. But are some instruments you have little if you’re going to get if you’re going to have a stone style studio, let’s get him on. I don’t know. Maybe it’s that recorder thing.

Speaker1: [00:33:53] I would say recorder is a really good instrument to start with. That’s the reason that a lot of schools use that instrument to kind of get kids acclimated to learning music. Also, I do have some students that want to learn stringed instruments right off the bat, and I wouldn’t recommend that if they’re below a certain age, I would recommend starting with piano. It’s a little bit more instant gratification to play piano because you don’t have to, though. There is technique involved. There’s no screeching sounds or anything like that. When you play piano as opposed to violin. There’s just so much to think about when you’re playing a stringed instrument. And that can frustrate a lot of the younger musicians.

Speaker2: [00:34:34] Ok, is the violin and the fiddle the same thing? Is it the same instrument?

Speaker1: [00:34:39] It is the same instrument. It’s just the style that it’s played. There is an argument, though, that there were old time fiddles that were shaped a little bit differently, the bridge that holds the strings up so that fiddle players could play more strings at the same time. But I think in general, it’s just a violin. Yeah.

Speaker2: [00:34:59] Randall, you I remember now, if it was during during our conversation or before we went on air, but you play something in your room.

Speaker3: [00:35:08] I’ve played a number of instruments in my life, but. But guitar is the one that stuck.

Speaker2: [00:35:12] Yeah. And did you learn from a really early age like like she’s talking about her? I started about

Speaker3: [00:35:18] Six years old or so I said, oh wow,

Speaker2: [00:35:21] That’s awesome.

Speaker3: [00:35:21] It got a little songbook with a bunch of old, you know, bluegrass songs and Johnny Cash songs and John Denver songs in it. Right.

Speaker2: [00:35:28] Learn them. Oh what fun. So it out in the community. You obviously find yourself working with parents to provide them and their child a great experience, you get to the 80 year old who says, I always wanted to play guitar or whatever. Do you find yourself collaborating with community organizations, associations, other businesses in some way to either on the business side of things or just to try to be a visible, vibrant part of the local community?

Speaker1: [00:36:04] Yes, of course, when we open the studio and of course, I know covid is still kind of a thing. It’s still kind of going on now. But, you know, covid has really kind of inhibited us from doing community stuff. So we are looking forward to doing a little bit more out in the community. I really would like to get the kids especially and the adults out, you know, playing at different locations, maybe for children’s hospitals or retirement homes or anything like that. We are going to be doing or I say we I mean, me and some of the other teachers are going to be doing a benefit concert, a charity event for Circle of Friends. You might have heard of them.

Speaker2: [00:36:44] Oh, yeah. I get my coffee there on Thursday morning.

Speaker1: [00:36:48] Thursday morning. I see you there every Thursday, too. So, yeah, we are planning on doing a Valentine’s Day concert. I know that super far away, but I’ve already started practicing for it. So I will be playing the Vivaldi Four Seasons, All Four Seasons. And one of my coworkers are employees, Lanard. He’s going to be doing piano and I’m not sure what he’s going to do yet, but I’m hoping that something kind of jazz related, I think that would really balance it out well. So unfortunately, I don’t have the venue get the information, but it is going to happen. It’s in sometime in February. So if you follow the social media links, we will definitely announce that.

Speaker2: [00:37:27] Well, that is fun. You can call it the Business RadioX folks there. But I have

Speaker3: [00:37:32] A question for you is if that’s OK. Absolutely. You know, listening to this and with my perspective on the world, I’m interested in what you do that’s different and all the music stores that give lessons, right? Yes. Why would there’s that question? Why would somebody

Speaker2: [00:37:49] And you’re getting all those for free, are or are you going to send us a bill?

Speaker3: [00:37:56] Size matters. You get a big bill. You know, why would somebody come to your school instead of those lessons or, you know, what is it that you do different?

Speaker1: [00:38:05] I think one thing that differentiates us is our focus more on the individual during the lesson, as I said, just figuring out what their goals are and trying to focus on them instead of just having a core curriculum that we do. So whereas some people might do better with a curriculum, other people do better with just learning individual songs, just kind of, you know, piddling around a little bit. Playing by ear is a big one, too, like some people read music better, some people play by ear better and just, ah, you know, just being able to perform as well. We have to recital’s a year currently that we do. So the students really get to show off what they’ve learned during the year. And also we have other you know, we help we help students out with competitions that they want to do, all state orchestra, stuff like that, to to just inspire them. You know, I think that’s our main our main thing is to inspire musicians.

Speaker2: [00:39:04] There’s that word again where you were on to something, you

Speaker3: [00:39:07] Know, that resonates with me, though, because when I was a kid and taking piano lessons, the thing that frustrated me about it was the structure of it. You know, it was all exercises and these little songs you wanted me to learn. And they weren’t at all what I was wanting to play. And ultimately I stopped doing that and moved over in the guitar direction. So I didn’t play the things that I was interested in. Yes. Like she was saying,

Speaker1: [00:39:27] I think it’s important for us as teachers to communicate well with our students because sometimes you can tell if they’re not having a good time, you know, after a while and I’ll just stop and ask, like, hey, sweetie, you know, or buddy can are you enjoying this? Like, are you do you like the song? Is there something else that you want to do? And that’s more effective because more often than not, students will not communicate with you and then they’ll just end up quitting. So it’s better to communicate them from the get go to see what they want to do, what their goals are.

Speaker2: [00:40:00] So how about what about recruiting other team members? Because you want them to have that same love for the craft. You want them to have that same presence with the kids? Have you have you kind of got it dialed in and crack the code on how to recruit good people and keep them on board?

Speaker1: [00:40:21] Well, so far I’ve been very lucky with the staff that I have. I know I don’t I don’t think I’ve cracked the code yet because we just really started. And so this is my. First time having employees or having, you know, people, there’s

Speaker2: [00:40:37] Another hand, I mean, when you run into you, can you wear all these hats?

Speaker1: [00:40:40] Yeah, well, you know what one thing? My husband was a marketing major, so he helps me a lot. And I definitely wouldn’t be able to do that kind of stuff is not my cup of tea, but I’m learning a lot more through him and also through the Woodstock Business Club where I met you guys as well.

Speaker2: [00:40:58] So your husband’s name, if you don’t mind, Taylor.

Speaker1: [00:41:01] Taylor.

Speaker2: [00:41:02] All right. Shout out for Taylor. Make it happen. Behind us is Taylor’s musical at all.

Speaker1: [00:41:07] He’s not. No, but he supports music, though.

Speaker2: [00:41:13] That’s fantastic.

Speaker1: [00:41:14] It’s the radio

Speaker2: [00:41:15] You give me, too. So talk a little bit about Woodstock Business Club specifically, but also just the the the the I don’t even know what to call it. The collegial, supportive environment. At least I have found it that way since I’ve come here. That’s been your experience to apparently, yes.

Speaker1: [00:41:34] I was pleasantly surprised because I’m definitely an introvert. I don’t really put myself out there very much as far as talking to people. Playing music is fine. That’s that’s kind of odd, I’m sure. But but I just I’ve made so many great contacts and great friends, and it’s amazing how one thing will kind of lead to another. You know, you meet someone that you don’t really think is going to to help Persay, you know. But I think just putting yourself out there and just being getting to know everybody and kind of helping collaborating with them, I really enjoy that a lot more than just trying to recruit people to help my business, you know, so so I found a lot of it’s been great to kind of get to know people and also just to drive around Woodstock and be like, oh, wow, I know the owner of that business is kind of cool where, you know, I would have never met all of these people otherwise.

Speaker2: [00:42:28] So I’m that experiences that. That’s what I’m finding as well. The other thing that I did not anticipate, although I have run another studio and my day job is trying to find other people across the country to run studios, I’ve run another studio in Sandy Springs for years, but it wasn’t as intimate because they might be from, you know, the east side of Atlanta or whatever. Now, on the client side of our work, I mean, it’s they’re going to be a client of mine. I might see them at church. I might see them at Reformation. I might run into him at the piebald. I kind of I got to live with he’s going to look them in the eye. So I feel like there’s this I don’t know, I’m feeling even a higher obligation of making sure that I can I can give them whatever type of result they’re seeking if they’re going to write me a check to be part of this team.

Speaker1: [00:43:17] Right. Right.

Speaker2: [00:43:18] Do you feel like this higher sense of obligation? I certainly

Speaker1: [00:43:21] Do. I do. Yeah. I definitely want to help out anybody that I can if I if I can, you know, and give them give them some business and just kind of collaborate with them. That’s that’s that’s my favorite word. I guess lately it’s just collaborating.

Speaker2: [00:43:36] I can’t even spell it, but I walk away from the and I get energized when I go over here. My new routine is just to walk across the street to the circuit and I really enjoy the Ypersele. I don’t know. We may need an opower crusty

Speaker3: [00:43:50] Old

Speaker2: [00:43:51] Curmudgeon’s what

Speaker1: [00:43:52] I’m getting there too,

Speaker2: [00:43:53] But I’m really I’m enjoying that. And it’s a little different flavor and it’s a it’s a it’s some of the same folks but other folks. And then I try to time it so I can get over to the Reformation and enjoy the Woodstock business. So that’s that’s kind of my get to know people day. And there are a lot of people for whom I might not be a good client for, and they are probably not a good client for me. But I swear to you, I really am. After I got a chance to sit down, this was my intellect is kind of up, you know, if there’s a way for me to help someone. So I’m going to, you know, I keep it. So I feel like I’ve got all these I call market mates. Yes. Like, I get all these, you know, market mates. And I’m going to try to help. And I feel like they are the same. Yes. That they’re going to try to help me. So I don’t maybe that happens in other communities, but it’s all new to me.

Speaker1: [00:44:40] Yes. Yeah. And I never go in there with the intention of I’m going to get some business today. I’m going to drum up some business. Yeah.

Speaker2: [00:44:45] That’s not the right frame. Right.

Speaker1: [00:44:47] I think that people can sense that too, if you feel that way, you know. So I think it’s it’s great just to just to make new friends, you know,

Speaker2: [00:44:55] That’s probably what maybe turned me away from years ago, investing much time or energy in that kind of activity, because I can remember going to a to a thing. And I swear to you, the some of the people to have a conversation with me. And as soon as they put me in whatever box they wanted to put me in, I probably wasn’t answering the question properly. Randall thought I had some training from you. I probably answered, you know, what do you do? I probably got. But I swear to you, I could I could tell they were looking right over my shoulder like, who’s my next victim? Who’s my name? This is I’m not. Yeah, but that is not been my experience at all for this.

Speaker3: [00:45:32] That’s tell them that you subvert leveraging industry best

Speaker2: [00:45:37] Practices and then they’ll just move right along. So what’s next for for for you and mastermind Taylor? What do you guys got some world domination plans for this thing?

Speaker1: [00:45:47] Well, I don’t know about that. I mean, you know, I haven’t thought about that, though. So maybe that’s a that’s a good idea, but not for right now. I mean, we’re we’re just focusing on filling up our studio with awesome students and awesome teachers. We currently have five studios open, but we’re really only utilizing two of them.

Speaker2: [00:46:05] So we got some capacity.

Speaker1: [00:46:07] Yes. Yes. So we we definitely want some of our students. And I think for us, we we definitely want to get out in the community more. That’s our main focus right now, is to have more performance opportunities for the students, which creates, you know, just inspiration in them to learn music as well as retention.

Speaker2: [00:46:28] So, yeah. So how can we help the most? I mean, obviously, you know, maybe this will help you get a little something. You can get out there to the to the masses and share and that kind of thing. But yeah. How how can people like Randall and me and our listeners, what can we do to support what you’re what you’re trying to accomplish?

Speaker1: [00:46:47] I mean, you know, if you can make it out to the performances, that’s great. Just support us. And and then if you know anybody that needs lessons, you know, you might want to come by and check us out first. I don’t know if you’ll feel like us or not. I’m sure we will. But but yeah, that’s pretty much it.

Speaker2: [00:47:07] Fantastic. Do you have any great pictures of you anyway? Didn’t you want me to ask her that? Really great

Speaker1: [00:47:12] Pictures. Actually, I was I was thinking about that during this whole thing. Like, I need some headshots. And and then I also learned from Randall about I need to be making more videos and maybe I need someone to make them for me.

Speaker2: [00:47:24] But no, I would think that, gee, I wonder who could do that. We’ll find somebody for you. We’ll we’ll go on for you. But no, I could see if I were looking for lessons for Katie or Kelly, my too. And if I went to your website and I saw a beautiful picture of you on a cello or I mean, to me the instruments are so gorgeous, the cello and the fiddle, the two instruments that you should be in every song. No, I could see that, you know, really making an impact. So. All right. Well, we’ll keep our our eyes open and our our ears open for for some opportunities. It’s been a lot of fun having, you know,

Speaker1: [00:48:03] Thank you for having me.

Speaker2: [00:48:04] Yeah, well, I hope you do. And I’m quite sincere with this. I hope you’ll think about coming back and letting us know how things proceed. Definitely. For sure. And maybe when you’re getting the next event that your thing is February,

Speaker1: [00:48:19] February, it’s going to be around Valentine’s Day. And we’re hoping to have kind of like a romantic setting, like some y, you know, whether you’re single or in a couple, you can enjoy some wine. Yeah. Enjoy some music.

Speaker2: [00:48:32] All right. So, I mean, I’ll I’ll definitely participate by the ticket or whatever. And me and my roommate of thirty plus years, Holly, will come on down. So but what I was going to say is, if you like, as we get closer to that event, anything you’ve got going or if you’re doing something kind of connected to one of these causes, because I know you’re great about trying to support these causes. Let me know even if you can just swing by the studio for a quick segment just to get people caught up. I mean, the platforms at your disposal, I’m happy to help and we’re happy to help in any way we can. Thank you. Yeah. All right. So before we wrap, let’s make sure folks know where you are, OK? So let’s make sure we tell them that again and then how to how to get to you and have a conversation with you or someone else on the team or have a kid, have them in their kid, come see whatever whatever works for you.

Speaker1: [00:49:17] All right. So we are located basically in downtown Woodstock. It is off of Highway Ninety two in the Creekstone office, Creekstone Ridge sorry, office complex. And it’s right behind that Dairy Queen on off of Highway 92. And if you want to look at our website, it’s our music studios dot com, and you can also reach us on pretty much any form of social media. So if you look us up on Instagram at our music studios and also on Facebook at the same address, and we are also on LinkedIn and I’m missing something, but we’re we’re we’re definitely on those news websites. So you can check us out just type in area music studios on any of those platforms.

Speaker2: [00:50:04] Sounds to me like you’re incredibly accessible. Yes, I know. Randle would support. Well, thank you, Aria. Thank you, Randall. This has been an absolute delight. What a fantastic way to to invest a Tuesday morning. Thanks so much. Thanks for having me. You all right. Until next time. This is Stone Payton for our guest this morning and everyone here at the Business RadioX family saying we’ll see you next time on Cherokee Business RadioX.

Victoria Lynne Hannu With Heart and Soul CEO

July 22, 2021 by Jacob Lapera

heart&soulceo

Victoria-Lynne-HannuVictoria Lynne Hannu is a business transformation artist specializing in operations strategy and leadership coaching. She is the Founder/CEO of Heart & Soul CEO and works with purpose-driven business leaders to up level their business and themselves to drive success without killing themselves in the process.

She brings nearly 4 decades of combined corporate and entrepreneurial business experience to her work with her clients as a trusted, consultant, coach, and mentor. The creator of the R.I.S.E. Method™, she’s developed a unique integrative approach to business success grounded in her experience and education.

She is a numbers ninja and passionate about working with other business leaders to create transformation in the world through business and thrive in the process.

Connect with Victoria on Facebook, and LinkedIn.

What You’ll Learn In This Episode

  • What your numbers can reveal to help you realize your goals
  • Objectives without killing yourself in the process
  • How can there be stories hiding in a business’s numbers
  • Importance of knowing the stories hiding in your numbers

This transcript is machine transcribed by Sonix 

TRANSCRIPT

Intro: [00:00:02] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia, it’s time for Coach the Coach Radio brought to you by the Business RadioX ambassador program, the no cost business development strategy for coaches who want to spend more time serving local business clients and less time selling them. Go to brxambassador.com To learn more. Now here’s your host.

Lee Kantor: [00:00:33] Lee Kantor here, another episode of Coach the Coach Radio, and this is going to be a good one. Today we have with us Victoria Lynne Hannu, new with Heart and Soul CEO. Welcome, Victoria.

Victoria Lynne Hannu: [00:00:45] Hi Lee. Thanks for having me. I’m excited to be here.

Lee Kantor: [00:00:48] Well, I’m excited to learn what you’re up to. Tell us a little bit about Heart and Soul CEO. How are you serving folks?

Victoria Lynne Hannu: [00:00:54] Well, Heart and Soul CEO is about helping entrepreneurs, CEOs and founders really make an impact in the world by bringing purpose into business, by bringing values into the core of the business.

Lee Kantor: [00:01:10] So what’s your back story? How’d you get into this line of work? Have you always been a coach?

Victoria Lynne Hannu: [00:01:15] Well, technically, yes. But I started out in corporate and I found coaching as I was getting ready to leave and wanted to figure out what the heck I wanted to do, what was my next step. And I got a coach and it was like, oh, this is what I want to do. And then shortly thereafter, I launched my business. And as I was looking at my business plan, I was looking at it and I’m going, OK, I’m supposed to do a business plan because I have a background. I’m a business analyst and that’s my background before I became a coach. And looking at all of this, I’m going, how do you incorporate values into the business plan? How does that business plan actually authentically reflect who you are, what you’re here to do and where you want to go? And there was no answer. It was just kind of dry looking at it. And so I was on a journey to figure that out and help other entrepreneurs to do that as well.

Lee Kantor: [00:02:29] So now you said your background was as an analyst. Analysts tend to like numbers and spreadsheets and things are very black and white. When you’re dealing with kind of values and mission, it’s hard to put that on the spreadsheet. How do you help your folks do that?

Victoria Lynne Hannu: [00:02:47] Well, as a as a business analyst and one of the gifts that I have is that I can see the stories in the numbers because we have a tendency as an analyst, you can look at things, the numbers are numbers, math, map, spreadsheets or spreadsheets. Yeah, that’s great. But what do they mean? Right. It’s really. What do they mean.

Lee Kantor: [00:03:11] So then how do you help your clients kind of get a better understanding of maybe the numbers that matter rather than just numbers, because some business people are just kind of collecting numbers and they kind of lose track of what are the metrics that matter?

Victoria Lynne Hannu: [00:03:29] Right. Well, the thing is, is you are absolutely correct, there are so many people out there that look at the numbers, OK, now it’s time to take actions to if you want to increase your revenue numbers based on the market, based on what your past is, you have to take these actions and nine times out of ten those actions. Won’t necessarily get you your next numbers, that your goal, because they’re one, they’re not looking at the outcomes that you want. And number two, they’re not looking at what gets in the way. And there’s a there’s a little Diddy joke story I’d like to ask you, why is six afraid of seven?

Lee Kantor: [00:04:21] Because seven, eight, nine.

Victoria Lynne Hannu: [00:04:23] That’s right. That’s the story. Gets seven. Really? Eight, nine.

Lee Kantor: [00:04:27] Probably not. I don’t think so.

Victoria Lynne Hannu: [00:04:30] No, but just the fact that you can give that just that little one shows that there’s meetings inside of numbers because everybody when they look at numbers, you can look at your PNL and you so just say your revenues. You had a top revenue line of two million dollars, right? And somebody could look at that and say, wow, that’s awesome. Somebody else would look at it and go, that’s not enough, that’s. The number is the number one million.

Lee Kantor: [00:05:08] But the number is also a story, and it’s the story you tell yourself or the story they see in the numbers, and I think that a lot of folks have a hard time discerning what are really the numbers that matter most to them. And it might matter most to your banker, might matter most to your accountant. It might matter most to your neighbor. But what is the number that matters to you in your mission and what you’re trying to kind of achieve?

Victoria Lynne Hannu: [00:05:36] Absolutely. And and it could be any of those numbers, right? It could be your bank account balance. It could be your income numbers. It could be the number of people that you help. And it could be the number of sales that you make which are in line with the number of people that you help. There’s also the green numbers. You know, we have companies looking at reducing carbon footprint, those numbers, but they’re all tied up in the stories. You tell yourself about what those numbers mean. And it’s that meaning that can get in your way.

Lee Kantor: [00:06:18] Right. And that’s in the end, if you get that number wrong, that could mean that you’re spending a lot of sleepless nights worrying about things that really aren’t your true north. And it could get you off track and it creates stress and you can create disharmony within your family and your own personal life, your health. How do you help your clients kind of get aligned with their numbers as well as what they’re really trying to accomplish?

Victoria Lynne Hannu: [00:06:45] Well, one of the things we do is the first thing I do with my clients is sit down with them and really help them to identify the stories that are in their numbers. Right. And sometimes the story isn’t with the owner of the company. Right. Sometimes the story is with their staff. I had one client where his accounting systems were one way, but there was it seemed like he was losing money, right. There was not a lot of money left over for bonuses and those kind of things. Well, it turns out that he had staff members, a team. This was a concierge company and they were on site and they weren’t charging people for small things of doing things for clients because they felt it was wrong to charge for something so small. So they had stories about what it meant to serve a customer and it actually was hurting them and the company.

Lee Kantor: [00:07:54] So now walk me through what an engagement with your firm looks like. What is the pain that this client is having and how do you help them kind of get their numbers and their mission aligned?

Victoria Lynne Hannu: [00:08:07] All right. So they’re stuck, right? My clients are typically stuck there in overwhelm their burned out. The camps, you mentioned it earlier, they can’t sleep at night because they’ve got things they think they’re missing something they’ve got things going on in their brain. And so what I do is I work with them to identify the signs that this is the stories in there. No, of course, which overwhelmed burnout being stuck are some of some of the signs. And it’s like, OK, let’s take a look at your numbers. And I also have a quantitative assessment that turns the subjective into the qualitative so that we can really look at that. And then we identify those stories. And I help them to understand what story do they have going on that is keeping them stuck. Sometimes it’s three stories, sometimes it’s five stories, sometimes it’s just one, but they can’t see it. And then we look at that story and see, is there parts of it to keep it there, parts of it to let go. So we let go of the old stories that are keeping them stuck and then we can write a new story that helps them to achieve the outcomes that they want versus going after numbers, which is typically goals and objectives are often numbers driven. What is the outcome? And then we can back off that to find the numbers that match the outcome and we lay out the path to get from where they are to where they want to go.

Lee Kantor: [00:09:50] Now, the way you do this, I believe, is through your first step rise method, can you talk a little bit about that?

Victoria Lynne Hannu: [00:09:58] Yes. So the rice method is the path that we follow and arise. We start with the R, which is to recalibrate your mind set. And you can’t go to where you want to go from where you are without creating the mindset of where you’re going. And then the I in rice is in leadership. Who are you innately as the leader? Because to lead your company where you want to go, you really need to be authentic to who you are innately as a leader. And that doesn’t mean authentic to who you think you are. It’s who you really are. And then the answer is to put the structures in place. It’s a structure. Let’s structure your business. Let’s make sure that your vision is in real alignment and that the purpose of your business is the purpose of your business for real, rather than something that somebody put out there or you put out there in order to have other people think that’s what it is. But it’s not really what it is. It’s kind of a convoluted place, but it’s really having that clarity that you’re really on track and you’re doing what you want to do. And then the E in the rice method is to execute. You can plan, you can lay things out, you can talk things out until you’re blue in the face. But until you actually have the rubber meets the road, nothing is happening. So it’s really about executing and bringing everything to life, to showing up in your business, to leading your team, being the leader in the world that you’re here to be. And then the key is also to evolve and elevate because it’s a constant process.

Lee Kantor: [00:11:50] Now, do you find that the folks that are drawn to your message and to your solutions are kind of these purpose driven companies, the ones that are trying to do well and to do good at the same time? But they’re just maybe operationally challenged that their dream kind of gets cluttered by the reality of some of the operations and that your team is able to help them from an operational standpoint to get back on track.

Victoria Lynne Hannu: [00:12:23] Absolutely. Absolutely. And one of the things is a purpose driven business leader. It’s very personal as well. So. They have a tendency to sometimes be too soft and they don’t think about the operational aspects of it, and my company is here to have people, processes, systems all working together synchronously so that my clients can organically grow and have a sustainable business that doesn’t kill them in the process.

Lee Kantor: [00:13:04] Now, can you share a story about maybe one of your clients don’t name their name, but maybe explain the back story, what they were struggling with and how you were able you and your team were able to come in and interject yourself in your services to help them reach new levels?

Victoria Lynne Hannu: [00:13:20] Absolutely. Well, I’ll I’ll take the simplest story. I have lots of stories. One of my clients was making low five figures. Right. And she was looking at her numbers based on what she thought she should be doing. And she wanted to make a huge impact in the world and she was in marketing. And marketing is one of the best ways to really get out there and help your clients get out there. And she loves working with visionaries. Well, when we first worked with her, she was here in Denver and there’s Colorado Springs, the Denver Tech Center, all the way to Boulder. So she thought she had to her story was that for her to increase her income the way she wanted to, she had to do social media and that she had to be the social media expert for her companies. And she was working in the financial industry at that time, which was kind of out of alignment for where she really wanted to go and the impact she wanted to make. So she’s going up and down, driving hundreds of miles, sometimes in one day, thinking that that’s what she had to do. Well, in the process of looking at our numbers, looking at the stories, looking at what was going on, she had thought because the market was asking for social media. People, that’s what she had to do, regardless of what she was here to do, was to be a leader of leaders. And so we got that turned around and she’s making multiple six figures today and she takes pride in.

Lee Kantor: [00:15:12] So it is it’s not a it’s a dream that can come true if you can get your operations right and get everything in alignment.

Victoria Lynne Hannu: [00:15:20] It absolutely is. You know, your mind who you are is the leader. What you’re here to do, get yourself set up in your structures, in your operations, put in place to support you, not here to do everything by yourself.

Lee Kantor: [00:15:36] So now you mentioned that she started out as a five figure business. Do you have a sweet spot in the size of the firms that you work with? Are they the five, six figure businesses or do you work with enterprise level brands? What is the sweet spot for your clients?

Victoria Lynne Hannu: [00:15:50] The sweet spot for my clients is six and seven figure businesses is sometimes multiple, seven figure businesses. I really like working with companies that are teams that can be zero to twenty five. That’s the. Sweet spot. And although some are a little larger, one company, which actually was an organization, a nonprofit, I turned them around, got them all on the same page, and they had. 30 employees.

Lee Kantor: [00:16:26] So you can really make a big impact, no matter really what size the firm is.

Victoria Lynne Hannu: [00:16:33] Exactly, exactly, I have this real sweet spot or this place in my heart for the smaller entrepreneurs, and so I have some things that I do with them. They do more of the work themselves versus me and my team. But when you’re at the low five figures and you’re purpose driven, just know that you can move past that. It doesn’t take a whole lot other than really shifting more into who you innately are as a leader.

Lee Kantor: [00:17:06] Well, congratulations on all the success. Victoria, if somebody wants to learn more about you, your team and your firm, is there a website?

Victoria Lynne Hannu: [00:17:16] Yes, that’s Heart and Soul CEO dot com. And they can connect with me on LinkedIn as well. And I’m also on Facebook.

Lee Kantor: [00:17:28] Well, thank you again for sharing your story, you’re doing important work and we appreciate you.

Victoria Lynne Hannu: [00:17:32] You’re welcome. Well, thank you, Lee, for giving me the opportunity and inviting me to be on your show.

Lee Kantor: [00:17:38] All right. This is Lee Kantor Rules. How next time on Coach the Coach Radio.

 

Doing Good in Arizona E22

July 21, 2021 by angishields

Doing-Good-in-Arizona-E22-top

Doing Good in Arizona E22

Culture, business as a force for good, giving back, higher purpose, and small business were all topics of discussion on this episode of Collaborative Connections Radio Show and Podcast.

Host, Kelly Lorenzen, was joined on-air by Arizona business leaders, Bob Blum, founder of Alcyon Consulting, Kindra Maples with Conscious Capitalism Arizona, and Sara Kelley with Bell Insurance.

Are you a business owner or leader in Arizona? Need more resources to grow your business? Want to know more about how to use business as a force for good? Then check out this great conversation between Kelly and her featured guests.

Thank you, KLM Consulting, Marketing and Management for sponsoring this show.

Alcyon Consulting can help you in two ways…Financial & Business Operations Management and Business Consulting & Advisory Services. With Alcyon’s financial and business operations support, you can shift the burden of managing and overseeing those necessary, but non revenue generating activities, to a professional who has the passion, experience, and training to assess, manage and improve your company’s business infrastructure thus freeing you to focus on generating revenue and building the business. alcyonlogofinal002

If you are looking for a fresh set of eyes to review and analyze any or all aspects of your business…from financial statements to fraud prevention, then Alcyon’s Business Consulting & Advisory Services could be the answer.

As an Accredited Small Business Consultant (ASBC), Bob and Alcyon utilize a proprietary approach to review and analyze your business, and along with its broad business partner network, Alcyon will not be able to not only make solid recommendations for improvements, but will be able to identify, vet and implement the right solution.

Bob-BlumBob Blum leverages over 35 years of extensive and varied experience, in both staff and leadership roles, helping companies build and maintain stable business operations by focusing on maximizing both financial and human assets.

These roles include Principal and Chief Financial Officer for Peerless Candy & Tobacco Company, Senior Human Resource Consultant for Peoples Energy Corporation, Controller for Ben Brooks & Associates, Controller for Incentive Logic, and most recently CFO for MAC6.

Bob is a Certified Public Accountant (CPA), an Accredited Small Business Consultant (ASBC), a Lean Six Sigma Green Belt and has a Bachelor’s in Business Administration from Ohio University. In addition, Bob earned a Master’s in Human Resources, with a specialization in Organization Development, from Loyola University in Chicago.

Connect with Bob on LinkedIn.

Free enterprise capitalism has served to lift more people out of poverty than any other socio-economic system ever conceived – empowering social cooperation, human progress, and elevating humanity.

Good business is the answer to many of the global issues that humankind is facing.

For too long, capitalism in the media has been associated with lying, cheating, manipulating, gaming the system, and taking advantage of society.

But for every horror story being told about the selfishness of corporate America and Wall Street, there are thousands of stories of businesses supporting their communities, investing in their employees, and making the world a better place.

We are working to change the capitalism narrative by shining a bright light on good business – telling the stories of conscious Arizona companies (and encouraging others to follow in their footsteps).

Kindra-MaplesThere is a lot in her background that has led Kindra Maples to where she is today.

Her past experiences, interactions, careers, and partnerships have led her to growing the roles she holds in the community; the VP of Volunteers with Conscious Capitalism Arizona, Sales Development with YellowBird, and the host of the Culture Crush Business Podcast.

She is spartan racer, past animal trainer, previous magician’s assistant, and has a weakness for Oreo cookie shakes. Her journey working with people actually started working with animals as a teenager (don’t worry we won’t go that far back for her bio).

She worked for over 15 years in the zoo industry working with animals and the public. Her passion of working with animals shifted into working with people in education, operations and leadership roles. From there her passion of leadership and helping people develop has continued to grow.

Her experience in non-profit operations, communications, and program engagement has brought her to the place she is today. Her experiences have built her passion and her “why” in areas of culture building, engagement, and growing strong teams.

Connect with Kindra on LinkedIn and follow Conscious Capitalism Arizona on Facebook, Twitter and Instagram.

Bell Insurance is one of the largest independently owned, full-service agencies. They’ve worked in insurance for more than 100 years, giving them unparalleled experience and expertise on policies designed to serve you, your family and your business in the best way possible. BellInsuranceLogo

in 1911 as Warner and Company Insurance in Fargo, N.D., they became Bell Insurance in 2019 when they joined forces with Bell Bank, one of the largest independently owned banks in the nation.

Bell is known for exceptional service and high integrity, where people matter, which shows in how their team members treat each other, their customers and those around them.

They understand one of your biggest challenges is managing around the things you can’t control. They can help you by building an insurance plan based on what you need to address the unique risks your operation faces.

By getting to know you and your business and working with you to figure out an insurance policy that gives you the right coverage at the best rate, they’ll help you protect what you’ve worked so hard to build.

Whether you need small business insurance or coverage for a large, niche operation, they’ll help you protect what matters with commercial insurance coverage options in your best interest, competitive pricing, stress-free claims, and the high-quality service you can expect from Bell.

Sara-KelleySara Kelley has over 20 years of experience serving clients in a risk management capacity. She started her insurance career in Chicago, IL with the world’s largest insurance brokerage firm and moved with them to the Phoenix market. Since being in Arizona, Mrs. Kelley has developed her expertise to serve the businesses that thrive in the Valley of the Sun.

Sara specializes in property and casualty insurance and risk management for a variety of industries including Healthcare, Social Services, and Non Profits, as well as Indian Nations, contractors, manufacturers, and many other businesses. Sara provides clients with insurance solutions for various insurable risks.

For Insureds, Sara Kelley delivers risk and policy coverage reviews that focus on your firm’s expense reduction, cash-flow improvement, balance sheet protection, and decision-making insight.

Connect with Sara on LinkedIn.

About Collaborative Connections

Kelly Lorenzen started the “Collaborative Connections” show to bring her clients and favorite charities together to meet each other, connect and collaborate in life and business.  She hopes to build a stronger community one show at a time. KLM Consulting

About Our Sponsor

KLM Consulting is a business concierge and project management firm. They help small business owners and non-profits build, brand and brag about their businesses.

About Your Host

Kelly-Lorenzen-on-Phoenix-Business-RadioXKelly Lorenzen, CEO of KLM Consulting, is an award-winning entrepreneur with over 15 years of business-ownership experience. She is also a certified project management professional.

Kelly’s expertise is in business development, customer service, marketing, and sales.

Connect with Kelly on LinkedIn, and follow KLM Consulting on Facebook.

Decision Vision Episode 125:  Should I Take Over the Family Business? – An Interview with Dan Erling, Accountants One, Inc.

July 16, 2021 by John Ray

Accountants One

Decision Vision Episode 125:  Should I Take Over the Family Business? – An Interview with Dan Erling, Accountants One, Inc.

Dan Erling became CEO of Accountants One suddenly when his father died in 2010. As the sales director, Dan was embedded in the business but without a plan to take over. He and host Mike Blake chart the course of Accountants One from that point, and Dan shares his insights on what it takes to inherit a business, lucky breaks, things he would have done differently, how the business eventually flourished, and much more. Decision Vision is presented by Brady Ware & Company.

Accountants One, Inc.

Accountants One is a full-service accounting and finance recruiting firm specializing in direct hire and contract placements.Accountants One

Since 1973, they have been recognized as industry experts who align as trusted staffing partners with the organizations we serve. Their relationship-driven focus consistently leads to the highest rate of placement success in the industry. Headquartered in Atlanta, Georgia, Accountants One has the infrastructure in place to serve clients across the Southeast.

The CEO of Accountants One, Dan Erling, wrote the book on hiring – literally.  The book is called MATCH: A Systematic, Sane Process for Hiring the Right Person Every Time. The book details uniqueness of our approach.

Key points include:
Recognizing that a great hire is 75% culture fit, 25% skill fit. What this means for you: they get to know you and the unique culture of your company. They find candidates who not only have the right skills, they are also the right fit for your department and company.

Finding the right person requires a coordinated project management team. What this means for you: evaluating stacks of resumes, interviewing candidates, testing them, checking references, preparing them, following up – they utilize an entire team to work on your job order.

Understanding that mis-hire can cost a company up to 15 times their salary. What this means for you: they’re objective. They get to know you, and they know their candidates. They’ve interviewed thousands of people. They’re not fooled by someone who is great at interviewing but doesn’t have what it takes to work for your company. They have the highest success rate in the industry for a reason: they have the tools to match candidates with clients.

Working a consistent, proven process ensures success. What this means for you: the right process allows them to move forward methodically and ensures that all the angles are covered, so by the time the candidate gets to you, there are no surprises. No one ‘slips through the cracks.’

Developing meaningful long-term relationships with both clients and candidates makes the difference. What this means for you: They invest in getting to know you so that they can understand the intangibles – those qualities that go beyond an email or job write-up. They are your partner. They are with you for the long haul.  They develop the same deep relationships with our candidates; they have access to excellent people who work with them exclusively and confidentially on their job search.

Company website | LinkedIn | MATCH

Dan Erling, President, Accountants One

Dan Erling is the President of Accountants One. He is in the Georgia Association of Personnel Services (GAPS) Million Dollar Hall of Fame and was recognized as one of Atlanta’s Up and Comers by the Atlanta Business Chronicle. Under Dan’s leadership, Accountants One was named one of Atlanta’s Best Places to Work. Dan is the creator of the Search for the South’s Funniest Accountant. This combination fundraiser/stereotype debunker has become an annual favorite in the accounting community – consistently bringing in over 800 people to cheer for Funny Accountants. Through the Search Accountants One has helped raise over a quarter of a million dollars for Junior Achievement of Georgia.

He earned a Bachelor of Science in Mathematics from Georgia State University and his Masters from Emory University. Before joining Accountants One, Dan was an inner-city math teacher for 8 years. In 1996, he was named the Academic Achievement Incentive Teacher of the Year for Middle Schools. In 1998, Dan had the opportunity to join his father, Bert Erling, at Accountants One. This followed several summers of working as an IT Project Manager for the firm. While Dan unexpectedly lost his dad on May 2, 2010, he considered the opportunity to work with his dad as one of the highlights of his life.

Dan’s wife, Michelle, is an art educator and painter (she painted the two pieces that hang in the lobby of the main office). He has two sons that he is very proud of. Dan’s personal interests include abstract art and music. While dedicated to working a recruiting desk, Dan spends a great deal of time consulting with companies on Hiring Best Practices. The result of this work led to his book: MATCH, A Systematic, Sane Process for Hiring the Right Person Every Time. The book was published in December 2010 by Wiley Publishing and is available wherever books and ebooks are sold. You can learn more about Dan’s philosophy of hiring as well as read his blog by visiting www.danerling.com.

Dan is on the board of Junior Achievement of Georgia. Through this non-profit, he is able to be part of making a difference in the lives of children. Something that remains incredibly important to him. Dan is also on the board of the Georgia State Panther Athletic Committee. As a Georgia State University alum, he is incredibly proud of what is going on with Panther Sports. The impact of the sports community on the downtown area also inspires him. The opportunity to serve people and bring value in an authentic way continues to motivate and inspire Dan every day. He truly loves his job.

LinkedIn

Mike Blake, Brady Ware & Company

Mike Blake, Host of the “Decision Vision” podcast series

Michael Blake is the host of the Decision Vision podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms, and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

LinkedIn | Facebook | Twitter | Instagram

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth-minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

Decision Vision is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision-maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the Decision Vision podcast.

Past episodes of Decision Vision can be found at decisionvisionpodcast.com. Decision Vision is produced and broadcast by the North Fulton studio of Business RadioX®.

Connect with Brady Ware & Company:

Website | LinkedIn | Facebook | Twitter | Instagram

TRANSCRIPT

Intro: [00:00:01] Welcome to Decision Vision, a podcast series focusing on critical business decisions. Brought to you by Brady Ware & Company. Brady Ware is a regional full service accounting and advisory firm that helps businesses and entrepreneurs make visions a reality.

Mike Blake: [00:00:21] Welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic from the business owners’ or executives’ perspective. We aren’t necessarily telling you what to do, but we can put you in a position to make an informed decision on your own and understand when you might need help along the way.

Mike Blake: [00:00:42] My name is Mike Blake and I’m your host for today’s program. I’m a director at Brady Ware & Company, a full service accounting firm based in Dayton, Ohio, with offices in Dayton; Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols. If you would like to engage with me in social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. If you like this podcast, please subscribe on your favorite podcast aggregator and please consider leaving a review of the podcast as well.

Mike Blake: [00:01:18] So, today’s topic is, Should I take over the family business? And before I get into this, I apologize for publishing this a day later than we normally do. Just some, frankly, scheduling difficulties. Now, that everybody is allowed to go back on vacation, I took for granted the fact that people basically had nothing better to do – literally, nothing better to do than to come on my podcast. And I got into a habit of not being aggressive enough in scheduling. And so, this is coming out a day later than we normally do. I would normally just blame it on technical difficulties, but I’m just going to own it and say I got into some bad habits. But this should be the only one that gets published late. It’s only a day late, so I’m sure everybody survived.

Mike Blake: [00:02:02] But today’s topic is, Should I take over the family business? And, you know, this topic is kind of interesting from a timing standpoint. About 15 years ago, we read all over the place that there was going to be a massive wave of baby boomers handing off their businesses to Generation X and – gasp – millennials. And we thought for sure that that was going to happen. And everybody said business brokers, M&A people, investment bankers, they’re going to make a killing. Business appraisers – like myself – are going to make a killing. There was going to be this massive transfer of wealth.

Mike Blake: [00:02:45] And kind of something interesting happened was really that nothing happened. I mean, it’s still happening on an ad hoc basis. But this wave of businesses that are being transferred just really has not happened 15 years later. And I think that’s happening for a lot of reasons. I think it’s happening, one, because people had a lot of ground to make up after the wealth they lost in the ’08, ’09 recession. And I think the other thing that’s happened is because healthcare and nutrition have become so good, is that a lot of people, frankly, have a lot of juice, they have a lot of gas left in the tank at age 65. And they don’t necessarily want to go off into the sunset unless their health just starts to prevent it.

Mike Blake: [00:03:33] But the reality is – and I’m a big advocate for this – you know, this notion of retiring at 65, if you want to do it, can do it, great. But our healthcare technology and nutrition is able to keep people viable for much longer. And that’s happening with businesses. And so, the transfer of a business from one generation to another, I think, is still a very special event and it’s an important event. It’s an important event because, you know, companies that are multigenerational, they’re hard to come by because they’re hard to do. And the track record of multigenerational businesses, frankly, is not all that awesome.

Mike Blake: [00:04:17] There’s a term called shirtsleeves to shirtsleeves, that wealth that’s transferred in generation one is 90 percent gone on average by generation three. And so, the numbers are really stacked against generational wealth really being successful. And that’s why when I see a scenario under which generational transfer is somewhat successful, I think that’s something to be highlighted because there are probably lessons that we can learn from it.

Mike Blake: [00:04:49] And joining us today is a friend of mine who I’ve known a lot of years before he took over his company, actually, is Dan Erling of Accountants One, which is a full service accounting and finance recruiting firm specializing in direct hiring and contract placements. Since 1973, they have been recognized as industry experts who aligns trust and staffing partners with the organizations they serve. Their relationship driven focus consistently leads to the highest rate of placement success in the industry.

Mike Blake: [00:05:21] Headquartered in Atlanta, Georgia, Accountants One has the infrastructure in place to serve clients across the southeast. Dan Erling is the President of Accountants One. He is the Georgia Association of Personnel Services Million Dollar Hall of Fame, and was recognized as one of Atlanta’s Up and Comers by the Atlanta Business Chronicle. Under Dan’s leadership, Accountants One was named one of Atlanta’s best places to work.

Mike Blake: [00:05:44] And I can see that. The things I observe him doing with his company are so fascinating, and groundbreaking, and authentic. I’m not surprised. In fact, I steal a lot of his ideas.

Mike Blake: [00:05:56] Dan is the creator for the Search for the Souths Funniest Accountant. This combination fundraiser stereotype debunker has become an annual favorite in the accounting community, consistently bringing in over 800 people to cheer for funny accountants. So, the Search for Accountants One has helped raise over a-quarter-of-a-million dollars for junior achievement of Georgia.

Mike Blake: [00:06:16] I’ve got to do that one year. I’m not technically an accountant, but I’m sort of accounting adjacent. And the funny thing is, by the way, for those of you who are listening, you think accountants to be funny. Well, Bob Newhart started as an accountant, actually. He was a CPA before he moved over into that. Bob Newhart, even today, is still a laugh. I mean, when he’s on the Big Bang Theory, I sit up and take notice.

Mike Blake: [00:06:37] Dan wrote the book on hiring, literally. The book is called Match: A Systematic, Sane Process for Hiring the Right Person Every Time. The book details the uniqueness of their approach. And, finally, Dan is a member with me of the Swedish American Chamber of Commerce. I think he’s a Swedish descent. I am not. I’m just an interloper, but I like meatballs. Dan, welcome to the program.

Dan Erling: [00:06:58] Oh, my gosh. Thank you so much. What an honor to be here today. I feel very, very lucky to be talking with one of Atlanta’s cultural icons, the legend, Mike Blake.

Mike Blake: [00:07:15] Well, we’ll change your mind halfway through the podcast.

Dan Erling: [00:07:17] All right. You got it.

Mike Blake: [00:07:17] But I don’t think you’re too much of a flight risk. So, Accountants One was founded in 1973. I didn’t realize it was that old. Tell me the origin story. What’s the lore of the history of Accountants One?

Dan Erling: [00:07:33] All right. Quick story, my dad’s a jazz musician. He has me, he says, “Boy, I need to do something where I can make money.” And so, he becomes an accountant. Rides up the org chart, really works for mostly the same company as he went from senior accountant to regional controller. And then, said, “You know, I really am an entrepreneur at heart. I am that jazz musician.” So, when I was in high school, he bought a two person bookkeeping search firm, started doing controller searches, and ran it for years. So, there’s your origin story of Accountants One.

Mike Blake: [00:08:22] And I forgot that your father was a jazz musician. I can see that. Typically jazz musician is not the fast way to wealth. What did he play? Was it saxophone?

Dan Erling: [00:08:34] No. His stand up bass. He was a bass player.

Mike Blake: [00:08:36] Stand up bass, okay. The upright bass. Yeah. And bass players don’t make a lot in any event.

Dan Erling: [00:08:42] Oh. No. No.

Mike Blake: [00:08:43] Unless you’re Getty Lee of Rush. That’s pretty much the only one I think so.

Dan Erling: [00:08:48] That’s a good one. Sure.

Mike Blake: [00:08:48] When did you start to work in the business?

Dan Erling: [00:08:50] All right. So, in my previous life, I’ve had two jobs. I was an inner city math teacher. I was the middle school teacher of the year at APS, and loved the kids, loved that experience. I was there for eight years. But along the way, I recognized that I belonged in an entrepreneurial world, and was working summers with my dad at the three person recruiting staffing firm.

Dan Erling: [00:09:24] And one summer, when I knew it was starting to become time where I went out and established myself, I went to him and said, “Hey, Dad. You know, I’d like to join you. Can I come to Accountants One next year after I finish this group of children I had promised that I would come back?” And he said, “Yeah. But there’ll be no nepotism here.”

Dan Erling: [00:09:49] And so, in 1998 with a two year old and a four year old, I joined Accountants One. And I’ve been here ever since. It’s been a great experience. And I quickly became our top sales guy. And, now, I’m very lucky that I’m the CEO.

Mike Blake: [00:10:13] I’m fascinated by the transition. I can see why you’d be a teacher who would resonate with kids and, of course, that explains your junior achievement.

Dan Erling: [00:10:21] Yes. Oh, absolutely. I still want to give back, especially we’ve created a fund or a nonprofit to serve inner city youth. Yes.

Mike Blake: [00:10:32] I mean, that’s a big change, from APS into accounting and recruiting firm. What was it that you saw from outside and said, “You know what? I want to do that. I want to drop what I’m doing,” that clearly had a lot of meaning for you. You’re clearly very dedicated, I can tell by your voice. I just don’t know how you’re wired. What did you see from afar that made you want to get involved in that?

Dan Erling: [00:11:01] I’ve never looked at sales as trying to control people. I don’t like the manipulative aspect of sales. But I did think, “You know, if I can sell inner city kids on math and coming in here and being excited about doing math and that’s fulfilling, what can I do from a sales standpoint in terms of bringing value to people as they change jobs?” And so, it was that sales aspect and the best use of sales in terms of motivating people and helping them to achieve more and bringing true value that motivated me.

Mike Blake: [00:11:53] So, I’m going to go off the script here because I think that’s so fascinating. I speculate – and you tell me if I’m wrong – I think when you’re going to teach math to kids in APS, unless they’re unusually motivated, I mean, isn’t there a sales job in there somewhere, too, to get them engaged and get one to do the work and do hard things and grow nerve endings?

Dan Erling: [00:12:16] Yeah. Oh, this job is a lot easier than the job at APS. I mean, selling math to inner city kids, that’s a lifetime achievement. And I really, really respect teachers and always want to give back, because trying to make that happen is not only so important for our society, but it’s also so difficult and hard to do on a day to day basis. So, bless those teachers that do it. I only did it for eight years.

Mike Blake: [00:12:50] Now, most people I know who do what you do, that is recruiting and accounting, have an accounting background, I think, anyway. Is that accurate? And if so, was it hard for you to kind of get in and learn the vocabulary? Or maybe being an outsider made it easy? I don’t know. You tell me.

Dan Erling: [00:13:08] So, we’re about half and half. We’ve got Big Four CPAs on the team and we’ve got people who really never did accounting or finance. But in my case, I grew up with it, listening to my dad, understanding what he did. And, you know, if you do this long enough – I mean, you do not want me to do your books, but we probably can have a pretty deep conversation about mergers and acquisitions, and we play CFOs all the time – you learn about how it all fits together, even though you’re probably not an expert in doing.

Mike Blake: [00:13:52] So, how long did you work in the business until you started to have thoughts of, “You know what? I’d like to make a go of this when it’s my dad’s time to hang them up and move on?”

Dan Erling: [00:14:05] All right. So, I thought a lot about this interview, and I decided that if people were going to get value out of this, I needed to come clean and to tell the real story. So, I hope that I don’t later on regret anything that I’m about to say. Because if I can be of help to anybody that’s listening to this, I would be delighted.

Dan Erling: [00:14:34] So, the answer to your question as to how did I make that decision was, I absolutely did not. And if I can help anybody to be prepared for that decision, then I would feel great. And I’d be delighted to talk to anybody who’s in this space. So, in 2010, I became the CEO for the worst reason, and that is that my dad passed away. I mean, he was mowing the grass, he had a heart attack, and the paramedic said he was dead in 30 seconds.

Dan Erling: [00:15:12] So, I went from sales manager to CEO in a day. With, we had just landed a major, major account, which had a hundred contractors. And my dad was working with a bank on how to figure that out. And this is 2010, which, things were upside down economically, we just had a collapse, the banks were falling apart, they were trying to figure out how to hold themselves together. And I wound up inheriting the company at just the worst time that one could ask for.

Mike Blake: [00:16:01] And so, I want to come back to that, because I knew part of that story, I didn’t know he literally just passing away mowing the lawn. With the reason I should never mow my lawn again.

Dan Erling: [00:16:16] It’s a great reason to not mow your lawn, definitely love that.

Mike Blake: [00:16:19] Especially in the Atlanta heat. But if you’d had to do over differently, what might you have done in terms of planning? Or what did you wish might have been done in advance that would have saved headaches down the road?

Dan Erling: [00:16:37] So, the timing for this was perfect, because what I am doing right now is what I wish that I would have done back then with my dad, which is clarifying everything. It is working with a lawyer. It is working with a CPA firm. It is discussing how the transaction should happen, the tax implications, getting people that are much smarter than I. And right now, I’m working with a financial coach. My goal is that, by the end of the year – and we’re in a transition right now. Let me explain that in a moment, because I think this is important. It’s important to do it now and it’s important to do it in three years because the company will be in a much different spot.

Dan Erling: [00:17:35] But I have set a goal of delivering to my financial coach, my CPA firm, my lawyer, and key people on the Accounts One team so that they’re hearing what exactly our wishes are, how things are going to be turned over if I happen to pass away mowing my grass. This is what I wish that my dad and I would have done. I wish we would have been more disciplined to have gone through that process so that we had a documentation in place. So that it was clear, instead of me inheriting all of these problems, all of these questions on top of the stress of losing your dad.

Dan Erling: [00:18:26] And I just wanted to add that, we also have plans for doing this in three more years, because if your company is growing – I mean, if my company wasn’t growing, I probably would be fine for a ten year plan. But we’ve already put into place some things where we know where we are now. We’re going to have to relook at this again in three years as the company changes.

Mike Blake: [00:18:55] So, knowing that story, I kind of reorganized my thoughts here a little bit. Was it clear that you would be the one taking it over when that happened? In other words, was there anybody else in the company who thought, “I mean, Dan’s great, but he’s just in sales. And I’m the one who has been here for 30 years or something. I really should be running the firm. I should be the obvious successor. I’ve been the number two.” Frankly, were there other pretenders to the throne?

Dan Erling: [00:19:30] No. No.

Mike Blake: [00:19:33] Good. That made it easier then.

Dan Erling: [00:19:33] Well, in this case, because nobody would have wanted that responsibility. And I told you, I was going to tell the truth. My dad was an awesome businessman. He died at the wrong spot. Again, I went into this saying I’m going to share some things that are embarrassing. But if somebody can learn from them, I’m fine with it. Because I’m just going to say my dad was a guru businessman. I love my dad. He was an excellent dad and a great business partner. But because of the time that he died, and he was the sole owner of the company, he had some real estate that was underwater because of 2010 – it didn’t have anything to do with him – that was connected to the business.

Dan Erling: [00:20:38] So, what I wound up inheriting – isn’t this a wonderful inheritance? – is a major debt. Because it’s just like concrete galoshes here that are pulling you down. But I think it is funny, the one disagreement that my dad and I ever had in business was, “I don’t want to be an owner of property. If you want to do it, go ahead.” We did not think through the fact that if he died, what was going to happen was if those buildings were underwater, they would start to sink the company. My lawyer, my wonderful lawyer said, “Dan, you should declare bankruptcy.”

Mike Blake: [00:21:22] No kidding.

Dan Erling: [00:21:23] “Because this isn’t your fault. This is just the way things are. It’s tied to those buildings.” So, the answer to your question is, nobody else would have been crazy enough to have wanted to inherit that organization at that time.

Dan Erling: [00:21:41] Which, by the way, I’m going to throw this out here right now, my dad would be incredibly proud of us. In fact, I would say that I was very honored – I’m going to say this because I want you to know where we started. And I’m a modest person, I won the award for Most Admired CEO in Atlanta in Accounting through the Atlanta Business Chronicle. And I say that because I want you to know where we’ve come from, to where we’ve gone to, and how proud my dad would be of that change.

Dan Erling: [00:22:22] I don’t know many scenarios that could have been worse than the one that I’m painting. And if you fight through them, then you can make it. But we would have been so much better off if we would have had more planning in place for the loss of my dad.

Mike Blake: [00:22:43] So, that brings me to something I really want to get into with you, and that is that, I suspect and other clients I’ve advised, they feel sort of a push and pull of how much do you want to keep out of respect for the traditions of the firm? And how much do you want to make change, because I’m younger, I’m closer to the younger generation, I have new ideas that maybe the older generation was either reluctant to implement or really didn’t even think about? Did you have that tug of war? And if so, how did you make peace with that?

Dan Erling: [00:23:24] I think that it is critical that best idea wins whether you’re the son of the owner or not. And I think that that’s the rule of our firm. And I think that as a leader in the firm, whether you’re the CEO or not, that it is imperative in a family business to make it clear that the one rule of the business is that even the son or the daughter can be fired if they’re not good at their job. And if that’s not in place, then you wind up with a weaker organization that can be dragged down by dumb ideas that are owned by somebody who has clout because they’re a family member versus a great idea that brings value regardless of who you are.

Mike Blake: [00:24:28] So, I just thought of the question I should have asked, so I’m going to ask it now, which is, you paint a pretty bleak picture of the business when you had it fall in your lap for better or worse, right?

Dan Erling: [00:24:41] Right.

Mike Blake: [00:24:44] Why did you take it over? Was there an alternative of declaring bankruptcy, trying to sell it, doing something else with it? Why did you take it over? What was in your decision calculus to get you to that point?

Dan Erling: [00:24:57] There’s two reasons. Number one, I love the job. Now, in fairness to me, I was the sales manager. That was the responsibility that I wanted. I had two kids that I wanted to spend time with. I didn’t want to be the CEO. So, I love the job. I just didn’t have all of that responsibility. That was my dad’s thing. So, there was never any reluctance in terms of loving the job.

Dan Erling: [00:25:29] And then, the thing that really motivated me to want to keep it going was the people that this organization serves. And as I looked at myself and the others, I knew it was the right thing to do to keep it going. So, passion for the job and then love of people motivated me to keep it going. And, gosh, there’s very few people that were here then that aren’t here now.

Mike Blake: [00:26:05] So, what were some of the changes that you’ve made as a result of you taking this over and running it? Did you resist making changes? First of all, was it hard to make changes?

Dan Erling: [00:26:25] Well, especially when you didn’t have any money, yes, yes. It’s a lot easier to make changes when you’ve got some money in the bank. It’s so much easier, because you can afford to make mistakes, too, right? That is one of the benefits of having some money in the bank. But, I mean, this was a wonderful, flexible job that had great earning potential and the ability to be flexible, to match with my my schedule as I was taking care of my family.

Dan Erling: [00:27:04] What happened after I became the CEO was, I realized that in order to scale it up, it needed more processes. So, we added a COO, we added structure to the organization, we added a controller, we have a director of recruitment now. So, a lot of structural changes. The biggest change would be the addition of a COO. That was our first executive that wasn’t a salesperson.

Dan Erling: [00:27:36] And the impact that Tom Kapish, our COO, has had on the organization has been huge. And he’s been just a great partner. And the reason that over the past five years, we’ve increased three fold. We’re now up to 40 people on the team. All of that has to do with Tom in some of the structures that he’s put into place. But then, also, just adding great people to support the organization as a whole.

Dan Erling: [00:28:06] I’ll give you one one cool thing that we’ve added to the organization as you’ve had to get more sophisticated. Back in the day, when we would get a job, it would be a nice siloed recruiter working on that role. Now, we have a whole project management system, where multiple people, you have marketing, and sourcing, and a junior recruiter, and a senior recruiter, how all of those people are interconnected. We have daily scrum meetings on our searches so that we can identify where we are. That was unheard of in 2010, it wasn’t because we were unsophisticated. It was just a simple system of an individual recruiter being able to meet the needs of multiple clients. We’ve come a long way because of the growth.

Mike Blake: [00:29:12] So, you know, again, going back to the circumstances under which you literally inherited the company, did you have any kind of mental fights with yourself in terms of, you know, can I do this? Should I do this? Because I think you were so unprepared for it mentally. How could you have been otherwise? Was it hard to mentally wrap your head around the magnitude of the responsibility you are now taking on and the learning curve that you had in front of you?

Dan Erling: [00:29:47] You know, I think I’m not a very smart person, which helps a lot in situations like this. You have no idea what you’re getting yourself into. So, I think that was one of my strengths. If I would have known what I was doing, I would never have done it. But it did. I will tell you this, I now am such a better business leader because of all of the lessons that were learned through this and embracing those lessons. And I’m just going to say, wonderful team that I could rely on when things got really tough, wonderful family situation.

Dan Erling: [00:30:33] My wife was very, very supportive. I, to this day, remember her saying, “Well, the worst thing that could happen is we would lose the house and we’d have to move into some kind of an apartment somewhere, but we’d still be together.” When your wife says that, man, that gives you all of the intestinal fortitude needed to go fight the battle the next day.

Dan Erling: [00:30:57] And I learned a lot about deep breathing exercises. I’m serious, that saved my butt. So many times I’m like, I’ve got the bank calling me. I’ve got clients calling me. I’ve got problems. All of these things, what do you work on? I learned how to do some deep breathing exercises that would get me through that and then emerge from that exercise and know, “Okay. Let’s just go solve this one problem.”

Mike Blake: [00:31:35] So, when you took over the business, did you feel like it was your business right away? Or did you go through any kind of period where you felt like, you know, “I’m sort of a caretaker.” And if there was that sort of transition, how long did it take for you to really feel like the business was yours?

Dan Erling: [00:31:56] It took me five years to rid myself of the debt. After the five years, I felt it was mine. Because I knew how to read a financial, kind of, when I inherited the business. I sure do know how to read a financial now. And just big shoutout to my CPA firm who really came in. CPA firms are so much help in cases like this. This guy just really, really helped me to organize myself and run the business from an accounting standpoint.

Mike Blake: [00:32:37] So, you know, you mentioned that you changed some things, the team oriented process. What about things like branding? And actually more to the point, here’s the right question to ask, how long did it take for people to get comfortable looking at you as the face of Accountants One CEO and not kind of referencing your father?

Dan Erling: [00:33:04] Yeah. That’s a good one. I hope this doesn’t sound like I’m bragging, but I was the sales leader of the organization already.

Mike Blake: [00:33:18] That probably helped a lot.

Dan Erling: [00:33:19] It helped a lot. Exactly. Because I’m not a one dimensional sales CEO by any means. Meaning that, some CEOs, it’s all about sales. For us, it’s about many things. And sales is critical. I mean, you can’t run a business without sales. But coming out of the loss of my dad, sales was the most important thing. That was the thing that was going to keep our payroll running. It was going to keep us moving forward. So, the fact that I was an expert in sales really helped with that transition from my dad being the CEO to me now being a CEO, because I knew what buttons to push on the sales side.

Mike Blake: [00:34:17] Yeah. And I don’t want to use the term – it sounds lucky, but that’s not quite the right term. I think that somewhere along the line there is just a good match that you happen to be what your company needed most because it was underwater from a debt standpoint. Revenue is the most important thing. That wouldn’t be the case in every scenario. If you’ve been a manufacturing company, operations might have been much more paramount. Or in some other area, like if you’re running a software company, it’s writing code or might be writing code that’s paramount.

Mike Blake: [00:34:59] And I don’t know if this is by design or by fate or maybe just a subconscious match, but it sounds like, I mean, a lot of ways you have the right skillset in the right place at the right time. Whereas, maybe if you’ve been a CEO as opposed to a market facing person, it might have been a much more difficult path.

Dan Erling: [00:35:20] So, you said it. I’m going to just agree with you wholeheartedly. Complete luck.

Mike Blake: [00:35:27] That’s why you’re my favorite guest, but thank you.

Dan Erling: [00:35:30] But luck, I can’t believe how lucky we were. So many times, there could have been things that happened that would have taken us down. I have no idea how we made it through. There was several lucky things that all came together. But, you know, I talked to a lot of people in business that have been through tough times. Luck matters. I think Jim Collins talks about this all the time, the fortitude of luck. And I happen to be the right guy with the right amount of energy to get us through. And we’ve become an incredibly strong true organization now because of what we’ve been through.

Mike Blake: [00:36:18] You know, I like that. And I’ve been a big proponent of the role of luck in business as well. In fact, Scientific American published a great blog about two years ago that talked about an Italian research paper that talks about the role of luck in business and economic outcomes. That doesn’t absolve you of the responsibility to try to manufacture a better outcome. But the reality is, is that, who you’re born to may give you a head start or not. The country you’re born in, are you born in a stable economy that respects the rule of law and capitalism versus – I don’t know – Somalia, the war zone. There’s luck involved in that. You can’t deny there’s luck involved in that.

Dan Erling: [00:37:06] So, I really like the fact that you acknowledge that because I think, candidly, it shows a lot of self-awareness. And I think that’s probably a big reason why you’ve become the – not to suck up to you but that’s documented – admired CEO that you are is an acknowledgement that it’s really not about you and your brilliance. And, you know, by sheer force of will, with my bare hands, like Paul Bunyan, I took the thing. I think that humility of the limitations of all our abilities, you know, I think that probably played a big role.

Dan Erling: [00:37:44] Thank you.

Mike Blake: [00:37:47] Let me ask you this, I mean, you know, since your father had run that business – I’m doing the math in my head – 37 years, were there any clients, were there any people resources that simply couldn’t accept you as the new CEO and decided that they needed to change their relationship with the firm?

Dan Erling: [00:38:10] You know, you asked earlier what changes we made at Accountants One. One change that we never have made is this is a relationship driven firm. And so, the good thing, again, probably in the luck category, is that, we still have clients today that I knew when I was in high school because of the way my dad treated his clients and his candidates. So, I don’t think we lost a single client during that transition. Because most of my friends, they watched me grow up. So, that was the benefit of my dad, and that is still the culture. And the thing that we talk about all the time, we still have Bert’s office here, we still remember Bert, we still talk about the way he did business.

Dan Erling: [00:39:06] We’ve just added some levels of sophistication in how we deal with people, but we never forget that this is the people business. This is about connecting individuals and making a difference in their lives. And that was what my dad brought every day. And I was just lucky enough to be around. And so, when it came time to me inheriting those relationships, it was really easy because I knew him and they were my friends.

Mike Blake: [00:39:35] So, I mean, first of all, it’s really cool you still actually maintain his office.

Dan Erling: [00:39:39] Oh, yeah.

Mike Blake: [00:39:40] That’s great. You know, I think it’s helpful. I’ve been to other offices where they’ve maintained the founder’s office even after he’s left, either retirement or passing away. And I think that’s important to sort of maintain that continuity. That’s a good decision for what it’s worth.

Dan Erling: [00:39:59] Thank you.

Mike Blake: [00:40:06] You said something a couple of times, and I’m going to go back and I’m going to offer an alternative viewpoint, because you said that you’d done no preparation, you weren’t prepared to take over the business. But as you described your experience leading up to it, I actually disagree with you. You may not have had, “In case my dad dies of a heart attack, mowing the lawn, break glass plan.” Number one, I’m sure he made good on his promise that he was not going to be easy on you because you’re his kid. But number two, because he gave you the role or because you assumed the role that you did, you are getting on the job training for that role. You probably just didn’t necessarily realize it as such at that point.

Dan Erling: [00:40:51] I’m going to agree with you. I am not going to be a difficult host. I’m going to agree with you whole heartedly and say you are right. And probably the most important thing is, preparing you for – look, I’ve seen a lot of companies where the son inherits the company and is a terrible leader. Gosh, I didn’t mean to paint myself as different than that. But I’m just going to say, I think that the thing that my dad taught me day to day the important parts of business.

Dan Erling: [00:41:31] And, certainly, my message to anybody listening is, work with an organization like Brady Ware, work with professionals like Mike, to help prepare. Because it’s already hard enough when that inheritance happens, so the documentation, the tax implications, how the entity moves through the loss, and how that succession planning works, it’s so important to talk through with professionals and it will just make the job easier. So, even somebody who is prepared as I was in the nuts and bolts of the business, I had a very difficult time working through that because those pieces, the documentation, the clarity was not there. Does that make sense? Did I make my point well?

Mike Blake: [00:42:29] Yeah. It does. It does. And a much different outcome, I mean, they don’t really have mailrooms anymore, but if they did, if you’ve been working in the mailroom just to give you a job, you really would not have had any preparation and probably a different outcome.

Dan Erling: [00:42:49] We’re talking with Dan Erling, who is President of Accountants One. And the topic is, Should I take over the family business? And I want to ask you something about your title. Because I noticed that it’s not CEO. I noticed that it’s not managing partner, whatever, grand poobah. Is your dad still the CEO in your mind and you’re president? Or am I getting too psychological here?

Dan Erling: [00:43:15] I think, yes. I think I’m the president and the CEO. And I think Bert would be extremely, extremely proud that I’m wearing that.

Mike Blake: [00:43:26] So, given what you’ve learned, I know you’re doing some long term strategic planning, so good for you. And your firm, obviously, will, of course, benefit from that. In your strategic planning, are you thinking now about your children potentially being involved in the family business and paving the way or a path for them to assume your role as owner, co-owners, what have you, when that time comes?

Dan Erling: [00:43:54] That’s a great question. My philosophy with my kids was to allow them the space to make their own decisions. And they’ve both done just an exceptional job, one is a nuclear engineer and the other one is an underwater welder. And so, I don’t see them coming back, which is fine. I love them dearly, and I just wish them the best, and want them to establish themselves as they want to define themselves. So, I’ve never given them any pressure and never have I expected them to want to be part of the organization.

Mike Blake: [00:44:48] Dan, this has been a great conversation, but I want to be respectful of your time. In case somebody wants to ask a question that we didn’t ask or go deeper on something that we did, would you be willing to make yourself available if they want to follow up with you? And if so, what’s the best way for them to contact you?

Dan Erling: [00:45:05] Probably the best way to get in touch with me is through LinkedIn, and it’s just Dan Erling. I enjoy the LinkedIn format and I will certainly respond. And I would be delighted to start conversations there. Or you can reach me at dan@accountantsone.com or call me at the office, 770-395-6969.

Mike Blake: [00:45:30] Thank you, Dan. That’s going to wrap it up for today’s program. And I’d like to thank Dan Erling so much for sharing his expertise with us today.

Mike Blake: [00:45:37] We’ll be exploring a new topic each week, so please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy these podcasts, please consider leaving a review with your favorite podcast aggregator. It helps people find us that we can help them. If you would like to engage with me on social media with my Chart of the Day and other content, I’m on LinkedIn as myself and @unblakeable on Facebook, Twitter, Clubhouse, and Instagram. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

Anti-Harassment Complaint Procedures

July 16, 2021 by John Ray

Anti-HarassmentDLREpisode9DSOsAlbum

Anti-Harassment Complaint Procedures (Dental Law Radio, Episode 12)

You’ve opened a certified letter from the EEOC or from an attorney representing an ex-employee who is alleging sexual harassment. Now what? You’ll be able to navigate this demanding situation much more effectively if you have written anti-harassment procedures. If not, as host Stuart Oberman explains, you may be in for an expensive and time-consuming quagmire. Dental Law Radio is underwritten and presented by Oberman Law Firm and produced by the North Fulton studio of Business RadioX®.

TRANSCRIPT

Intro: [00:00:01] Broadcasting from the Business RadioX Studios in Atlanta, it’s time for Dental Law Radio. Dental Law Radio is brought to you by Oberman Law Firm, a leading dental-centric law firm serving dental clients on a local, regional, and national basis. Now, here’s your host, Stuart Oberman.

Stuart Oberman: [00:00:26] Hello everyone, and welcome to Dental Law Radio. We’re going to talk a little H.R. today. Big, big growth in this area, lots of headaches, lots of problems that our doctors need to know about. So, the dental industry as a whole has sort of a reputation that is not good regarding harassment in the workplace. So, what we’re seeing is that more and more H.R problems are developing in this particular area, whether it’s EEOC, whether it is relationships.

Stuart Oberman: [00:01:09] So, what I want to do is, I want to talk a little bit anti-harassment complaint procedures. So, it does not matter to me from a legal standpoint whether you are a one-doctor practice or you have 12. In today’s H.R. world – we’re going to get into some scenarios – you have to have a written antiharassment complaint procedure. It could be part of your employee manual. It could be a separate policy and procedure. But you have to have an antiharassment complaint procedure.

Stuart Oberman: [00:01:52] So, what does that exactly mean? Does that mean that you have to have a complaint process? That means that if you get any complaint whatsoever, you must have established filing procedure internally how to handle that. Well, I get this question “Well, you know, Stuart, it’s not illegal.” It does not matter if it is illegal. Harassment is harassment. It doesn’t matter whether it is in a sexual nature or an annoyance nature. You have to address these complaints on an individual basis as a whole, legal and nonlegal matters.

Stuart Oberman: [00:02:39] So then, what do you do? The key is you have to appoint someone as a multiple point of contact. Now, what happens is, in the real world, a lot of our doctors have their spouses, their husbands, their wives, the hygienists, the assistants, the front desk, everyone’s a contact point. You have a complaint, go talk to the office manager, my spouse, no matter who it is, male or female. You have a complaint, go talk to the hygienist. She’s also our bookkeeper. She’s also our front desk. She runs our calendaring, our scheduling, she’s our H.R. person. She knows everything. Or go to talk to the commercial vendors, our payroll people that handle our H.R. No, they don’t. Half the time they have no clue what’s going on.

Stuart Oberman: [00:03:30] So, you need a direct contact point, not multiple sources, but who is that person going to. So then, you have to figure out before you even can get to that point, you have to have a written outline of absolutely prohibited conduct. Well, we’re not sure what that is. Then, you need to implement a procedure that fits the culture of your office, which has to be strict. You have to specifically outline and should outline in enormous detail the conduct that gives rise to the complaint.

Stuart Oberman: [00:04:16] And I don’t care if it is in the office or company-sponsored events. What happens when you take your staff out of the country? What happens when you take your staff to a ballgame? What happens when you take your staff to a holiday party? What happens when you take your staff to a great lunch? You need specific conduct protocols in the office and out of the office, social events. It does not matter. If they are required to be at a marketing event for your local fair and, all of a sudden, there is harassment within that booth at the local 4th of July parade, if you will, you have a problem.

Stuart Oberman: [00:05:09] I can’t raise this enough, there needs to be a specific policy in place for romantic relationships within the office. I’m talking about affairs. I’m talking about calls. I’m talking about text messages. I’m talking about obscene pictures being shown in [inaudible]. Ladies and gentlemen, you can’t believe what happens in these dental offices. I should write a book. I mean, the stories that I could tell are beyond comprehension. Yes, you need a protocol as to what the members of your staff can see on people’s cellphones. Yes, we are in that day and age.

Stuart Oberman: [00:06:02] What are you going to do if you have a worker – I’m talking male, female. I don’t really care – that’s harassing one another? What is the policy? What is the termination process? What’s the discipline? I assure you, if you let this go on, you’ll be getting a nice lawyer letter, an EEOC letter, and a wrongful termination if you complain and don’t address these particular issues.

Stuart Oberman: [00:06:34] In today’s world, it is amazing what is being demonstrated in dental offices. It doesn’t matter whether it’s one office or 40. It’s a culture that has to be curtailed. And, now, we’re talking about harassment also from customers, patients, vendors, and suppliers. We’re seeing outside resources that are harassing our staff members. Do you have a policy in place if your customers, patients, vendors, or suppliers are verbally harassing your staff?

Stuart Oberman: [00:07:20] Let me give an example, this is an honest to goodness case came out of our office. What are you going to do if you got a member of the Rotary Club, a good friend of yours, and then probably touches your hygienist? What are you going to do? And that’s your best friend at the Rotary Club. And your staff member complains to you. What are you going to do? Ignore it? Is there a policy in place for that? You better. Because if not, you’re going to get a nice little letter either from the government or lawyer. So, those are all the things that happen every day, every day. Are you prepared to discharge your patient in a chair the minute improper conduct occurs? And it does occur, I assure you.

Stuart Oberman: [00:08:16] So, in today’s social media world, harassment comes in a lot of forms. I’m talking Facebook, social media, online, Internet, emails, text messages, all within the range of conduct that has to be curtailed on a staff level, doctor level. I’m talking top down, guys. I’m talking top down. You’ve got to follow your own protocols. Is your procedure in place on what you can and can’t say or your employees can and can’t say on the Internet about your office, about your staff? Are improper pictures being shown on your server? How are text messages being relayed? Is there a text message policy as to what can be communicated internally?

Stuart Oberman: [00:09:08] Again, I’m not talking about illegal conduct, we all get that. But it’s the other conduct that is so closely, closely watched. So, the points of today are H.R., in today’s world, has got to be looked at in our dental offices. Again, I don’t care if it’s one office, 20 offices, 40 offices. It doesn’t matter. There’s got to be policy in place. One of the biggest complaints we’re having right now is harassment issues across the board, text messages, emails, pictures. There’s got to be policy in place. If not, you are opening yourselves up to a recipe for disaster. I can’t stress that enough.

Stuart Oberman: [00:09:49] Get your point person. Get your systems in place. Get everything in writing. Get your employees to sign it. Are your employees signing nondisclosure agreements? Are they telling everything on the world? What happens when they go home? It’s a risk. It’s a risk. H.R. is getting tougher in dental practices every single day, and we realize that, and we face this every day. So, I can’t stress that enough. Get your policies in place. Get everything in order. Avoid the problems. Avoid headaches.

Stuart Oberman: [00:10:20] If you got any questions, let us know. We do it every day. If you have any questions, please feel free to give us a call at 770-886-2400. My name is Stuart Oberman, you can reach me at stuart, S-T-U-A-R-T, @obermanlaw.com. Thank you very much. And we hope that this has been of some value. And we will see you in the next podcast. Have a great day.

 

About Dental Law Radio

Hosted by Stuart Oberman, a nationally recognized authority in dental law, Dental Law Radio covers legal, business, and other operating issues and topics of vital concern to dentists and dental practice owners. The show is produced by the North Fulton studio of Business RadioX® and can be found on all the major podcast apps. The complete show archive is here.

Stuart Oberman, Oberman Law Firm

Oberman Law Firm
Stuart Oberman, host of “Dental Law Radio”

Stuart Oberman is the founder and President of Oberman Law Firm. Mr. Oberman graduated from Urbana University and received his law degree from John Marshall Law School. Mr. Oberman has been practicing law for over 25 years, and before going into private practice, Mr. Oberman was in-house counsel for a Fortune 500 Company. Mr. Oberman is widely regarded as the go-to attorney in the area of Dental Law, which includes DSO formation, corporate business structures, mergers and acquisitions, regulatory compliance, advertising regulations, HIPAA, Compliance, and employment law regulations that affect dental practices.

In addition, Mr. Oberman’s expertise in the health care industry includes advising clients in the complex regulatory landscape as it relates to telehealth and telemedicine, including compliance of corporate structures, third-party reimbursement, contract negotiations, technology, health care fraud and abuse law (Anti-Kickback Statute and the State Law), professional liability risk management, federal and state regulations.

As the long-term care industry evolves, Mr. Oberman has the knowledge and experience to guide clients in the long-term care sector with respect to corporate and regulatory matters, assisted living facilities, continuing care retirement communities (CCRCs). In addition, Mr. Oberman’s practice also focuses on health care facility acquisitions and other changes of ownership, as well as related licensure and Medicare/Medicaid certification matters, CCRC registrations, long-term care/skilled nursing facility management, operating agreements, assisted living licensure matters, and health care joint ventures.

In addition to his expertise in the health care industry, Mr. Oberman has a nationwide practice that focuses on all facets of contractual disputes, including corporate governance, fiduciary duty, trade secrets, unfair competition, covenants not to compete, trademark and copyright infringement, fraud, and deceptive trade practices, and other business-related matters. Mr. Oberman also represents clients throughout the United States in a wide range of practice areas, including mergers & acquisitions, partnership agreements, commercial real estate, entity formation, employment law, commercial leasing, intellectual property, and HIPAA/OSHA compliance.

Mr. Oberman is a national lecturer and has published articles in the U.S. and Canada.

LinkedIn

Oberman Law Firm

Oberman Law Firm has a long history of civic service, noted national, regional, and local clients, and stands among the Southeast’s eminent and fast-growing full-service law firms. Oberman Law Firm’s areas of practice include Business Planning, Commercial & Technology Transactions, Corporate, Employment & Labor, Estate Planning, Health Care, Intellectual Property, Litigation, Privacy & Data Security, and Real Estate.

By meeting their client’s goals and becoming a trusted partner and advocate for our clients, their attorneys are recognized as legal go-getters who provide value-added service. Their attorneys understand that in a rapidly changing legal market, clients have new expectations, constantly evolving choices, and operate in an environment of heightened reputational and commercial risk.

Oberman Law Firm’s strength is its ability to solve complex legal problems by collaborating across borders and practice areas.

Connect with Oberman Law Firm:

Company website | LinkedIn | Twitter

Bipolar Disorder in the Workplace, with Jacqui Chew, iFusion, and Colton Mulligan, FoxFuel Creative

July 15, 2021 by John Ray

Mental Health

Workplace MVP:  Bipolar Disorder in the Workplace, with Jacqui Chew, iFusion, and Colton Mulligan, FoxFuel Creative

On this edition of Workplace MVP, Jacqui Chew, iFusion, and Colton Mulligan, FoxFuel Creative, each share their stories on working with a bipolar disorder with host Jamie Gassmann. Jacqui and Colton discuss how leaders can foster psychological safety in the workplace so that employees can be open about their mental health. It’s essential listening for HR and other workplace leaders. Workplace MVP is underwritten and presented by R3 Continuum and produced by the Minneapolis-St.Paul Studio of Business RadioX®.

Jacqui Chew, Managing Director, iFusion, and Licensee, Curator at TEDxAtlanta

Mental Health
Jackie Chew, Managing Partner, iFusion, TEDxAtlanta

iFusion is a storytelling consultancy that deploys the power of narrative design to create brand stories for companies and social impact initiatives that resonate and inspire action.

Jacqui works at the intersection of storytelling, innovation and business. She deploys the power of narrative design in reframing an organization’s brand story for resonance and to inspire action.

Described as a “Lara Croft of Problem-solving,” Jacqui is a seasoned business operator with a passion for building inclusive teams, and working cross-functionally to bring disparate groups together toward a common goal.

As the curator and licensee of TEDxAtlanta, Jacqui is always on the lookout for change-makers and innovations that are solving for the challenges of today and those just around the corner. Under her leadership, first of TEDxPeachtree from 2009 to 2018 and presently of TEDxAtlanta, Atlanta has grown in recognition within the global TEDx community as an innovation hub for technology, healthcare and social impact initiatives.

She is resourceful, tenacious and well networked in the Atlanta business, social impact and technology communities.

Website | LinkedIn | Jacqui’s TEDx video | Brain Babel

Colton Mulligan, CEO, FoxFuel Creative

Colton Mulligan, CEO, FoxFuel Creative

FoxFuel Creative produces effective outcomes for brands and people through design, content, and technology. The company helps consumer goods and products, healthcare, music and entertainment, finance, and real estate brands speak genuinely and effectively to their audience.

Their specialties include brand and marketing strategy, consumer insights, content development, creative ideation and execution, advertising concepts, and website development.

At FoxFuel, Colton Mulligan serves as CEO and is responsible for client relationships, guiding the discovery process through brand strategy into early creative concepting.

With 15+ years of branding and marketing experience, Colton has worked to develop brand and marketing strategies for TSA Pre-Check, Hilton Hotels/Home2Suites, Ben Folds, Fiesta Grande, Chip and Joanna Gaines, Pinnacle Bank, HarperCollins, Narus Health, Lifepoint, HCA, and Community Health Systems.

He also speaks at various events on Digital Marketing, Healthcare Marketing, Entrepreneurship, and the relationship between mental health and creativity. He lives in Nashville with his lovely wife Aly, and Goldendoodle JT.

Company website | LinkedIn

R3 Continuum

R3 Continuum is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

Company website | LinkedIn | Facebook | Twitter

About Workplace MVP

Every day, around the world, organizations of all sizes face disruptive events and situations. Within those workplaces are everyday heroes in human resources, risk management, security, business continuity, and the C-suite. They don’t call themselves heroes though. On the contrary, they simply show up every day, laboring for the well-being of employees in their care, readying the workplace for and planning responses to disruption. This show, Workplace MVP, confers on these heroes the designation they deserve, Workplace MVP (Most Valuable Professionals), and gives them the forum to tell their story. As you hear their experiences, you will learn first-hand, real life approaches to readying the workplace, responses to crisis situations, and overcoming challenges of disruption. Visit our show archive here.

Workplace MVP Host Jamie Gassmann

In addition to serving as the host to the Workplace MVP podcast, Jamie Gassmann is the Director of Marketing at R3 Continuum (R3c). Collectively, she has more than fourteen years of marketing experience. Across her tenure, she has experience working in and with various industries including banking, real estate, retail, crisis management, insurance, business continuity, and more. She holds a Bachelor of Science Degree in Mass Communications with special interest in Advertising and Public Relations and a Master of Business Administration from Paseka School of Business, Minnesota State University.

TRANSCRIPT

Intro: [00:00:04] Broadcasting from the Business RadioX Studios, it’s time for Workplace MVP. Workplace MVP is brought to you by R3 Continuum, a global leader in workplace behavioral health and security solutions. Now, here’s your host, Jamie Gassmann.
Jamie Gassmann: [00:00:25] Hi, everyone. Your host, Jamie Gassmann, here. And welcome to this episode of Workplace MVP. According to a recent study performed by Mental Health America, only five percent of employees surveyed indicated that they strongly agree that their employer provides a safe environment for employees who live with mental illness.

Jamie Gassmann: [00:00:44] With the increased availability of workplace resources and tools for ensuring the psychological safety of their employees, along with the increase in conversations globally about reducing the stigma of mental health, particularly in the workplace, this stat seems to indicate that there’s still a level of discomfort with employees being open and honest with their employers about their mental health in a large majority of workplaces.

Jamie Gassmann: [00:01:08] Which leads to the question of how can leaders within organizations help their employees to feel psychologically safe and to create work environments that invite open dialogue about how employees are truly feeling. Are there ways to create an environment that invites vulnerability, creates a feeling of safety for being open and honest with leadership, breaking down those walls of fear that so many employees are likely still having?

Jamie Gassmann: [00:01:33] Well, today, we have two wonderful MVP’s that will share from their perspective, personal experiences and approaches for how organizational leadership can create a psychologically safe work environment. And with that, the benefits it can have on the employee, leader, and organization overall. With us is Colton Mulligan, CEO of FoxFuel Creative, and Jacqui Chew, Entrepreneur and Mental Health Advocate. Welcome to the show, Jacqui and Colton.

Jacqui Chew: [00:02:03] Thanks for having us.

Colton Mulligan: [00:02:04] Glad to be here.

Jamie Gassmann: [00:02:06] So, we’ll start off with our first Workplace MVP, who is Jacqui Chew, Entrepreneur and Mental Health Advocate. Share with us, Jacqui, a bit about your background and how you came to be a mental health advocate.

Jacqui Chew: [00:02:20] Thank you, Jamie, for having me. I have been on this journey since being diagnosed in 2005, it’s been a long time. And so, I was diagnosed at a time where mental health/mental illness was not discussed. There was still a heavy, heavy stigma around it. For the first few years, I’ve lived in silence, and in fear, and in shame with what I had. I was diagnosed with bipolar disorder in 2005.

Jacqui Chew: [00:03:03] And at the time, I owned my own business. I had a marketing consultancy. And my main clientele were and they still are high growth startups that are either angel backed or venture capital backed. And those cultures tend to have a very hard charging, high performance base type culture. And I didn’t realize it at the time, but those are definitely stressors. They are conditions that exacerbate my illness.

Jacqui Chew: [00:03:49] So, today, though, happily after years of psychotherapy and I continue my treatment protocol, I am managing my condition quite a bit better. And here I am.

Jamie Gassmann: [00:04:06] Great. Yeah. Great to hear kind of some personal experience that you’ve worked through. So, from your perspective, taking that personal experience into account, when you look at the stat that only five percent of employees strongly agree that their workplace is a safe environment for those with a mental illness. What are your thoughts on that?

Jacqui Chew: [00:04:27] You know, sadly, the stigma behind mental health and just the dialogue around it, I mean, there’s still such shame. I recently had a conversation, actually, just a-week-and-a-half ago with a young professional who was very concerning. She had an anxiety, she felt anxious, she had already been diagnosed with depression, and she was very, very afraid of losing her job. And there were so many stresses going on with her job that it sort of exacerbated her symptoms and she had no one to talk to.

Jacqui Chew: [00:05:16] And her situation is really very common. It’s still really difficult to talk about, say, your depression, or your bipolar disorder, or your recent manic episode, and how it’s affecting your job to your supervisors, your managers, because there’s this fear that, “Oh, my gosh. I don’t want to tell my manager about it, but yet I know I’m not performing to my usual level. And I know I’m going to be evaluated. My quarterly MBOs are coming up.” And all of this just builds and it’s a cumulative effect that just exacerbates all the symptoms of someone with bipolar disorder or depression.

Jacqui Chew: [00:06:09] And it is very common, unfortunately. And it’s quite unfortunate, with COVID and the isolation that we have all had to go through, of being alone, of being locked down, even for those of us who don’t have a chemical brain imbalance, there are many everyday folks who are being diagnosed with clinical depression. So, this sort of thing is more and more common.

Jacqui Chew: [00:06:46] But, unfortunately, the sense of safety that we can talk about it at work, just as we could talk about our blood pressure or our heart condition, or how we’re doing better now because our blood pressure is better, because we’re taking better care of ourselves, we’re exercising, and so on and so forth. We can talk about that but, yet, we still can’t talk about our mental wellness or the lack thereof. And that’s a real issue.

Jacqui Chew: [00:07:14] And that’s what that five percent statistic is all about, is, there is so much misinformation, disinformation, and misconception around mental illness. And workplaces, I don’t believe are doing enough to bring their managers and their supervisors to detect symptoms or signs of distress in an employee, which is unfortunate.

Jamie Gassmann: [00:07:49] Yeah. And, you know, you bring up a good point about kind of leaders doing enough. And when we connected previously, you mentioned that it was important that leaders educate themselves on mental illness. Can you talk a little bit about how that would be helpful in a work environment? And particularly on some of the things that you brought up, like with rising diagnoses from the COVID, working remote last year, how would that education be able to help these leaders to create more of an open environment for their employees?

Jacqui Chew: [00:08:27] That’s a really good question. I think, you know, this pandemic has really created an interesting dynamic, because depression or diagnosis of depression and anxiety is so widespread now that the managers themselves are being diagnosed. And so, not only are the folks who are individual contributors who may have been diagnosed prior to the pandemic, but the managers who may be fine prior to that, but because of the pandemic – depression being one of the effects or anxiety being one of the after effects of the lockdown – they’re being diagnosed.

Jacqui Chew: [00:09:13] I think that it has increased the sensitivity to want to understand. Because when you are a manager and you are all of a sudden diagnosed with something that you do not have to think about or not have to even be basically be educated on, you, all of a sudden, are faced with a whole range of symptoms yourself and you’re getting the treatment protocols and et cetera, et cetera. And I think that makes you more empathetic to folks at the workplace, to the people that you manage, the people on your team.

Jacqui Chew: [00:09:58] And, I mean, perhaps this is rather Pollyanna-ish of me, but I would hope that this would make leaders, managers, supervisors more empathetic and more sensitive to the signs and the symptoms because they themselves are going through treatment. They themselves are wrestling with the many challenges that come their way as someone who had been diagnosed with depression or bipolar disorder or anxiety disorder.

Jacqui Chew: [00:10:29] So, I truly believe that people in that power dynamic who are themselves going through treatment and are being educated because they have to be are going to be leading the way at work in creating a safer workplace, if you would, for these kinds of issues to be discussed. Just as you would discuss teamwork and team collaboration, you think about your work team is your support team for the project. Well, part of that support system could be key members that are understanding the person who is perhaps not having a good day, not having a good week, and being more empathetic and understanding about that.

Jamie Gassmann: [00:11:27] And I suppose with a leader who has their own diagnosis, they can be a lot more open with their team as well, which can create some of that breakdown, some of that vulnerability, or create that environment to be more vulnerable, and allow people to feel like they can be more open and bring things to their leader that maybe they wouldn’t have before because there’s a level of understanding. Would you agree with that?

Jacqui Chew: [00:11:54] Yes. Absolutely. There’s a heightened awareness, I believe, because more and more people are getting their diagnosis. They’re being diagnosed. And so, that is, certainly, I think, raising the level of conversation around mental illness.

Jamie Gassmann: [00:12:13] So, you also shared in that previous conversation that we had that it was important that a leader not assume that every person with a mood disorder is going to have the same cognitive disability. Can you talk through the impacts that that could have if an employer just assumed that it was like a one size fits all with the diagnosis and why they should be looking at it more kind of on an individual basis?

Jacqui Chew: [00:12:39] Certainly. So, it’s not a project, but we actually know more about space and getting into space or extra space than we know about the way the brain works, unfortunately. Two people could be diagnosed with bipolar disorder – there are two versions, bipolar 1 and bipolar 2. And they could both be diagnosed with bipolar disorder 2, but they could exhibit very, very different symptoms. And the severity could be very, very different as well.

Jacqui Chew: [00:13:29] So, for myself, I am the bipolar 1, that is my diagnosis. But, generally, I’m really high performing. I can perform at a very high level so long as I get my sleep and I am eating well and exercising, I am fine. But then, there are others who have a really tough time managing the symptoms, even with the exercise and the diet and the sleep. And so, it affects people very differently. And, once again, I’m not a doctor, but I do know that this is a chemical imbalance in the brain that causes at least bipolar disorder. And it affects people very differently because everyone’s physiology is just a little different.

Jacqui Chew: [00:14:31] And so, for a manager to assume that, say, if two people on their team have, say, anxiety disorders or depression, that they are going to be the same way, they’re going to have the same symptoms, and such, would just be, really, sort of a bad assumption. And it could lead to very inaccurate type of assessment of a person’s performance, or a person’s behavior, or attitude, or things like that.

Jamie Gassmann: [00:15:07] And we’re talking a lot about, you know, creating that open dialogue and showing that empathy to employees who may have a mental health diagnosis. There’s going to be probably some listeners going, “Yeah. But we can’t ask those questions. We’ve got regulations we have to follow. There’s certain H.R. rules that are applied here. We can’t discuss their medical condition.” So, from your perspective, how can a leader show support for their employee that has been open about their mental illness without violating those H.R. rules and regulations so that they can show that empathy, create that open environment, but do so in a way where they’re not putting that employer at risk?

Jacqui Chew: [00:15:53] Sure. That’s always a tricky scenario. As a manager, what I had done is, when someone is struggling, say, at work, just as a rule of thumb, regardless of their diagnosis, regardless of whether they’ve been diagnosed or they’ve disclosed, I basically say, “Hey, it seems like you’re really having a tough day. How about taking a long weekend?” So, sometimes just being human and being empathetic to someone who’s clearly having a tough day or a tough week, and we all have those regardless of whether we’ve been diagnosed or not. Just letting them know that they’re allowed, that they can take a day off, take a weekend, take a long weekend.

Jacqui Chew: [00:16:59] The other thing is, you know, most companies – the companies that I’ve been a part of – have as part of the healthcare benefits, employees have access to talk therapies as part of the package. And so, for instance, if someone has disclosed that they’ve just lost a close family member, it’s really, really common for someone with a traumatic life experience to experience clinical depression, I mean, that is a trigger or a known trigger. And so, for something like that, I mean, there’s no H.R. rule – you wouldn’t be violating any rule to say, “Hey, we have available this particular benefit. And I just want to make sure that you are aware that it’s available to you should you need it.” And that is a caring and a responsible thing for a leader or a manager to do.

Jamie Gassmann: [00:18:11] And that also is a great way to show that empathy and that support. And through education and understanding, what might be a trigger for that employee helps you to be able to spot that when you need to pull some of those other approaches that could be helpful in that moment without bringing up the actual diagnosis. That’s great feedback and approaches to use.

Jamie Gassmann: [00:18:37] So, looking at your career, what is something that you would say you were just most proud of within your career overall?

Jacqui Chew: [00:18:48] Gosh. Well, apart from the obvious, since I work with startups, it’s always fantastic when the startups that I work with thrive – more than survive but thrive – and they grow and they scale. But, actually, this might sound a little strange, but I am most proud of feeling empowered and strong enough to fire asshole clients. I have no asshole rule – and I’m not sure if I’m supposed to say that on a podcast, but I’m sure y’all can bleep that out.

Jacqui Chew: [00:19:32] But I think drawing boundaries, and having boundaries, and learning to identify as someone with a bipolar disorder diagnosis, working with all kinds of personalities is a trigger. Certain kinds of behaviors are triggers. And certain kinds of situations that these types of personalities tend to create are stressors. And over time, they can bring on some very, very severe episodes for me. And I had that happen. And so, I have essentially a no asshole rule. Whereby, there are certain types of personalities that I will not work with. And if a client exhibits those behaviors and continues to exhibit those behaviors, despite my conversation with them, I just won’t work with them anymore. And I see it as self-preservation.

Jamie Gassmann: [00:20:45] And it probably took you a little bit to get there, but I could see where that could be a really proud moment for yourself to have that empowerment and strength to be able to say what you’re willing to put up with or put yourself through. So, great example. So, if our listeners wanted to connect with you, what is the best way for them to do that?

Jacqui Chew: [00:21:10] So, you can reach me at jacquichew.com, that’s an easy way. And I have started a community driven organization called Brain Babel, B-A-B-E-L. It’s in its infancy. So, I’m on Instagram as Brain Babel, so that is where I’ll be sharing tips and I’ll be sharing the latest research and trends sort of demystified and in layman’s terms for caregivers as well as folks who are dealing with mental illness, and as well as parents who are taking care of children who’ve been diagnosed with a variety of mood disorders.

Jamie Gassmann: [00:22:04] Great. So, we’re now going to move to our next Workplace MVP, so joining us is Colton Mulligan. He’s the CEO of FoxFuel Creative. Colton, can you share a little background with us in how you came to be the CEO of FoxFuel?

Colton Mulligan: [00:22:22] Sure thing. In 2014, I was working at another agency with two people that had basically become my best friends. We looked around and realized there was an opportunity to leave the agency because we were the ones effectively managing half of the agency on the creative services marketing side. So, we went to the owners of the business and we want to buy out our non-compete contracts, start our own agency, and ask some clients to go with us. They said okay, and threw out a number that was way more than the three of us had. So, I took a second mortgage out of my house. I cleaned out my investments. I borrowed money from my grandmother, doctor friend, and dad, and the partners all scraped money together.

Colton Mulligan: [00:23:06] And so, we bought out our contracts, and on January 1st, 2015, we started FoxFuel Creative in my basement. And, yeah, that was the beginning of it. So, I was the CEO and I had two business partners that manage the digital side and then also the creative side of the business. And that same month, I was diagnosed with type 1 bipolar disorder.

Jamie Gassmann: [00:23:27] Was it difficult to get that diagnosis in that first month? Or did it answer questions? Or how did you feel in that moment?

Colton Mulligan: [00:23:41] I mean, it definitely answered a lot of questions. And kind of in my little story there, I skipped past a lot of the events of 2014 that led me to that point. But, yeah, I think it was relieving. Almost exactly one year prior, I’d been diagnosed with generalized anxiety disorder, ADHD, and major depressive disorder. Bipolar is commonly misdiagnosed in the first or second pass. So, it was definitely relieving.

Colton Mulligan: [00:24:06] It was a fun dinner with my two partners when I was like, “Hey, update. I know we just formed an LLC and bought a whole bunch of money and we’re starting this new thing. Update, I’ve got bipolar disorder.” I mean, my two business partners, unbelievably supportive, said, “Hey, you know, understanding the symptoms kind of tracks out with your manic energy and all that stuff.” I was pretty good at hiding the downside. But it’s damn near impossible to hide the upside, the energy, just all the passion that comes with that.

Jamie Gassmann: [00:24:36] And it’s great that they took it very much with open arms and probably helped to answer some questions that they had as well. And just love that support that they provided to you from the story that you’ve told me or that I have seen on some of the documentaries that you’ve done. So, from your perspective, why do so many employees still lack a feeling of psychological safety in their work environment?

Colton Mulligan: [00:25:03] I think it’s probably a couple of factors. Thing one, is probably, like, it’s just awkward for most people. And, you know, we’re not a super corporate environment. But thing two, I would assume that there’s all these gray areas within ADA compliance and H.R. regulations and, “Oh, no. Once they disclosed, is there a whole bunch of new protocols I have to have?” So, I would almost say there’s one, like, the lack of clarity for a lot of professionals in the H.R. space what you’re supposed to do.

Colton Mulligan: [00:25:33] And then, there’s also, like, the personal side of it. It’s just, you know, among just humans in general, it’s a weighty thing a lot of folks just aren’t prepared for. Like, how do I go through that conversation saying something beyond, “Oh, I’m so sorry. Let me know how I can help and I’ll pray for you.” Outside of those two things, most people are just like, “I don’t know what to say.”

Jamie Gassmann: [00:25:55] So, if you were in that situation, like, what would you have them say? From your perspective, like with your two partners, if you could have the ideal response from somebody, what would that sound like?

Colton Mulligan: [00:26:15] I mean, that’s an interesting question and it’s one that I get asked commonly. Like, I wind up doing a lot of coffees and meet ups with folks where they just ask, “Hey, my brother got diagnosed, or I have this employee, or whatever, what should I do?” And there’s an odd way to say it, which is like, if you don’t have a framework or sandbox or an ongoing conversation/relationship with that person where you have regular check ins on headspace or a depth in your relationship, you’re kind of behind the eight ball on that. So, you can start fostering that.

Colton Mulligan: [00:26:49] But like with our employees, I’m in a comfortable space, like, I’ve had employees disclose to me, “Hey, Colton. I want to let you know I’m trying a new antidepressant.” “Hey, I’m going back to my therapist. I haven’t seen him in three years, but I’m going through some stuff personally, et cetera.” Fortunately, we already have a regular cadence and rhythm where as part of our check ins on their career goals and stuff like that. There’s space where they go, “I just want to know, like as you enter this week -” it’s like Monday, Tuesday “- what’s your headspace? Are you a five? Are you an eight? What’s going on?” And that provides the employee the space where like I’m not saying, “Hey, do you have a recent mental health diagnosis? Quick question. Just wanted to throw that out there.”

Colton Mulligan: [00:27:26] But it gives them the opportunity to share what they want, and they don’t have to. I can read between the lines. But I know, hey, there are five this week and that gives me space to I don’t have to ask personal questions, but I can say, “Hey, what do you need from me?” Rather than saying, “Hey, let me know if you need anything.” That’s a really crap answer. A really great answer is, “What do you need from me? Can I be like a support and kind of a listening ear right now? Do you want to talk through some of your brain space? And maybe I can help sort priorities and share from my own experience. Hey, I know when I’m overwhelmed. Or if I feel anxious or if I do whatever, I know and I just speak from personal experience.”

Colton Mulligan: [00:28:04] Sometimes if I just talk through what I got to do the day or this week, I can kind of figure out what’s important and what I should focus on, you know. And, normally, I can try and share in that way. It’s not always perfect. But for me, personally, I love it when somebody gives me the options, “Do you need advice right now? I’m happy to help. But likewise, I can be a sounding board.” Or, “Let’s just sort through what you got going on.” I love that.

Jamie Gassmann: [00:28:26] Yeah. A little bit more, probably, natural feeling and kind of true response in that regard as opposed to just kind of, “Oh, can I help you with something or let me know?” I think it’s probably like a default maybe that they don’t know what to say, so they go to that.

Jamie Gassmann: [00:28:43] So, at FoxFuel – and you were kind of getting to this, too – you have a great approach to ensuring that your employees feel psychologically safe. Can you share how you have created a culture that welcomes vulnerability and openness? And I know you kind of touched on it a little bit, but you have, like, a specific meeting that you’re doing with your team and individuals each week and doing different approaches. So, can you kind of dive into that a little bit and share kind of some of those approaches that you’ve done?

Colton Mulligan: [00:29:13] One hundred percent. I just feel the need to disclose upfront, I am not an H.R. professional. And don’t get me wrong, there are probably past employees or people, like, “Colton was terrible at this. I can’t believe you’re talking about culture.” I like to think that over time we’ve cultivated, it’s by no means perfect.

Colton Mulligan: [00:29:29] But at least I feel better when I explain this by talking about the fact that we’ve been around seven years, and in year four, maybe five, our longest running employee that have been with us from the beginning, like, we were on a road trip and we were talking about something that came up. She was like, “You’re a really crap manager.” And she was great. She was just like, “I’ve been looking for a mentor and I had all the stuff. And you were clear that you don’t like to micromanage or manage. You just want to lead, which was great for a while, but like, we need more.”

Colton Mulligan: [00:29:57] And so, then from that, we went to StrengthsFinder conferences and I read The One Minute Manager and It’s The Manager from StrengthsFinder and Gallup and all them. And we went to emotional intelligence workshops and we had a consultant come through, so all of that. And then, I would find the threads that I noticed a lot of different areas picked up on. And one of those was a very personal check in that went hand in hand with the other times you check in with employees.

Colton Mulligan: [00:30:26] And so, as part of that, a regular cadence we have now that, at least, I think it bears fruit. Every Tuesday with my team, we manage accounts and we would normally say, “Hey, what are you looking at this week? What do you need to prioritize, like professional things?” And then, there’s always a question in there that said, “Hey, you know, how ever much you want to share with your headspace, what’s going on with you now?” And that has created a space that has helped me, I like to think, as a manager because someone can say, “I had a really rough conversation with my mom this weekend and I do not feel real confident just being honest going into this week.”

Colton Mulligan: [00:31:02] And that would let me take pause throughout the week if we left a client meeting, or there was feedback I had to share, or I realized, “Man, this person needs a win.” And I’m not always great about praising folks. And so, that would always give me a prompt, it’s like, “This week I’ve got to look for something to let a Cathy or a Lauren, you know, let them really feel accomplished and celebrated by the team.” I’m making up these names real quick because I want to scrub it. So, we’ve never employed a Cathy, but I’m just throwing these things out there.

Jamie Gassmann: [00:31:32] And I love your share of that, which is why I brought it up, because I think you touched on a little bit of what Jacqui was sharing earlier in the show about the human side of that employee leader relationship. You know, you’re really getting to know those employees at a level that they feel comfortable being able to come to you with what they might be going through and vice versa. You’re able to pick up on maybe some of those cues. I think it was just such a great example of just a tactic that’s clearly worked for you in your leadership style.

Jamie Gassmann: [00:32:06] And so, we talked a little bit about the focus internally on supporting employee wellbeing and trying to, you know, be aware of when they might need that when or when they might need that little bit of extra support. You also shared an example where FoxFuel helped its clients to do the same, I think it was regarding over the last year with COVID. Can you share that example with the audience about what you did and kind of some of the unique approaches that you took that kind of bared fruit for them?

Colton Mulligan: [00:32:43] We have a healthcare client across, basically, 22 counties. They’ve got 10,000 or 11,000 employees. They’ve got ten hospitals. And when COVID hit, you can imagine how slammed all these hospitals were. You’re terrified. You have no idea how deadly this disease is. Yet they’ve got to show up to work. They’ve got to wear all this new equipment. There are pieces of their facility that are locked down and taped over with plaster. It was terrifying. And on top of that, you have a staffing shortage, and those that are showing up are overworked, they’re working a long time. Like, you want to talk about an incredibly negative impact on culture. And then, you know, with the economy tanks and people are then worried about their jobs. And this company did so much to try and help.

Colton Mulligan: [00:33:36] So, during that time, what was great, we’d spun up a video series because a lot of these employees don’t check email, et cetera. But we tried to make a really accessible way where every week we would release one of two kinds of videos. One, a video from leadership. So, from the CEO that was looking and speaking directly to all of his employees, not with, like, platitudes, but just saying, “I appreciate you. I appreciate the effort that you’re putting in.” And we would get him on the video to name specific things, “I know at home, you’re dealing with kids trying to do, you know, virtual learning. And I know that it’s scary.” And I think he was just very honest in just saying, “I appreciate so much what you’re doing in the impact on patients.”

Colton Mulligan: [00:34:27] So, we did that and we would produce these videos, put them out via email, put them on Facebook, all that stuff. And then, likewise, just inspiring stories. So, we would come through and don all the PPE equipment. And I would interview folks off camera and we would try to highlight the inspiring stories of what was going on. So, folks of, like, excellent care that was happening, people that had best friends on their team that they still got to show up to work with. So, I don’t like to think that it was silver lining everything. It was just reminders of what you do matters and hearing from leadership that I appreciate what you’re doing and what you’re going through.

Jamie Gassmann: [00:35:03] Yeah. It’s a great example. And sometimes those little reminders can go such a long way. So, in your opinion, what are some ways that organizations can better connect with their employees? And are there some out of the box or alternative approaches you feel can make a difference in helping to better connect with employees? Because you mentioned email, that is tough, I think, in any organization. If you think of the mass amount of email that most employees get, you know, there’s got to be different approaches that a leader can consider when trying to get important communication. Like, “Here’s where support is accessible to you.” Or, you know, “Here’s a quick update on how this person did this really well.” But just that other ways of being able to connect.

Colton Mulligan: [00:35:49] People connect via story, that’s something true long before companies and technology and all the stuff, right? And that’s what FoxFuel tries to lean into with our clients or whatever. Hey, there’s email, but, now more than ever with our clients, I try to focus on the fact that story is your driver. And whether you are trying to get your employee to feel something or your prospect or client or whatever it is, I now don’t think of email or Facebook or anything as the solution. I think of it is like the medium or the conduit where you can take these stories. So, whether they’re written stories or whatever, and we’re pushing video just because it’s accessible. By and large in any community you’re in now, you got your phone, you’re surrounded by screens.

Colton Mulligan: [00:36:33] So, if you can move to video, you can tell someone a story that will actually move them with everything that you can do there in two to three minutes versus a five page blog. And it’s very accessible. And like what you guys are doing here with podcasts and stuff, making it accessible where it doesn’t interrupt their day. So, that’s thing one that I would say things that folks can do.

Colton Mulligan: [00:36:55] And then, the second thing is a much longer burn, but it’s just investing, I think, in the management styles of your folks. The leaders are the ones that really hold the power at signaling what is psychologically safe. And so, for me, I like to think that our team feels more comfortable when they hear me say, “It’s a five. And I’m not going to go into it, but, you know, I had this fight or this incident.” Or, “I had this thing.” Or, “I’m low energy this week.” And things like that signal that it’s A-OK for you to share the same, thing one, encouraging folks to do that.

Colton Mulligan: [00:37:33] And then, thing two, is just equipping everybody with common language, I think. So, we’ve used all kinds of stuff. But, you know, the common language that we’ve used is things like radical candor or letting people use an Enneagram or StrengthFinder or Myers-Briggs. All of that just gives people common language where they can admit, “Hey, one of my strengths is not presenting. One of my strengths is not working in data.” And then, it gives people some more psychological safety that they can own what they’re bad at and then share that with a manager, so they don’t have to pretend to be a jack of all trades without a weakness. And displaying and naming weakness is like the definition of vulnerability, which creates psychological safety.

Jamie Gassmann: [00:38:20] Great. And so, similar to what I asked Jacqui, what is something that when you look at your career, what are you most proud of?

Colton Mulligan: [00:38:34] I’ll try to rattle off because Jacqui gave a great answer and I loved it. And so, I didn’t want to, like, say, “Yeah. Me too.” But to go through some real quick because I’m trying to think about this, but we just had most recently a recent thing, like, we had an employee that just left because, you know, she’s ready for the next chapter in her career and we’re excited for her. And when she left, she cried in telling clients in meetings about it. She cried in her exit interview and all that stuff. Because what she wants to do professionally is great and managing teams like that. Like, FoxFuel kind of has an intentional angle to stay a small entrepreneurial group of 9, 10, 11 folks.

Colton Mulligan: [00:39:14] But what was great was in the exit interview and some words that we exchanged via email, et cetera, she talked about she went through a rough time in her life and she said, “I came in and I am leaving FoxFuel an entirely different person, how confident I am, my approach to life, my approach to relationships, standing up for myself.” To me, there’s a lot of stuff you can look back.

Colton Mulligan: [00:39:34] But when I think about the kinds of impact that we have on folks, I like the idea that people won’t say, “Oh, yeah. I was an AE at FoxFuel and then I did this.” But on the inside, I love to think that we have folks come through our doors that may be with us for a couple of years or however long – you know, don’t get me wrong, you got your ups and downs. And I’m far from a perfect manager. I’m probably a crap manager on some days – that someone that leaves overall and says, “Man, it was a time where I felt supported and I grew personally in that time,” that means the world to me.

Jamie Gassmann: [00:40:08] That’s a great example. It’s always great that you know that you had that positive mark on somebody’s life and career. So, if our listeners wanted to connect with you, what’s the best way for them to do that?

Colton Mulligan: [00:40:20] You can email me, colton@foxfuelcreative.com, or hit me up on LinkedIn, or whatever. Or if you go to our website, foxfuelcreative.com, there’s a thing that’s going to pop up and say, “Hey, quit snooping. Grab drinks with Colton,” or something like that. So, yeah, any of those.

Jamie Gassmann: [00:40:35] Great. So, now, we’re going to hear a word from our sponsor. Workplace MVP is sponsored by R3 Continuum. R3 Continuum is a global leader in providing expert, reliable, responsive, and tailored behavioral health crisis and security solutions to promote workplace wellbeing and performance in the face of an ever changing and often unpredictable world. Learn more about how R3 Continuum can tailor a solution for your organization’s unique challenges by visiting our r3c.com today.

Jamie Gassmann: [00:41:06] So, now, I’m going to bring both of our MVP’s together and ask some questions to the both of you. So, the first question is, how can leaders create a work environment that is psychologically safe? Now, I know you both have touched on a few different components of that. But if there was one particular way, what would you say? And let’s go ahead and start with you, Colton.

Colton Mulligan: [00:41:31] I’d go back to what I said before, hands down, leaders can find spaces to (A) make it clear that they can share their vulnerabilities and share their headspace. And then, (2) create the regular rhythm of an ongoing conversation. Not like, “Hey, can I check in on your mental health diagnosis.” But instead, “Hey, can you share with me, like, what’s your headspace like this week? How confident do you feel? I’d love to talk about that to see how I can support you.”

Jamie Gassmann: [00:41:58] Perfect. And how about you, Jacqui?

Jacqui Chew: [00:42:00] Sure. There are, believe it or not, H.R. modules now, where – and I’m forgetting the name of it, gosh – basically, it incorporates this sentiment aspect of performance of work, sort of a touch base, if you would. And so, I agree with Colton this idea of a cadence, so that if you’ve established a cadence of meetings where the discussion is around the work as well as sentiment, so, how are you feeling, how are you feeling about work, about your work, it’s more accessible than, to Colton’s point, “how’s your mental health”.

Jacqui Chew: [00:42:56] And so, there are actually sort of like – gosh, I forget. Gosh. I was actually a part of an organization that had this that was quite interesting because it was a weekly check in. And as a manager, we check in with each member of my team every week where, as part, they would complete a module or web module that basically says what their five priorities were or their four priorities were for the week, how they felt about themselves and their priorities. And then, we would talk about it.

Jacqui Chew: [00:43:37] So, there was this confluence of the work as well as the self. And I thought that was really helpful and useful to them because, say, if they had a bad week, they could talk about it from the perspective of these were things that I didn’t think that I felt that I did very well at all. I had a couple of nights where my baby was crying or kept me up all night or whatever. So, it just allowed for more human conversation to happen in a corporate environment.

Jacqui Chew: [00:44:19] Now, Colton, your wonderful because you have a workplace that is accessible, it’s friendly, it’s safe. In a large organization of even 50 or 100 people, when you start having department heads and when there is a talent organization, when there’s an employee handbook – that’s basically my litmus test. When a company has an employee handbook, then, I think, that managing and leading becomes a little less human and a little more robotic. But it doesn’t have to be so. And I think and I hope that we will, as a workplace, as businesses, be more like yours, Colton, than the large sort of thousand person corporations that are out there.

Colton Mulligan: [00:45:22] Thank you very much. That’s very sweet. I don’t know that all my employees would say that, but I like to think so. So, that’s great.

Jamie Gassmann: [00:45:31] So, looking at these employers and kind of to your point, it’s almost like what you’re saying, Jacqui, when the employer gets a little bit bigger, they almost have to be more intentional about making that a cultural priority with their organization. As opposed to, you know, like it has to be kind of embedded in their handbook of how they’re going to approach that.

Jamie Gassmann: [00:45:53] So, if you were looking at employers, what do you want them to know when it comes to mental health with their employees? Like, what would be kind of, you know, the message you would want them to be aware of? If they haven’t educated themselves, if they’re being told by an employee they have this diagnosis, what message would you send to them?

Jacqui Chew: [00:46:15] Gosh. Be less afraid of litigation and more concerned about the person. I didn’t mean to rhyme, that was not intentional. But large companies, they’re about risk mitigation. I mean, I hate to say this, but every H.R. department that I’ve come into contact with has been about risk mitigation, and liability, and managing liability. At the end of the day, we are people, we are humans. And if we led and managed by just being human with compassion and empathy, I truly believe that those activities, those behaviors will naturally fall into place. It’s the humane thing to do.

Jacqui Chew: [00:47:15] If you see someone in distress, what do you do? You want to help. What makes being at the workplace any different? Well, it’s the fear of a lawsuit. So, I truly believe that if corporations can slowly retreat from this fear of litigation mindset and more of a compassion mindset of a positive versus subtractive mindset, I think we we will see more healthy workplaces. We will see healthier employees all around.

Jamie Gassmann: [00:47:55] How about you, Colton?

Colton Mulligan: [00:47:58] I’d lean into one of the things that Jacqui said, I would say a very clear and intentional investment into emotional intelligence, that umbrella. She used the word empathy, which, to me, is the largest thing more than finding just the right curriculum or mental health check in, et cetera. Investing in that at the individual level is the ongoing effort to keep finding the resources and things and spot the small elements.

Colton Mulligan: [00:48:24] To give an example, I spun up a small group that I ran for seven years on mental health where folks would get together. And there were ridiculous things I realized now that H.R. was rolling out all these wellness programs and things. And I realized that for those with eating disorders, all of the wellness campaigns right now that healthcare companies push that do weight loss challenges and stuff, are ridiculously triggering. Where you manage as a team, and you’re losing weight and pounds, and the language, and the things that are celebrated, there’s no real clear curriculum that would do that. That’s a checklist.

Colton Mulligan: [00:48:56] The biggest thing is if you invest in emotional intelligence, your team and your folks, it’s the ability to dynamically look at things in an ongoing way and exercise a greater degree of empathy, which, to me, is the solve more so than a book everybody reads together, whatever. It’s a continual emotional intelligence improvement.

Jamie Gassmann: [00:49:16] Those are both great points. I hadn’t even thought about that with the weight loss challenge, and you see that quite often, especially after The Biggest Loser came out. The biggest loser challenge is everywhere. That’s very interesting.

Jacqui Chew: [00:49:27] Sorry, Jamie. I do want to add – I completely forgot and they’re so important – there’s another whole group of people or population, they would be Founders of Color. So, startup Founders of Color faced a whole new layer of stressors, especially when they are raising funds. There was trauma for Founders of Color when they’re raising funds. This may not be the case this year or the last, maybe, two years, but I can tell you, so we have a startup circle, sort of a wellness circle where founders – primarily Founders of Color – would come together to talk about more of their personal and health issues.

Jacqui Chew: [00:50:26] But what services often is, it’s the microaggressions that happen on a daily basis when they’re raising funds from primarily non-person-of-color venture capitalists. And the questions are different, the tone is different, the assumptions that these venture capitalists make are different.

Jacqui Chew: [00:51:03] I’ll give you an example. There is this now prominent African-American female founder of a startup that also has a social group, social good sort of mission. And one of her investors actually said to her thinking that he was being so nice, he said, “Wow. I’m really glad I listened to my wife who suggested that I invested in your startup to ensure that we were being inclusive. I’m so glad that your startup is doing so well and I just wasn’t expecting the return.” I’m paraphrasing. But that is the microaggression and it caused her to doubt herself. Like, “Did my startup get funded because it was a good idea and we have a strong team and there’s a business here? Or did we get funded because I’m Black?” And so, that’s the good story.

Jacqui Chew: [00:52:19] But the bad story, this happened at TechCrunch. TechCrunch, they used to have twice a year this huge confab where they would have a startup alley of sorts. And the founders, a whole bunch of Black founders that I know of who’s ever been to those wherein the investors were primarily non-African-American, non-persons-of-color would actually physically avoid the booths of this Founders of Color. And there’s no reason for this, except for it is pure discrimination and this is what they have to deal with.

Jacqui Chew: [00:53:08] So, we, in these conversations in the support circles – we call them – I mean, these are the additional stressors that Founders of Color go through that are quite different. And to exacerbate the issue there, the percentage of psychologists/psychiatrists who look like them, a very small percentage, which is difficult as well. So, that is one of those little known challenges and issues that still plague sort of the mental health specter and category.

Jamie Gassmann: [00:53:49] So, it sounds like there could be a lot of different kind of triggering events and different things that might lead to some of those mental health concerns in all varieties of different businesses, whether startup or – it’s a very interesting point.

Jamie Gassmann: [00:54:04] So, if you were going to leave one advice on the table for a leader who’s listened to this podcast that you want them to just take with them – and if they do something with it, fantastic – but if there’s just one thing that you could leave that would help to make a difference in their work environment – and we’ll start with Colton – what would that be? What would that one piece of advice that you want to leave to that leader?

Colton Mulligan: [00:54:30] No pressure, right? What’s the one way to improve mental health in your thousand person organization? I am torn between, like, the one that’s really tactical and easy is, just go create your cost center line item, whatever for emotional intelligence training, is thing one. The other thing that’s harder is, just the idea of encouraging vulnerability between your leaders and those that they’re supporting.

Jamie Gassmann: [00:55:02] Great. And how about you, Jacqui, if there was one piece of advice?

Jacqui Chew: [00:55:06] Sure. It was a thing that I had my husband do. So, I figured if it’s good enough for him, it’s good enough for the rest of us. Pick up Mental Health for Dummies, the book. Get educated.

Jamie Gassmann: [00:55:23] Yeah. Get educated. I love it. So, thank you both for being on the show, for sharing your personal experiences, sharing approaches you’ve used, your expertise around this topic, and for letting us celebrate you by being on the show. And we really appreciate the advice and suggestions you left the listeners. We appreciate you, and I’m sure your organizations, and staff, and co-workers, and friends, and everyone else involved into your lives do, too.

Jamie Gassmann: [00:55:55] We also want to thank our show sponsor, R3 Continuum, for supporting the Workplace MVP podcast. And to our listeners, thank you for tuning in. If you’ve not already done so, make sure to subscribe so you get our most recent episodes and other resources. You can also follow our show on LinkedIn, Facebook, and Twitter at Workplace MVP. If you are a workplace MVP or know someone who is, we want to know, email us at info@workplace-mvp.com. Thank you all for joining us and have a great rest of your day.

 

BRX Pro Tip: Thank Someone from the Past

July 12, 2021 by angishields

BRX-Banner

BRX Pro Tip: Thank Someone from the Past

Stone Payton: [00:00:00] And we are back with BRX Pro Tips. Stone Payton and Lee Kantor here with you. Going back to sales, marketing, mechanics, but also in the spirit of genuinely serving, one idea that you share with me, Lee, is make it a point to consistently, periodically thank someone from the past.

Lee Kantor: [00:00:24] Yeah, I think this is for those people who want to be known as a mega connector. And people that work with us, whether it’s our client, our studio partners, that’s one of the benefits they get because we get to know such a diversified group of people all over kind of the business community that we serve. So, if you just, kind of on a regular basis, take a minute, think about someone from your past that helped you move the ball. And it doesn’t have to be monumentally. It could be a little bit. It could be somebody who introduced you to a guest, and then that guest turned into a client or whatever it is, write a note back to that person and just let them know that what they did made a difference.

Lee Kantor: [00:01:06] And maybe you thanked them at the time, but let them know that whatever they did made an impact in your life, and then you appreciate them. And share a little bit of the details. Let them know exactly what they did, and then how the impact happened, because people like to feel appreciated, and people like to know that what they did matters. So, if you can make that person feel good, you made their day, you have nurtured that relationship. And a lot of times when you do those touches, it opens up opportunities. All of a sudden, now, they’re thinking of you, you become top of mind, and they might have some opportunities where you might be able to financially benefit. But if you do this on a regular basis, whether you financially benefit or not, you’re going to be making someone’s day, you’re going to be nurturing a relationship that matters, and you’re going to be moving the ball in your business.

11 Tips For a Successful Business Partnership With Your Spouse

July 9, 2021 by Terkel

What is one tip for maintaining a successful business partnership with your spouse?

To help business leaders create an effective business partnership with their spouses, we asked couples in business and business professionals for their best tips. From keeping family matters at home to designating business roles, there are several strategies that may help you and your spouse create a prosperous business relationship. 

Here are 11 strategies to create a successful business partnership with your spouse: 

  • Define Work and Family Time
  • Secure Your Family’s Future
  • Plan Ahead With Tech Tools
  • Divide Duties by Strengths
  • Communicate With Each Other
  • Keep Family Matters at Home
  • Designate Business Roles
  • Share Your Company Vision
  • Invest in Financial Security
  • Give Credit Where It’s Due
  • Respect Comes First

Define Work and Family Time 

My wife and I run our own criminal defense and personal injury law firm in Seattle, and I could not ask for a better, more passionate business partner. With that said, it is very easy to blur the lines between work and home life — especially in a pandemic while we are working from home! I think the key to a successful relationship on all fronts is creating protected time. Having certain hours to tackle business and certain hours for our family is the key to making it work!

Court Will, Will & Will

Secure Your Family’s Future

While it is difficult to think about one’s own mortality, it is important to think about your family and what might happen in the event of death. If you work with your spouse, getting life insurance for both of you is an important risk management tool that provides some financial security for your loved ones or beneficiary in the event of death. Depending on your needs, life insurance can not only cover death expenses but can also replace your lost income so that your family can maintain their quality of life even in your absence.

Brian Greenberg, True Blue Life Insurance

Plan Ahead With Tech Tools

I run and manage two businesses with my partner, and we’ve found that a great way to feel like we’re both pulling our own weight and working towards our strengths is to spend an hour or two at the end of each month planning out tasks that we’ll do for the following month. We organize these tasks in ClickUp, but you could use Asana or similar variations. This has really helped us to feel like we’re both putting in the same effort and helps to avoid any strain in our work relationship.

Kristine Thorndyke, Test Prep Nerds

Divide Duties by Strengths 

To have a successful business partnership with your spouse takes patience, respect, and desire to make it work. One way to foster this environment is to know each other’s zone of genius, or natural strengths. If one spouse is better at running a specific function of the business, let them own it. This creates accountability and division of labor in the best way possible. When each partner carries the weight based on skill and passion, a successful partnership is more easily formed. 

Jenn Christie, Markitors

Communicate With Each Other

As the co-founder of Allegiance Flag Supply, I have two business partners — my husband Wes and our good friend Max Berry. From the very beginning, we made finding our balance a priority. If we can help it, my husband and I don’t discuss the business without Max. When Wes and I are together, we are a married couple, but we also know how and when to switch gears. This took some practice, but I believe we have since become masters at it. We make sure that the three of us always stay in the loop through communication, whether in person, zoom calls, text messages, or email. However, we don’t believe in “over-communication.” That’s something I would advise. Trusting in your counterpart is essential. “Up-to-date knowledge” helps each of us work as a unit while contributing our unique personal strengths.

Katie Lyon, Allegiance Flag Supply

Keep Family Matters at Home

When working with your spouse, the most important thing you can do is run your business like a corporate entity, not a family business. And don’t bring your bedroom into the boardroom. Never bring your personal issues into work — and always manage two very separate lines of the business, so you avoid stepping on each other’s toes. Your employees should never see you argue about anything that does not affect the business or is rooting in something personal.

Danielle Lindner, Children’s Author and Parenting Coach

Designate Business Roles

Formally establishing the areas of accountability allows my wife and me to work in a more structured way. Knowing other couples that work together, we find it crucial. This is because it is a popular approach among family members to keep things informal and perform tasks based on personal initiative rather than predefined rules. And that’s not a practice suitable for business operations.

Michael Sena, Senacea

Share Your Company Vision

Being in business with your spouse can lead not only to divorce but a business divorce, too. The desire to grow your company can take over your life at home as well as work with pillow talk, dinner table discussions, and even when you are relaxing. The key is to start with a shared vision for the company and your life together. Then when one of you feels overwhelmed with the intensity of work, you can take some strategic time to review and reflect on that vision. Once you’ve had some time to reflect, you’ll have insights about how to help you and your spouse refocus on this shared vision. The key to getting your spouse to recommit and re-focus on the shared vision is to ask questions. So sit quietly and reflect on three to six questions you might ask at the right time.

Katharine Halpin, The Halpin Companies Inc.

Invest in Financial Security

After putting in countless hours at your business with your significant other and providing your family a certain lifestyle, make a plan to provide your loved ones financial security in the event that either of you can no longer work due to health complications. This is why it is important to consider your life insurance options. For example, most people choose between whole vs. term life insurance policies. Depending on your situation, a term life insurance policy is typically less expensive and easier to maintain over time. However, if your situation changes, then you might find that the whole life insurance policy is more valuable to you and your family. 

Chris Abrams, Marcan Insurance

Give Credit Where It’s Due 

When I first started my law firm, it was a one-man show run with the help of my lovely wife. Between running to the courthouse and trying to meet with clients, my wife was the person who truly drove business in. I always tell everyone she’s the brains behind all of this success. If you want to maintain a successful partnership with your wife, make sure you give credit when it’s due. When you’re successful, most of the time, you tend to forget where you started and the people who helped you succeed. Don’t forget to give your spouse the praise they deserve, because after all, they’re more than just a business partner. They’re your life partner. 

Seth Price, Price Benowitz LLP

Respect Comes First 

My husband and I started our AC repair and installation company together a couple of years ago. We both came from different educational backgrounds. He understood the mechanics of fixing wires in AC units and systems while I understood the marketing and business-running side of things. If I’m honest, we had so many arguments in those first few months because we were on different pages of what we envisioned the company to be. It took a while for us to come to the understanding that our differences were what made our company succeed. We learned that the best way to maintain our relationship as spouses and as business partners was to agree to disagree on things, to respect each other’s strengths, and to leave work at work.

Natalie Sullivan, Cooler Air Today

Terkel creates community-driven content featuring expert insights. Sign up at terkel.io to answer questions and get published. 

Filed Under: Uncategorized

How to Respond to Negative Online Patient Reviews

June 25, 2021 by John Ray

DLREpisode9DSOsAlbum

How to Respond to Negative Online Patient Reviews (Dental Law Radio, Episode 10)

You work hard in your practice to create a great patient experience, and yet you wake up one morning to find a negative online patient review. The review is unfair and may even be written by someone who is not your patient. (Yes, that happens.) How do you respond in a logical way that’s best for your practice? Host Stuart Oberman weighs in on this emotional topic. Dental Law Radio is underwritten and presented by Oberman Law Firm and produced by the North Fulton studio of Business RadioX®.

TRANSCRIPT

Intro: [00:00:02] Broadcasting from the Business RadioX studios in Atlanta, it’s time for Dental Law Radio. Dental Law Radio is brought to you by Oberman Law Firm, a leading dental-centric law firm serving dental clients on a local, regional and national basis. Now, here’s your host, Stuart Oberman.

Stuart Oberman: [00:00:27] Hello, everyone, and welcome. Today’s topic, the ever growing concern, how to respond to negative patient reviews online? I cannot begin to tell you how many calls we get on a daily, weekly basis, monthly basis, “How do I respond to a negative patient review?” Well, first off, you’ve got to understand what occurs. So, there are times you will get a negative review from a patient that you’ve never seen. That patient reportedly who responded and prepared this negative online review has no idea who you are, has no idea where your office is at, has no idea what state you’re in. All they know is that someone told them about you, and they had nothing else to do but write a negative online review about you.

Stuart Oberman: [00:01:26] So, what happens is when this particular frenzy starts it, it multiplies quickly. So, all of a sudden, you get this negative review from this proposed patient in Georgia, and now, you’re getting negative reviews from someone in Seattle, California, Ohio, Nebraska. And you’re thinking to yourself, “Who in the world are these people?”

Stuart Oberman: [00:01:52] So, what happens is, is that when negative reviews go up, it just builds and builds and builds. And that is when our doctors will absolutely panic. That is where they do the wrong thing of react versus respond. So, when you see that review, you’re going to think to yourself, “I don’t know who it is, but I’m going to respond quickly and, basically, tell them they’re nuts, they’re crazy, I didn’t do anything, I don’t know who you are. And if I know you, here’s a treatment that you received, and here’s why you owe me money, and here’s why to continue your dental treatment.” The next you know, patient information is disclosed, names are disclosed, neighbors are disclosed. And now, you’ve got a huge governmental compliance issue.

Stuart Oberman: [00:02:51] So, the question is, how do I react or how do I respond? Two very, very different concepts. When you react, you’re going to have a knee-jerk reaction, you’re going to send your office manager to respond, and it’s going to be posted within like 15 minutes of you reviewing that negative review. And then, what’s going to happen is, then, you’re going to call our office and say, “Hey, I got this negative review on Google or Yelp. How do I respond because I’ve already responded? Now, what do I do?” And I’m going to say the first thing you did wrong was respond instead of call us first or call whoever you need to call – your consultant, your other turn, whoever it may be.

Stuart Oberman: [00:03:36] So, what do you do? First and foremost, I urge you that when you see a negative review, your face is going to turn absolutely red, and you’re going to go nuts. Take a step back, let that sink in. Do not do one thing in the world. Yes, you’re going to want to respond. Yes, you’re going to be upset. Yup, you’re going to be really, really ticked, and you’re going to want to lash out at everyone and let that SOB online let you know and let them know what’s going on.

Stuart Oberman: [00:04:11] Here’s what you have to do in reality. First and foremost, you got to analyze every negative review. How did it occur? Was it the result of miscommunication between you and the patient? Was there a miscommunication between you, your staff and the patient? You cannot, under any, any circumstances, take this personal. This has to be a business decision. It’s like buying a house. As soon as you get personal, you lost control. Soon as you look at buying a dental practice emotionally, you lost control. You cannot take this personally. That’s why you have to take a step back.

Stuart Oberman: [00:04:59] And there are times I even recommend sleeping on it. Well, I’m not going to sleep. Well, then, you rest on it because, otherwise, you’re going to do something you really regret and you can never, ever, ever get defensive. As soon as you get defensive, you lost control. First and foremost, you will never, ever gain the upper hand on an Internet negative review battle. You’re just not going to do that.

Stuart Oberman: [00:05:29] So, what happens is, of course, you can’t ignore negative reviews. You have to take a look at what was a patient experience. Are they justified? Not justified? Never, ever, ever respond in a public forum. Never post anything online in response to this personally. If you’re going to respond, you have to respond very carefully, very tactfully, under guidance, probably with a phone call. I would be very, very careful what you put in writing, because there’s a pretty good chance what you put in writing is going straight on the Internet.

Stuart Oberman: [00:06:15] We’ve had cases where we’ve sent out letters to patients who would put negative reviews on, and they will literally post, “I got a response from Dr. John’s attorney.” What you can never, ever do also is respond with any kind of patient information, period. Never put patient information on there. Never put any PHI information because that is a clear HIPAA violation. Any response that you have, or prepared, or will be responding to, or have responded to has to be made within governmental compliance.

Stuart Oberman: [00:07:00] So, one thing I would never do, I would never, ever say I’m sorry or I apologize. Again, no excuses online. What’s the recommendation? The high road. You thinking to yourself, “The high road?” This guy just tore me up on the Internet. I got people from Topeka, Kansas, who I never even met saying what a lousy doctor I am and I treat people horrible. And you’re expecting me to sit back and do nothing.” No. What I’m asking you to do is take a step back and respond professionally, rationally and spin it. Everything’s a spin. Politics is a spin. Internet is a spin. So, you have to spin it.

Stuart Oberman: [00:07:49] What does that mean, Oberman? So, that means to prepare a very carefully drafted corporate response. Well, how do you do that? Hire counsel, be careful that you put this venture onto your consultant. We receive a lot of negative, negative advice from consultants, some we would never follow. We have some that have their own marketing people, and they have their own perception as to what occurs. But I will tell you, from a lot of trials, a lot of experience that you have to be calculated on how you respond.

Stuart Oberman: [00:08:38] So, what to do? What do you do? You put the best foot forward for your practice in a very detailed response as to how you love your patients, about the practice, how you serve the community. And there’s a, again, very calculated way that you do this, but you cannot mix that kind of response in with, “I didn’t do anything.” So, again, you have to be very careful because once it goes on the Internet, I don’t care if you delete it three minutes later, someone has got a record of that post. So, you have to be calculated.

Stuart Oberman: [00:09:21] Again, I would wait, at least, a day before you respond. Yeah, it’s going to build up a little bit, but it may die down. So, then, the question is, “Well, what do I do with the person who posted it?” One, you have to know who it is. Two, you’ve got to make sure that you didn’t do anything wrong. So, it’s easy to point to fingers that that’s a negative review, but internally, if you see that you dropped the ball, bad treatment, bad communication, and you know what, it may be justified, but they shouldn’t have done it. That’s a whole different response. That’s a whole different review. So, you’ve got to take a look at whether or not you want to send out the letter to this particular person who responded. Sometimes, it would work. Sometimes, it won’t. It just depends on the circumstances.

Stuart Oberman: [00:10:17] So, then, this leads me to to sort of a different topic is, if I refund the patient money, does it admit liability? No, it does not. You have to have a very detailed release that outlines that if a settlement is made, they will withdraw anything is posted negative online, they will not post anything online, and, essentially, they have gone silent and will go silent.

Stuart Oberman: [00:10:50] So, we had an opportunity – I personally had an opportunity to review a lease – release, if you will – last week from an insurance company that was sent to one of our doctors that it was a fill in the blank, generic, send this to the person for the refund, and everything will be fine. So, I will tell you, I would have never, in a million years, sent that release to a patient without any kind of disclosure on that, that they would have not gone to line after I refunded their money and said negative things.

Stuart Oberman: [00:11:27] So, not only does it affect what you do now and treatment wise, but there has to be some kind of language that correlates to a settlement where the patient is not going to go back online and have negative reviews. So, again, it’s a wholesale approach. It’s a very emotional approach, but has to be very calculated, and you’ve got to have a third party, if you will, oversee this because you lose the vision, you lose the process, and you have to have a calculated response again.

Stuart Oberman: [00:12:05] I know I said that before but I can’t stress that enough. Take a step back and respond to it, because once you respond in the wrong way, it never, never goes away. And somewhere, there’s a record of a negative response and a bad response. And in today’s world where Google matters, Yelp matters, it really, really matters.

Stuart Oberman: [00:12:30] So, that is a very small analysis of a very big potential problem. But again, at some point, it’s going to happen. We always say it’s not if, but it’s when a crazy patient is going to either file a board complaint or file something online. So, you got to be prepared how to respond. Although you did nothing wrong, there has to be a calculated response to that.

Stuart Oberman: [00:12:57] So, hopefully this has helped out. Hopefully, you’ll take a step back if this ever occurs, which I never hope it does, but you’ll be prepared, and you respond to it in a very calculated way, and you will put the best foot forward for your practice, because that is what you do on a daily basis, you put your best foot forward every day, and people need to know that, and there has to be a way to respond to that. So, thank you again for listening and we look forward to providing you with additional information on our podcast. Thank you. And have a fantastic day.

 

 

About Dental Law Radio

Hosted by Stuart Oberman, a nationally recognized authority in dental law, Dental Law Radio covers legal, business, and other operating issues and topics of vital concern to dentists and dental practice owners. The show is produced by the North Fulton studio of Business RadioX® and can be found on all the major podcast apps. The complete show archive is here.

Stuart Oberman, Oberman Law Firm

Oberman Law Firm
Stuart Oberman, host of “Dental Law Radio”

Stuart Oberman is the founder and President of Oberman Law Firm. Mr. Oberman graduated from Urbana University and received his law degree from John Marshall Law School. Mr. Oberman has been practicing law for over 25 years, and before going into private practice, Mr. Oberman was in-house counsel for a Fortune 500 Company. Mr. Oberman is widely regarded as the go-to attorney in the area of Dental Law, which includes DSO formation, corporate business structures, mergers and acquisitions, regulatory compliance, advertising regulations, HIPAA, Compliance, and employment law regulations that affect dental practices.

In addition, Mr. Oberman’s expertise in the health care industry includes advising clients in the complex regulatory landscape as it relates to telehealth and telemedicine, including compliance of corporate structures, third-party reimbursement, contract negotiations, technology, health care fraud and abuse law (Anti-Kickback Statute and the State Law), professional liability risk management, federal and state regulations.

As the long-term care industry evolves, Mr. Oberman has the knowledge and experience to guide clients in the long-term care sector with respect to corporate and regulatory matters, assisted living facilities, continuing care retirement communities (CCRCs). In addition, Mr. Oberman’s practice also focuses on health care facility acquisitions and other changes of ownership, as well as related licensure and Medicare/Medicaid certification matters, CCRC registrations, long-term care/skilled nursing facility management, operating agreements, assisted living licensure matters, and health care joint ventures.

In addition to his expertise in the health care industry, Mr. Oberman has a nationwide practice that focuses on all facets of contractual disputes, including corporate governance, fiduciary duty, trade secrets, unfair competition, covenants not to compete, trademark and copyright infringement, fraud, and deceptive trade practices, and other business-related matters. Mr. Oberman also represents clients throughout the United States in a wide range of practice areas, including mergers & acquisitions, partnership agreements, commercial real estate, entity formation, employment law, commercial leasing, intellectual property, and HIPAA/OSHA compliance.

Mr. Oberman is a national lecturer and has published articles in the U.S. and Canada.

LinkedIn

Oberman Law Firm

Oberman Law Firm has a long history of civic service, noted national, regional, and local clients, and stands among the Southeast’s eminent and fast-growing full-service law firms. Oberman Law Firm’s areas of practice include Business Planning, Commercial & Technology Transactions, Corporate, Employment & Labor, Estate Planning, Health Care, Intellectual Property, Litigation, Privacy & Data Security, and Real Estate.

By meeting their client’s goals and becoming a trusted partner and advocate for our clients, their attorneys are recognized as legal go-getters who provide value-added service. Their attorneys understand that in a rapidly changing legal market, clients have new expectations, constantly evolving choices, and operate in an environment of heightened reputational and commercial risk.

Oberman Law Firm’s strength is its ability to solve complex legal problems by collaborating across borders and practice areas.

Connect with Oberman Law Firm:

Company website | LinkedIn | Twitter

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