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Search Results for: marketing matters

Jack Tompkins With Pineapple Consulting Firm

February 15, 2022 by Jacob Lapera

Jackthompkins
Austin Business Radio
Jack Tompkins With Pineapple Consulting Firm
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JackthompkinsJack Tompkins is the owner of Pineapple Consulting Firm based out of Charlotte, NC. He helps you analyze and visualize your data in interactive dashboards so you can get all of the insights from your data without actually touching it!

His goal is to help you grow profitably while giving your data a seat at the table and becoming a bit more data-driven.

Connect with Jack on LinkedIn.

What You’ll Learn In This Episode

  • Data for small businesses
  • Analytics for small businesses
  • The importance of visualizing your data
  • Benefits of the dashboard for a client
  • Types of data that are important to look at
  • KPIs are important for business owners
  • Data influence strategy

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, and for the folks out there, this is an important one for your business as well. So please help you have a pad of paper your phone handy to take some notes. This is going to be a lot of great information today on the show. We have Jack Thompkins and he is with pineapple consulting firm. Welcome, Jack.

Jack Thompkins: [00:00:54] Thanks, Lee. Pumped to be here. I couldn’t agree more. I think we’re going to cover a whole lot of good stuff.

Lee Kantor: [00:00:59] Well, I’m excited to learn more about your practice. Tell us about pineapple consulting firm. How are you serving, folks?

Jack Thompkins: [00:01:05] Sure. So we’re kind of your outsource data nerd. So everybody is familiar with the fractional CFO and fractional C-suite executive type thing. We’re kind of the fractional analyst. So that’s what we do. We put everything into dashboards, help folks become data driven. So even non-financial or non numbers, folks can easily make decisions and build strategies from their numbers.

Lee Kantor: [00:01:29] Now this is an area that’s, I think, really not appreciated by most entrepreneurs. There are so much data out there and there are so many numbers to look at. It’s very difficult for a business owner to really hone in on what are the kind of metrics that matter and how to discern what are the numbers you should be paying attention to every day. How do you help educate your clients to the importance of that number one and then give them some tools so that they can pay attention to the stuff that matters and not get bogged down by all these other distractions?

Jack Thompkins: [00:02:05] Yeah. So we’re obviously doing audio only, but I was aggressively nodding my head in agreement while you’re going through that. So, so number one, what’s important, right? Or how did they get started? What metrics do they pick that kind of thing? Honestly, I always say, start simple, start with something that you probably look at every day and I’ll use like revenue and profit as kind of the basic example, something that most business owners probably look at pretty frequently. Maybe it’s not every day, but whether they’re numbers, people, financial people or not, that is something that they’re going to look at every day. So kind of start there and then let the snowball grow from there. I always encourage people to start simple and then ask yourself, like, what does that mean? Right? So revenue is up 10 percent. Fantastic. That’s awesome. Why? Right? So was it more marketing? Was it better conversion rate? Did people come in from LinkedIn as opposed to networking groups? Stuff like that? And your questions will kind of feed your next steps. So that’s always my advice on where to start. And then second, part of your question stuff that we do at pineapple to kind of help make it easy is all just using dashboards. So an income statement, I’ll stick with the revenue example. I’m a financial nerd and I I absolutely love going through an income statement. Most people don’t because it’s a black and white piece of paper, and it’s kind of boring to look at. It doesn’t really tell you a lot of insights when you throw that into a dashboard. Now you have a trend graph, now you’ve got indicators of your performance and you’ve got your brand colors, and it’s actually kind of fun and engaging to look at. So I guess the all in answer is start simple. Feed your curiosity and then make everything visual because it becomes a whole lot more usable when it’s visual.

Lee Kantor: [00:03:54] And I think that’s another important kind of component with this. A lot of times people get, they just see kind of numbers and they see columns and it’s numbers and that that doesn’t really give them any context unless they can somehow remember what it was at the same time last year or over time or last quarter. It’s difficult to really understand and appreciate the direction your business is going unless you put this kind of data into some visual tool that helps you kind of see trends.

Jack Thompkins: [00:04:28] Right? Yeah, it’s exactly right. And the same thing goes for obviously this is Coach the Coach and everything. So for the coaches out there, for the consultants out there, when you’re working with a client, it’s a whole lot easier to point to a number that is in a graph or in a chart or something like that and have a solid foundation of to your point. The context around it, right? Here’s what it was last year. Here’s what it was last month. Here’s how we’re trending. Boom, now you have this solid foundation for the conversation, and you can get into strategy now that you’ve covered the numbers piece the quote unquote boring numbers piece that you have to get through.

Lee Kantor: [00:05:06] And I think it does a better job when you have these this information in a visual form, I think the story becomes clearer. It becomes when people can kind of see the graph and see the trends and see. However, you’re kind of framing the visual, whether it’s a pie chart with a big slice of pie that just improved, you can see it. It helps you tell your story better. It helps. You kind of understand the impact that people are making in the company.

Jack Thompkins: [00:05:37] Yeah, that’s exactly right. That is one hundred percent right. And that’s I think the number is like sixty five percent of people are visual based learners, but through a big red down arrow on the screen, everybody’s going to understand that that is not something that should be. That’s not what you’re going for it, right? That’s kind of the big red X that you want to avoid. So you dig into it and it becomes really clear with the visual. Absolutely.

Lee Kantor: [00:06:02] So now what’s your back story? How did you get into this line of work?

Jack Thompkins: [00:06:05] So kind of boring, honestly. I grew up, if you will, professionally in the insurance world. So Up in Connecticut was an analyst for an a bunch of different capacities and had some really cool like leadership roles in there. But really like the analysis, really liked making dashboards because I had to present every now and then to like the CFO of the division or my boss’s boss’s boss or something like that. And I quickly realized even continuing our visualization conversation. The best way to get my point across to this leader, who only has two minutes for me is to just not even explain it. Just turn my computer around, show them a picture of the dashboard, and then they’ll get the insights that they’re looking for. So that’s kind of where it all started. And then I’m about two years full time in running pineapple on my own.

Lee Kantor: [00:06:58] Now, kind of the epiphany of a dashboard or seeing the value of a dashboard. Was that something you were like, OK, I can create dashboards. I can take this data and kind of smush it into a dashboard so that it becomes very crystal clear just the handful of metrics that matter for an individual client. It was that kind of the epiphany, and now I can. Now I have a tool that I can now deploy and offer to lots of people. Was that what happened or is this something that you work with clients and then customize some solution, whether it’s a visual dashboard or whether it’s numbers or whatever the solution is?

Jack Thompkins: [00:07:36] Yeah, it’s kind of both. So I think I should know this because I’m a numbers person, but at least 90 percent of what I have done for clients has been completely custom from the ground up. And I honestly love that I have an absolute blast making that type of stuff. But to the first part of your question, that was kind of the formula, right? It was let me take the things that matter because in my corporate life, it was I know that they’re going to ask about these three metrics. And now in the small business world, I know we care about, you know, revenue, profit and leads and conversions or, you know, whatever it is. I know that those are the big things. So how do we package them and they kind of formed together to be this a bit of default stuff so we can have the conversation of here, the KPIs that we’re thinking about. Here’s why they make sense in general. Let’s see if they make sense for your business, too. And then part two, let’s let’s make it custom to your business and make it visual and make it engaging and make it interactive.

Lee Kantor: [00:08:39] Now, most small businesses, if they don’t, they would imagine not have kind of a data analyst on staff, but they might have a bookkeeper. They might have themselves with QuickBooks or some, you know, software. How does your firm kind of play with those tools and how do you help them get the most out of those tools?

Jack Thompkins: [00:09:00] Right. So it’s a very complementary situation, and I’m glad you brought it up early because my business is very garbage in, garbage out, right? So if the bookkeeper is or if there is no bookkeeper, right, maybe that’s the better example. There is no bookkeeper. It’s difficult to create a dashboard, a financial dashboard, right? Which is a very common thing. I link up to QuickBooks all the time. But if the data is not good in there or it’s inaccurate or whatever it is, the dashboard is not going to be totally useful. So whether it is the bookkeeper, whether it’s the CPA, whether it’s the CFO who wants to know or wants to drive the strategy but needs to know a few metrics first, those are all folks that are great, either information feeds for us or data sources for us.

Lee Kantor: [00:09:49] And then so how do you kind of work with your clients, is it something that you just say, OK, here’s what you need and then you just give them the resources to do that? And then they just now the bookkeeper is doing this kind of work or their CPA or their themselves? Or is it something that your service is kind of been ongoing, like a retainer like relationship?

Jack Thompkins: [00:10:12] It depends. It’s again, so everything that I build is custom, and that’s kind of the model for working with clients, too. It is very client by client. More often than not, it works out out to be a retainer type situation. So the example the standard example is people come in for, Hey, I have this idea. I want to see financial dashboard with, you know, sales by SKU or by product that came in through online versus versus whatever channels online or whatever other marketing sources. So they have that idea to start and then it kind of evolves into. All right, this is great. We also want to see how that impacts our operations. We want to see some more marketing stuff that we can do better. And so it kind of grows from there. So I guess kind of wrapping that up. It does transform into a retainer thing after starting as a project in more cases than not.

Lee Kantor: [00:11:08] Now are you typically kind of partnering with CPAs or these payroll services or the people that have some of this data? Or are you kind of going arm in arm with them? Or are they referral sources or are they just kind of, you know, you’re just complementary services that are both serving a similar client?

Jack Thompkins: [00:11:27] Yeah, it’s a good question. Kind of a little bit of all of it, I would say. Referral sources, both both directions, right? So a business coach, for example, needing to see the numbers, they talked to me and then me creating the numbers, building the dashboard and then saying, Hey, talk to this business coach because he’ll help you kind of build the strategy off of it. So the referral partner is most common of those options with, again, just very, very complementary services.

Lee Kantor: [00:11:56] And then in your work, are you kind of. Is this kind of industry agnostic or do you have some niches that you focus in on?

Jack Thompkins: [00:12:05] It’s been kind of all over the place, which honestly is a whole lot of fun for me because like I said, I came from insurance and that I really like the people. I like the work I did. I didn’t like insurance that much. So to be able to work, I have clients and transportation. I have clients and e-commerce. I have I have other consultants as clients and kind of the whole gamut. And that’s super, super fun for me. Honestly, there’s so many different metrics out there and so many ways to slice the data, and a bunch of different things matter to a bunch of different people. So I am pretty industry agnostic. I should say we are pretty industry agnostic because it’s just it’s more fun that way.

Lee Kantor: [00:12:45] And then because the dashboards don’t care about the data, right, it’s just a matter of aiming it at the right information that the person cares about.

Jack Thompkins: [00:12:52] That’s exactly right. Yep, 100 percent

Lee Kantor: [00:12:54] Now for you. Can you share a story? Maybe that kind of illustrates some of the impact you can have in an organization. Maybe share what the challenge was before they got a hold of you? And then what happened after you kind of deployed some of your services into their world?

Jack Thompkins: [00:13:09] Yeah, absolutely. So this will be a we’ll go with a transportation company, so fairly big company, big for my term. So I think there are 40 50 employees, something around that. But a whole lot of truck routes every day, right, going in and going out, delivering packages, all sorts of stuff. That is it feels like kind of what was the analogy that we used? It was putting out fires with a blindfold on. So it was so many things happen in a day, right? Maybe a truck breaks down, maybe a deliveries and all that stuff. So it was kind of just whatever happens today, we’re going to deal with it and then wake up and try and figure it out tomorrow, kind of thing. And and that’s probably a bit too cavalier. But the bottom line is it was put out the fires first and then try and build the strategy second. So what we did was we created an operational dashboard and a financial dashboard. So the operations was how many stops do we do? How many packages did we do? What was the time? What was the efficiency on all of that stuff? And then how does that lead to financials, right? So two complementary dashboards and now the operating structure isn’t put out fire figure out solution. It’s now anticipate what’s going to happen. Select the most efficient things, aim for specific targets that we know it can hit based on data and run the business much, much more efficiently and honestly with a lot more confidence. Because when when it’s not just dealing with. Fires. It’s a whole lot less stressful. And when the numbers are backing your decisions and you’re telling your management team and stuff like that, hey, here’s what we need to do. It’s a little bit of a stretch, but I think we can do it. You have the confidence of the numbers to back you up. So this client in particular would be the first to say that the dashboard is something that he looks at every day, and it is just it’s a 180 for his confidence in his day to day business.

Lee Kantor: [00:15:16] Now are there some kind of symptoms or breadcrumbs for you or for a company that says, Hey, you know what? Maybe a data analyst is the right person that we should be talking to, because I would imagine that this isn’t an area that a lot of that it’s top of mind for a lot of folks.

Jack Thompkins: [00:15:34] No, you’re right. It’s it’s not super top of mind. It’s one of those data is one of those things that honestly, even in the corporate world too, it was, Oh man, we should definitely look at that right? And then kind of crickets because it

Lee Kantor: [00:15:46] It seems like a nice to have, but not a must have. But I think that in today’s world, with so much data out there and everybody having the ability to collect so much, I think it moves higher up in that hierarchy and it becomes something that is becomes a must have.

Jack Thompkins: [00:16:01] I completely agree and I think that is the that’s the shift that’s happening. So corporate has had data and dashboards and stuff like that for a while and making decisions off that for a while now. I kind of seeing the transition into more small businesses and I have a couple of solopreneur clients as well that one of their first priorities when they started their business is let’s get the data set up. And I absolutely love that just in general for the for the whole field of data. So you’re absolutely right, it’s becoming more of a must have because of the decisions that come from it, because of the strategy that can come from data. And and again, that confidence and your gut tells you one thing your gut is going to be right your gut. Plus your data can make you completely profitable, right?

Lee Kantor: [00:16:49] And that’s the thing. I think a lot of, especially the smaller businesses they rely on just kind of their gut or just like that initial, you know, whatever happened first and then they’re using that data point as that’s kind of modeling for everything going forward, and that’s just one data point. And exactly. And I think that that’s a mistake. A lot of people and you can get into a rabbit hole and you can go down the wrong path pretty quickly if you adopt that kind of thinking in terms of strategic growth.

Jack Thompkins: [00:17:19] Right, it becomes a short term strategy that only has good short term results.

Lee Kantor: [00:17:24] Well, and then you forget when you’re wrong and then say you don’t have any kind of data that supports you having a good gut feel for things like you think it is. As long as you’re in business, you know, you just have to win a little bit more to stay in business. You don’t have to be that right. But if you have some system that kind of looks at your data and you can make better decisions, you’re going to increase your chance of success dramatically.

Jack Thompkins: [00:17:47] Oh, a hundred percent, absolutely. And this isn’t to say get rid of your gut, right, your guts, why you got into business in the first place, but again, your gut plus data, you’re absolutely right. It’s you can be so much more efficient grow, so much more scale, so much more when you have those processes in place and data being one of those processes, it is about as important as automating some of your marketing or developing a marketing strategy or consistent emails and conversations with clients. Anything like that. And if that operational day to day stuff data is right up there in terms of importance.

Lee Kantor: [00:18:24] So now is there any kind of low hanging fruit for our listeners out there right now, anything they they should be doing today or something they could do today that could at least get them thinking about, you know, kind of analyzing their data or even just kind of being aware of the metrics that matters or something that you would recommend people do.

Jack Thompkins: [00:18:45] Yeah, so I think first would be just kind of a kind of an easy take away for listeners is somewhat what we talked about at the beginning of starting simple. So even when you’re just walking to your next meeting in the shower or whatever, wherever you do your thinking time, I would encourage everybody to just challenge themselves a little bit and say, I know what I focus on, right? There’s a few metrics that I pretty much know offhand just because I have to. What’s the next step? So using the example we use at the beginning revenue, most people are going to know it. Why did it grow? Where did it come from? And then kind of build on that, right, so it’s that sort of step one is what is the next step of importance because every step that you take is going to be exponentially better. So if you go into why data are scary, why clients have joined me, fantastic, you’ll get more clients because you know that answer. And then tools wise, I always encourage folks to start with whatever sort of visual representation that their software they’re already using has. So QuickBooks, for an example, and most crimes have this Google Analytics as well for marketing and website analytics, there is always a default dashboard out there. It’s not going to be great. It’s not going to be exactly what you’re looking for. You kind of dip your toe and say, OK, this is cool, I get it, but it’s not exactly what I want. And then again, what’s the next step? And that’s where you get into some more in depth data conversations and and making sure that the processes are in place for the data flow properly and making it easier to update and easier to visualize. But it starts kind of like most cliches out there, right? How do you eat an elephant one bite at a time? This is very, very similar. Just start with the next logical step that makes sense to you, and it’s important to you today.

Lee Kantor: [00:20:48] So what is it that you need right now? Is there something we could be doing for you? The what is there anything the listener could be doing for you? Or are you looking for more referral partners? Are you looking for more clients? What can we do to help you grow?

Jack Thompkins: [00:21:04] Oh, I appreciate that. I never get that on the podcast, so thank you. More clients and more referral partners are always fantastic. Honestly, I really like just kind of talking shop. Like I said earlier with being industry agnostic, I always learned so much. It’s always a lot of fun. I just like kind of seeing what other folks are doing, so I would absolutely love to have a conversation with anybody that’s listening. Just kind of talk shop here about your business, and I’m sure there’s ways that we can help each other that will come out of that conversation, too. So I just I love small business and I love talking with other entrepreneurs. So please contact me and let’s talk some shop.

Lee Kantor: [00:21:41] All right. If somebody wants to learn more, what’s the website or the best way to get a hold of you?

Jack Thompkins: [00:21:46] Best way is the website, and it is pineapple kfcs, and that’s the abbreviation pineapple abbreviated consulting firm So Pineapple KF.

Lee Kantor: [00:21:56] Well, Jack, thank you so much for sharing your story today. You’re doing important work and we appreciate you.

Jack Thompkins: [00:22:00] Oh, thank you so much for having me on. This is fun and and I hope it was good for the listeners, too.

Lee Kantor: [00:22:04] All right. Lee Kantor we’ll see you next time on Coach the Coach radio.

 

Tagged With: Jack Tompkins, Pineapple Consulting Firm

Paul Noble With Verusen

February 4, 2022 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
Paul Noble With Verusen
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paulnoblePaul Noble, CEO at Verusen

Paul Noble’s passion for entrepreneurship has always shaped his approach for go-to-market strategies and tools, which was the driving force to pursue his dream of launching his own organization to improve the availability of easy-to-use technology for optimizing the supply chain for materials management.

Verusen helps the world’s largest organizations evolve beyond their legacy systems and processes by solving the supply network data complexity that enables true supply chain digital transformation.

Connect with Paul on LinkedIn.

What You’ll Learn In This Episode

  • About Verusen
  • Roadmap to moving forward
  • About Series B

This transcript is machine transcribed by Sonix

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by onpay Atlanta’s new standard in payroll. Now here’s your host.

Lee Kantor: [00:00:24] Lee Kantor here, another episode of Atlanta Business Radio, and this is going to be a fun one today on the show. We have Paul Noble and he is with Verusen. Welcome, Paul.

Paul Noble: [00:00:34] Hi, Lee. Great to be here. Thanks for having me.

Lee Kantor: [00:00:36] Well, I’m excited to kind of get an update about where things are going for VeriSign, but for the folks who aren’t familiar. Can you share a little bit about VeriSign? How are you serving, folks? You know, mission purpose and all that good stuff?

Paul Noble: [00:00:48] Certainly. So we are a supply chain intelligence company based here in Midtown Tech Square, Atlanta, and we help organizations simplify the way they manage their material supply across their global networks. And so what does that mean? We help them reduce the complexity and all the moving parts around data and personas and organizational challenges, and just distill it into one simple software solution that helps them find what we like to call material truth, which is I have what I need, where I need it for the least amount of capital, in the least amount of risk possible. And that’s, you know, a combination of data and human augmentation and a lot of cool technology, but really delivering upon that value. And and obviously in today’s environment, that’s a really important thing for supply chain and global organizations to have now.

Lee Kantor: [00:01:51] Supply chain has been in the news, obviously a lot lately, if not for the greatest of reasons. But can you educate folks about maybe some of why there’s issues there are today and how kind of you foresee this kind of coming to an end and improving?

Paul Noble: [00:02:08] Yeah, yeah. I know everyone’s hoping that things get a lot less chaotic than they have been, but really the problem exists, you know, less and less because, you know, organizations don’t know what they want to do or have a lack of desire of doing these things. But it’s really a lot of legacy systems, legacy processes, dirty and incomplete data that inhibits them from doing what they want to do, whether that’s, you know. Route things logistically, which you’ve been seeing a lot in the news or manage, I need these materials to build my product or produce my product or run the plants. All of these things have traditionally been very the approach to it was very disjointed. So you had, you know, you have to cleanse data and manage data governance data, use an inventory solution, user spend solution, use a procurement solution, use a planning solution. And all of that disk connectivity makes it difficult to really get what you want out of it. And so, you know, we’ve seen this chaos partially because of that and then also partially because we haven’t seen an environment like this. And so when you combine. Planning also historical versus, you know, changing that historically, we have changes that we historically haven’t seen yet. That’s why we kind of have seen this chaos. And so what we do is we essentially help these organizations wrap their arms around it, overcome the data challenges without having to cleanse data and governance data. That’s a unique part of our technology. Let’s eliminate that and let’s bring all the stakeholders into one place and, you know, show them what the data is telling us and provide recommendations on what you should procure, what you should inventory here your biggest risks and allow them to to add more information to the story. And that’s that’s really the power of what we do is driving simplicity, speed and most importantly, sustainability to continue to get better and move forward.

Lee Kantor: [00:04:46] Now, I believe the last time you were on and we discussed Atlanta and kind of the midtown area kind of becoming this supply chain kind of mecca, at least southeast, maybe globally. Has that changed, you know, during this period of time that we’re going through now with the complexity and this kind of global challenges that are happening not just here in the United States, but all across the world?

Paul Noble: [00:05:14] Yeah, I think we’ve you’ve continued, I’ve been having a lot of conversations, not only with customers and in the market and analysts around the continue investment into supply chain technology. I think still very early, you’re going to see a lot more software as a service solutions across the entire supply chain and you’ll see kind of a. A growth of what we saw, you know, 10 years ago as technology transition to the cloud and sales and marketing technologies transition there, and, you know, obviously seeing the things that have happened there over the last 10, 20 years, we’re going to see a lot of that over the next five to 10 years with supply chain and. Deliver, you know, the customer experience that most customers expect, but first supply chain technology as a whole doesn’t deliver, Atlanta remains very focused on. And really, I’m biased. But what we think of or what I would say is kind of like one of, if not the global hub for where a lot of this is taking place. We have some of the biggest, best brands and companies and supply chain companies in the world. We have great academic institution and talent and diversity and the diverse talent pipeline. We’ve got a handful, a great position, you know, a handful of companies, including VeriSign, that have continued to put Atlanta on the map. And then you have the support of the city and the state to make Georgia Atlanta a place that you want to start a company and can get all those things you need to build a great business. So I think the moniker of supply chain city is only continuing to grow and global global presence. Will Atlanta continue to be top of mind for people as it relates to supply chain as well as supply chain technology?

Lee Kantor: [00:07:41] Now you mentioned earlier this period of chaos, and this is a complex industry for high growth, especially technology firms that is gets a lot of folks drooling about the opportunity, especially when you couple that with a bunch of maybe legacy businesses that are ready for kind of systemic change when it comes to updating and leaning into this type of technology solutions. Is that all lined up for you in terms of your announcement of the Series B? Was that some of what gets investors excited about a firm like yours that has kind of a handle on things and it has a solution to help during these kind of complex, chaotic times?

Paul Noble: [00:08:31] Yeah, I think so. I mean, we we were fortunate to have started and I know we’ve had previous conversations with you and the team. A couple of years ago, right before all of the chaos really kicked up doesn’t mean it didn’t exist, but it just wasn’t as heightened. And then obviously, as I mentioned earlier, the traditional systems and processes just didn’t work for the the new environment, especially at the pace that it needed to. So we were in a fortunate position to have already started, you know, recognizing this and building a team and building a technology so that as this happened and the the companies and the the the leaders chief supply chain officer as chief procurement officers were now, you know, good enough was no longer good enough and they needed a solution that could, you know. Work quickly and get things back on track, and also not just be a point solution or a point in time solution, something that could be sustainable, so we were in that unique position where we had already been building to be able to add to the team, which we have significantly. And the last time we spoke, we came off our Series A where we raised $8 million and continued to build on our vision and accelerate that doubled headcount from 12 to 25 to now over 60, and plan to do so again into the next year.

Paul Noble: [00:10:02] And it has captured the attention of not only the media and everyone because everyone feels the effects, but certainly the market and investors and folks that want to where they see opportunity and movement and the way that you can actually change industries by infusing capital, allowing companies like ours to do things quicker. I think that timing is a big part of things, and I think we are in a great position to be able to go out to the market. Have customers supporting us today and clamoring for more support in and across the business. And so we couldn’t be more excited but joint to have scale venture partners join our team and bring their expertize and scaling enterprise software companies and obviously providing capital. But more importantly, continuing to round out the great team. We have to allow us to build our vision faster and support our customers and create more value for our customers.

Lee Kantor: [00:11:18] So what is kind of the future hold? How are you seeing this influx of capital and the opportunity that’s presented itself? What is kind of the roadmap moving forward, at least in the short term?

Paul Noble: [00:11:30] Yeah, yeah. Big, big part of this, you know, was we’re going to continue to do what we’ve been doing and continue to serve our customers where we started, which was on the indirect side of their business. So materials that they needed to run operations and things of that nature. What this and we’re going to continue to hire for that and not take our foot off the gas. What we’re really excited about is throughout the past 12 months, we’ve been asked by our current customers and prospects. And really, the market has been pulling us into simplifying how these organizations manage their raw and direct material that that supply has been kind of thrust into into chaos and uncertainty. And so. With this capital raise, we are going to look to resource and expand our reach into that space, which keeps us focused on materials, but allows us to serve each one of our customers that has that. Manages and purchases both to make their products and run their operations that we can provide the simplest way for them to do that, and so we’re going to utilize over the next year to build out that experience, fill some of the gaps that exist in their current systems and provide obviously, you know, a big part of our platform is deep learning and intelligence. And this combination of data filling data gaps and understanding data and augmenting human experts that know what they want to do, allowing them to do that simply, quickly and sustainably.

Lee Kantor: [00:13:18] Now, has anything changed regarding the type of clients you’re working with, is it are you getting deeper within existing clients? Are you? Are there opportunities developing with new potential partners?

Paul Noble: [00:13:30] Yeah, we are. Great question. We are obviously continuing to expand our value in and across organizations, so we know each of our customers have a global footprint. We typically are starting in North America, but now we are expanding more widely globally with many of them and continuing to deliver more, helping them really manage capital, manage risk, build trust, find that perfect balance, find their material truth. And we’re also that that really is the concept there is. They understand their supply chain. While there are many more than but kind of easy way to put it within their four walls or within their organization, where we’re advancing is that we are also going to build that network out. And so we are going to be investing resources and helping to build supply networks and be able to say, I make a change as a user of a material. Now I can share that with my best suppliers so they know and they can have what I need without me actually having to. Bring it in, house and sit on, sit on the inventory and you start building out these networks. And that’s really the future of supply chain and really harnessing all of the complexity and distilling it down into what really matters. So we’re going to continue to support our customers that way and give them just a broader, broader perspective and broader visibility and action and execution across their supply network.

Lee Kantor: [00:15:14] Well, if somebody wants to learn more, have a more substantive conversation with you or somebody on the team, what’s the website of the best way to reach out to you?

Paul Noble: [00:15:22] Yeah. So we comparison has all the information to get in touch with our team. Or you can reach out to hello at Amazon.com or sales at Amazon.com, and somebody will get back with you very quickly or on social on LinkedIn, as well as the company is. Feel free to reach out to me there, as well as at various and underscore A.I. on all. All the major social channels is a good way, good way to reach out and look, really look forward to connecting with all the listeners out there that are interested to learn more.

Lee Kantor: [00:15:59] And that’s VeriSign VR U.S.A.. Paul, thank you so much for sharing your story today. You’re doing such important work for the city, for your firm. We really appreciate you.

Paul Noble: [00:16:12] Thanks, Leigh. Appreciate the opportunity. Good to talk to you again and look forward to speaking again to.

Lee Kantor: [00:16:18] All right, this is Lee Kantor. We’ll see you next time on Atlanta Business Radio.

About Our Sponsor

OnPay’sOnPay-Dots payroll services and HR software give you more time to focus on what’s most important. Rated “Excellent” by PC Magazine, we make it easy to pay employees fast, we automate all payroll taxes, and we even keep all your HR and benefits organized and compliant.

Our award-winning customer service includes an accuracy guarantee, deep integrations with popular accounting software, and we’ll even enter all your employee information for you — whether you have five employees or 500. Take a closer look to see all the ways we can save you time and money in the back office.

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Tagged With: Paul Noble, Verusen

Just Be Helpful

January 28, 2022 by John Ray

Just Be Helpful
North Fulton Studio
Just Be Helpful
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Just Be Helpful

Just Be Helpful

When you come out of corporate to start your own professional services practice, you think you’ll be chosen or referred because of your experience and your qualifications. If that’s your mindset, though, it doesn’t distinguish you or make you memorable. What does? Just be helpful, genuinely and authentically. The Price and Value Journey is presented by John Ray and produced by the North Fulton studio of Business RadioX®.

TRANSCRIPT

John Ray: [00:00:00] And hello, I’m John Ray on The Price and Value Journey. When you come out of corporate to start your own professional services practice – well, if you’re like me anyway – you drop in and you think, “What do I need to talk about that matters? Well, it’s the service I offer, right?” Well, that’s not really true. At least that’s what I found.

John Ray: [00:00:23] Nobody is waiting for you to show up to provide business advisory services, or legal services, or marketing services, or accounting and bookkeeping, whatever other business that you might be starting. There’s already plenty of folks out there doing that work. They’ve got their established referral partners and practices. So, how do you make a difference? How do you stand out? How do you make a name for yourself? How do you distinguish yourself in a crowded field?

John Ray: [00:00:56] Now, I think part of the answer, a big part of the answer, is just be helpful. Now, I don’t mean the kind of helpful where you’re offering what amounts to a lead page for some course or service that you offer. That’s not being helpful. That’s marketing a service. What I mean is being helpful without any intent to see something immediate from it, if at all.

John Ray: [00:01:26] When you go out and visit with people, just attempt to learn, to understand, to know about them. When you do a coffee or one-on-one, make it about them and learn what they do. You will distinguish yourself right off the bat. I promise you that this is true because I know.

John Ray: [00:01:46] Quite a few years ago when I came out of corporate to start my own practice, I had a pretty big network. But it wasn’t the kind of network that was oriented toward my local market that I needed to have to be able to support my business. So, I had to go build a different kind of network. And the way I did that was by learning about other people and helping them get to where they needed to be, connecting them with helpful strategic referral partners and, of course, a potential client.

John Ray: [00:02:20] When you do that, you’re showing a real concern for them and their welfare. And over the long term, if you do that and do that consistently, it will pay you back. You won’t know where those reciprocations or those vibrations from the universe – if I can say it that way – where they’re going to come from. But that’s part of the fun of it to me.

John Ray: [00:02:44] Recently, I had a lady who called me who I’ve known for many years, and she called to ask me about a family law attorney for her daughter, who unfortunately was probably headed to divorce court. “Now, John -” she said “- because you know everyone around here, you’re going to know the best fit for my daughter.” Now, we talked a little bit at a high level about her daughter and what this worried mom thinks that she needs. I steered her away, frankly, from a few attorneys I know who would be, probably, I’ll just say not good fits. But then, I gave her a couple of recommendations of others that I thought would work out well for her based on what she told me.

John Ray: [00:03:26] The point of it is that this lady views me as a trusted adviser to her. It has nothing to do with the service I offer. I mean, she obviously wasn’t calling up to ask me about my service and what I sell. But she needed help in a very sensitive situation, and she called me. Now, that’s just one illustration of how you get to be a trusted adviser. She knew that if she called me, I was going to be looking out for her best interest because that’s the experience that she had with me.

John Ray: [00:03:59] Now, in the future, she and her business, well, she may not need my service. But one thing that I can count on from her is that if she hears of anyone that even remotely might need what I offer, she would send them my way with a glowing review.

John Ray: [00:04:15] That’s the reputation you want to develop. That’s the brand you want to have as a professional services provider, whatever service you provide. I’m not saying it’s the quickest way to get there, but what I am saying is it’s the most sure and reliable way to reach the goals that you want to reach in your professional services practice. And I think it’s the most rewarding. Just be helpful.

John Ray: [00:04:41] I’m John Ray on The Price and Value Journey. If you’d like to connect with me, go to johnray.co. You can email me at john@johnray.co. And for past episodes of this podcast, go to pricevaluejourney.com or your favorite podcast app.

 
 

About The Price and Value Journey

The title of this show describes the journey all professional services providers are on:  building a services practice by seeking to convince the world of the value we offer, helping clients achieve the outcomes they desire, and trying to do all that at pricing which reflects the value we deliver.

If you feel like you’re working too hard for too little money in your solo or small firm practice, this show is for you. Even if you’re reasonably happy with your practice, you’ll hear ways to improve both your bottom line as well as the mindset you bring to your business.

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.

John Ray, Host of The Price and Value Journey

John Ray The Price and Value Journey
John Ray, Host of “The Price and Value Journey”

John Ray is the host of The Price and Value Journey.

John owns Ray Business Advisors, a business advisory practice. John’s services include advising solopreneur and small professional services firms on their pricing. John is passionate about the power of pricing for business owners, as changing pricing is the fastest way to change the profitability of a business. His clients are professionals who are selling their “grey matter,” such as attorneys, CPAs, accountants and bookkeepers, consultants, marketing professionals, and other professional services practitioners.

In his other business, John a Studio Owner, Producer, and Show Host with Business RadioX®, and works with business owners who want to do their own podcast. As a veteran B2B services provider, John’s special sauce is coaching B2B professionals to use a podcast to build relationships in a non-salesy way which translate into revenue.

John is the host of North Fulton Business Radio, Minneapolis-St. Paul Business Radio, Nashville Business Radio, Alpharetta Tech Talk, and Business Leaders Radio. house shows which feature a wide range of business leaders and companies. John has hosted and/or produced over 1,100 podcast episodes.

Connect with John Ray:

Website | LinkedIn | Twitter

Business RadioX®:  LinkedIn | Twitter | Facebook | Instagram

Tagged With: be helpful, John Ray, Price and Value Journey, professional services, professional services marketing, value

Brian Pruett With Lake City Branding And John Quirk With Asset Location & Recovery Intl

January 27, 2022 by Jacob Lapera

Cherokee Business Radio
Cherokee Business Radio
Brian Pruett With Lake City Branding And John Quirk With Asset Location & Recovery Intl
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This Episode was brought to you by

The Innovation SpotAlma Coffee

 

 

 

 

brianpruettBrian Pruett, Co-owner at Lake City Branding

Brian Pruett is passionate about sports, fundraising, and helping others by helping find their potential and showing them how to market and brand themselves by using his creative abilities! He is a jack of all trades.

He is a Sales and Marketing professional with event planning and sponsorship background as well as proficient in contract negotiations, organizing, coordinating and fundraising. Great ability to maintain public relations, work well as a team player, able to multitask, uncanny knack for getting people to come to events & help them have a great time and familiar with Microsoft Word, PowerPoint, and Excel. He possesses the strengths of Ideation, Responsibility, Individualization, Empathy, and Developer.

He currently has found something that he can use his passion of sports, and helping others with Lake City Branding & Small Business Solutions. This business allows him to help others in Branding their business in many different and creative ways as well as still working with retired athletes.

Connect with Brian on LinkedIn and follow Lake City Branding on Facebook.

 

JohnquirkJohn Quirk, President and Chief Executive Officer at Asset Location & Recovery Intl

John Patrick Quirk is the author of a number of books and articles on national security and intelligence, including the CIA Entrance Examination, The Intelligence Community and the FBI Entrance Examination. He is also the author of the best-selling, CIA: A Photographic History. He has recently written articles for the ABA’s National Security Law Report: Latin America and the New US National Security Concerns and a second article, New Targeting and Goals in National Security Matters.

Other recent articles include topics on Mutual Legal Assistance Treaty, French Foreign Policy, Banking Secrecy and the All European Intelligence Service. John Quirk is a Professor of National Security Studies and lectures on corporate and financial intelligence in France and Istanbul.

He has lived in Venezuela, France, Russia, Yugoslavia and Jordan. He has also testified before the House Intelligence Committee on KGB Matters. For several years he taught a 14-week course on Intelligence and National Security at two universities and has lectured at the California Bar on Corporate Espionage. He has lectured for several years on the World’s Intelligence Services at the Center for Diplomatique and Strategic Studies in Paris and one year at the Diplomatic Academy of London.

He is a subject of two books titled Betrayed, about his work in Russia and Eastern Europe regarding the POW issue, and The Penafiles, how he rescued a client from being indicted. His new writings include a book on Terror in Latin America and an article on Local Police Cooperation in Terrorism matters. He divides his time between Florida and France.

 

This transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: [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.

Stone Payton: [00:00:23] Welcome to another exciting and informative edition of Cherokee Business RadioX Stone Payton here with you this morning, and today’s episode is brought to you, in part by Alma Coffey, 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 almacoffee.com and Go visit their Roastery Cafe at thirty four point forty eight Holly Springs Parkway in Canton. As for Harry or the brains of the outfit Leticia? And please tell them that stone sent You, you guys are in for a real treat this morning. First up on Cherokee Business Radio, please join me in welcoming to the broadcast with Lake City branding Mr. Brian Pruett. Good morning, sir.

Brian Pruett: [00:01:11] Good morning, sir. Thank you for your invite to be a part of this.

Stone Payton: [00:01:14] Well, I am delighted to have you. Of course, I have a real affinity for anything sales, marketing, promotion, anything that’s going to help the business person and particularly the small business person, get the word out about what they’re doing. Get some visibility out there. So I really appreciate what you do. Can’t pretend to understand how to do it, but I don’t have to. I can. I could call you right. That’s right. So do tell us a little bit about mission purpose what you envision yourself out there trying to do for folks.

Brian Pruett: [00:01:48] So I’d like to be that person that’s helping that small business get their word out and getting them to draw their customers to them. I’ve worked for several different folks around the metro Atlanta area in different capacities, mostly in the sales and marketing aspect of it. And they just, I’ll be honest, they were crooks. They said things that they didn’t, they didn’t mean and they didn’t do the job. They said they did. And I don’t want to be that person. I’ve seen what not to do. I’ll just give you a quick example if I can everyone please. We had a sales slick. I became this this company. I won’t mention any names, but I became this sales, this company sales marketing sales director and ran a contest for some of our clients. And during the holidays, part of the numbers were cut in half for this particular product. And I didn’t know that until I talked to the circulation manager. It’s just a little hand. It was a newspaper, but come to find out when our sales. Alex told everybody that we did one hundred and twenty thousand circulation and I find out at the most it was twelve thousand circulation. That’s a big deal, you know? So I walked in the next day after finding that out and handed my resignation. And when I was asked what I was doing, I told him I wasn’t going to lie to customers anymore. So unfortunately, I had a little streak there for a while who worked for a lot of business owners who just didn’t do what they told the customers they were going to do. Yeah. So I want to be the person who is honest, reliable and getting the word out for that small business to help grow their business.

Stone Payton: [00:03:21] So I got to tell you, and I’m sure this is no surprise to you as a small business person myself, you know, I run this little studio here in Woodstock, and I also work for the network trying to help grow grow our presence across the country. This whole idea of advertising and marketing, it’s an elusive creature. It’s it’s a little bit intimidating. We we so often find ourselves at the mercy of someone who purports to know how to do everything from social media to direct advertising and all that. What do you do? What can you do to set a person’s mind at ease and get them in a space where they can collaborate with you to create a productive campaign?

Brian Pruett: [00:04:03] So I love to sit down with the owner and hear about their story and what they’re trying to do and what their business is. And then from that, I’d like to find out what they’ve done in the past, what seems to work, what doesn’t work, and then put together a plan for them. I’ve done everything from selling for advertising to newspapers to magazines. We’re doing direct mail to events, that kind of stuff. And there is a little bit of good in every single one of those. I think a lot of people don’t understand the difference between marketing, advertising and branding. It all kind of kind of comes under one umbrella, but there is a difference. You know, marketing is my first to any activities undertaken by a company to promote and buying or selling of a service. And you’ve got the four p’s of marketing, which is, you know, the product price, place and promotion.

Stone Payton: [00:04:51] That’s the one thing. I got a marketing degree, and that’s why I’m pretty good at table tennis and pool because I didn’t pay as much attention as I should. That’s the one thing I remember is the four pieces. Is that still valid is I still have a place in our framing.

Brian Pruett: [00:05:06] It does. It does, you know? And then if you go in to look at the the the advertising aspect of it, that is the act of practice, of calling public attention to one’s product service need and especially by paid announcements in newspapers. Magazines, radio, television, billboards, et cetera, there’s just I could go on and on. Yeah, branding falls under that, and that’s when you, you know, you put your logo on shirts, hats, pins, different things to give away. And I also believe that nowadays print has gotten to the point where it’s not just advertising, you’re still branding yourself because a lot of people don’t unless it’s a local magazine, local newspaper. People that keep they say print is dead. It’s not totally true, but you’re branding yourself, you know, people see that logo in in a magazine and newspaper, and they remember that after reading it all of it over when you had a business card or somebody, you’re branding yourself right?

Stone Payton: [00:06:03] And I think I heard someone say not too long ago, right in the studio that your branding, whether you want to or not. Right, right. One, four

Brian Pruett: [00:06:14] Seven. If you go to any networking event, you go to any networking event you’re branding yourself. Right, right. Your sales because you’re selling yourself. And I think that’s what’s important to understand is that if you’re working for somebody and trying to do sales or if you own your business and doing sales, you’re selling yourself. Yeah, you’ve got to establish one relationships. Relationships is huge in this industry and sales of any kind. Yeah. And you know, if you don’t. Establish that relationship, begin that trust in us, you know, trusting somebody to do what they say and then not doing it.

Stone Payton: [00:06:47] Your relationship is dead. Well, we were talking about this before we went on air. You and I are both part of the Woodstock Business Club and and I’ve written business as a result of that, but maybe just as importantly, if not more so. There’s a plumber, there’s a video guy, there’s a business attorney in there that I have come to know and trust and enough to use them myself. But also, if you or our other guest, John, that will visit with her a little bit, you know, said, Hey, do you know a good plumber in the area? I without hesitation, you’ve got to talk to Justin. He’s the guy read, Tell me. And I know. I just know Justin is going to come through. Those relationships are, I mean, they are so critical. I knew that to be true in the consulting, training speaking world because that’s where I came from. But it’s obviously true across the board, isn’t it?

Brian Pruett: [00:07:39] Oh, definitely. I mean, you know, one industry that I find, there’s three industries that I find very hard to really give good recommendations referrals to because everybody in the world does them, and it’s real estate mortgages and insurance. You know, so I’ve got friends, good friends, multiple friends that are in all three of those and have multiple relationships with multiple people in those things. So I always tell somebody, Well, who am I going to tick off in an industry? But you know, it comes down again to a good relationship. Some of those, like I just came from another networking group where they promote collaboration over competition. Mm hmm. Right. So somebody who let’s just take a mortgage broker may not be able to do something that another mortgage broker can do. So they were for that back and forth. I think that’s what you. You know, if you refer your friend and he can’t do it, believe and understand that he’s referring to somebody else who can and will take care of you. Right? So again, that’s the relationship part of, you know, understanding that you’re not going to refer somebody who’s just going to come in and not take care of you, rip you off, you know, do anything that’s going to hurt you.

Stone Payton: [00:08:46] So over the years of doing this, I got to believe that you’ve seen people make some of the same mistakes, like you’ve seen some patterns. Is that accurate? And if so, can you can you share some of those patterns or some of those do’s and don’ts when we’re thinking about using services like yours?

Brian Pruett: [00:09:04] I think probably the biggest. One mistake and it comes down to even part of the printing aspect because we do commercial printing as well. And it comes to the fact where they make the mistake of going to somewhere who’s not local. Meaning like Vistaprint going online and buying their stuff.

Stone Payton: [00:09:23] There goes my Vistaprint sponsorship, John. No, I’m kidding.

Brian Pruett: [00:09:29] You know, and because they think they’re less expensive, that’s not always the case. Why you should do business with that person or that company, right? You know, if if there’s a mistake to be made, keep on Vistaprint. If there’s a mistake to be made and you call them, you’re not going be able to talk to anybody. Right? When you got somebody local, you can talk to somebody, figured it out. Get the the issues fixed, whatever the case is. The other thing that I think about is the other mistake that I see all the time when it comes to marketing is that when a business says, well, I’ve got to cut costs, the first thing they cut is marketing dollars. And that’s the worst thing you can do, right? Because you’ve got to keep your name out there, you’ve got to keep your brand out there. You want your customers still to come. The other thing when it comes to marketing and people say, Well, I’m just too busy. Don’t stop your branding because, yeah, you don’t want customers anything, but if you’re too busy, but you would need to hire some help. Why not brand yourself by doing a help wanted ad? So you’re keeping your name out there all the time, so people just see it.

Stone Payton: [00:10:33] So and this doesn’t have to cost a fortune, right? If you if you just eyes wide open, just build it into your budget, even if it’s a percentage of your of the gross receipts you’re bringing in, maybe just right off the top put in that branding bucket. Is there some wisdom in something like that?

Brian Pruett: [00:10:52] Yeah, I think that if you do look just like your personal budget, if you set aside a certain amount every month right to go into that, then you can build a pretty decent plan in a small business, can build a really good one, both just the local vendors in the media that can help them grow their business.

Stone Payton: [00:11:09] Yeah. So what is your favorite part? What do you enjoy the most about this work?

Brian Pruett: [00:11:15] The networking I love being I’m a people person. I love getting out. I’m going to have a run by somebody. Tell me that I’m like Santa because I’m everywhere. They see me everywhere.

Stone Payton: [00:11:25] Which again, that’s a that’s a I mean, I realize that you enjoy it, but that’s just good. Solid mojo. That’s good branding strategy, right?

Brian Pruett: [00:11:32] Right. And they say I’m built like him too. So I got that jelly belly just like him. So but the other thing too is it’s been joked around and I’ve actually made some business cards up with this that I’m the leader of the networking posse. For a while there, I took two guys around with me and they all we did was network together, so they branded me the leader of the networking posse. So I tell people all the time, if you want to go with me, I’ll keep you busy networking. I’ll introduce you to folks. But that’s my favorite part.

Stone Payton: [00:12:00] Well, I got to tell you, networking I personally always found uncomfortable, did not do very much of it in my former career, even when I was trying to market to a local constituency. I don’t mind it now. In fact, I enjoy it more because I can invite people to come on my show like instead of trying to sell them something, right? So. So I enjoy that. But what? What tips, counsel, if any, do you have on? I don’t know what the right word. Working the room, you know, like if you go to a Woodstock business club or a Canton business club or the chamber is there, are there some do’s and don’ts or some some some good tactics strategies for them?

Brian Pruett: [00:12:39] Yeah. So the first thing is, don’t go in and try to hand your business card and sell to every single person

Stone Payton: [00:12:44] And every room has that guy right? Yes. Right, John? Right? Yes.

Brian Pruett: [00:12:49] And the other thing too is you’re not going to be able to meet everybody. So what I’ve been taught and learned is you try to talk to somebody, be nice, but listen to what listen is. Listening is key. Yeah, to to what they do. And if you think one, it’s going to benefit them that your services can offer or you know, somebody else that they can benefit from knowing. That’s that’s huge. I’ve taken the approach this year, twenty twenty two has been is what I’m trying to do in networking is do as many one to ones establish the relationship? Yeah. And not talk about Brian. But listen about Stone. Listen to their story. And then how can I help them if it if I can help them because of my business? Great. But if it’s because I can introduce them to John, then that’s what I’m going to do.

Stone Payton: [00:13:35] I’ll tell you who should do like a training video on this. It’s just this is just the way this guy operates, you know, and Rudy Garza over there, it would to stop Business Club. You’ll really have to press to get the man’s name and his business. If you’re meeting with him, he is genuinely listening to to what? Who you are or what you do. Why you do it. And he is wired to say, Oh, you know what? You need to meet Bill. I’m going to I’m going to have. I’m going to connect you with or he’ll walk you. If you’re in the room, he’ll walk you over there. You don’t hear him say anything about insurance. I bet he writes more business. Anybody in the room, right? He is a living example of what you’re describing. And candidly, so many in that crowd or are are that way. Ok, so let’s get a little bit tactical here for a moment because I get the very distinct sense that working with you is not not Hey, Stonewall million. My catalog, right? Right. I mean, you’re a did you tell me if this is inaccurate? I get this sense that you’re essentially a marketing consultant and in some of the tools that you have available to help me achieve the objective might be promotional products or some of these. But speak more to that.

Brian Pruett: [00:14:46] Yeah, so I haven’t. We started part of this business back in June. Just the Lake City part. Ok. All right. We had a magazine up until then that we covered high schools and Bartow and Gordon counties, but to answer your question is part of my business model for this is yes, I wanted to be that consultant and going and listen to the business owner and then sell them. You know, whether you’re using us or you’re using the family, you know, magazines or Mary Daly Journal or whatever the case is. Let me look at what you’re doing and what you’ve done in the past, and then let me see if I can put a plan together. That makes more sense if that’s going to be the case. Because again, I’ve worked, I’ve done sales for different print media, done, you know, some things in the sports world and realize that, hey, that you might want to sponsor this team because that’s going to be big for you and your business, right? That type of stuff. So to answer your question, that is correct. I also have worked for a media buying agency and and most people don’t understand what that is. I want to go in and listen to them and and and instead of, well, I’ll maybe on top of putting the plan together, let me be the person that’s going to all these different media vendors and work on a plan with them. So you’re not having directly to deal with them. Let me do that and might be able to even negotiate a better price.

Stone Payton: [00:16:04] Yeah, I wouldn’t have the first clue about how to buy media, and we don’t sell ads in our particular business model. But yeah, if I were to buy, I would screw that up. Nine ways to Sunday.

Brian Pruett: [00:16:16] Yeah, I mean, and you have to be able to understand and know different aspects and different vendors, from billboards to radio to cable TV to, you know, all the different stuff. So there’s a lot to go into it. And most people, most business owners, you asked about mistakes early, most business. The other mistake they do is try to do it all themselves. Let somebody come in, you know, and spend the money.

John Quirk: [00:16:37] Brian, has COVID affected your business or other businesses in the last year?

Brian Pruett: [00:16:41] Yeah. Well, that’s why we had to shut our magazine down because we couldn’t get the advertising, so we had to rebrand ourselves.

Stone Payton: [00:16:47] I see. Well, it’s impacted us. In some ways it actually helped us. We we started doing more virtual interviews because people didn’t want to come in the studio. It’s not the same thing by any stretch. It’s not anywhere near, you know what we’re doing right here. But it did. It still gave us a way to serve, and it did expand one segment of our of our market. But yeah, it’s impacting. It’s impacting everyone, I think.

Brian Pruett: [00:17:16] One thing that I have learned from this business, we were briefly talking and joking before about direct mail. I was one of those guys who thought direct mail was junk until I got into the business and found out how how it can be definitely effective and only because we’ve come up with, I guess you could say it’s our baby, but it’s called a billboard postcard that we mail to five thousand homes every six weeks and rotate the areas. And there’s twenty twenty five businesses on there. And it’s really cool to know when you’re your product works because you have a client, call you back and say, When’s your next mailer? Because I just got four clients off this thing. Oh, sweet, you know? So if it’s done right, if it’s got somebody who can do it while business partners been doing it for a while, so he knows he does all the paperwork and we take it to the post office for you and all that. It can be very effective, but the key to that is to having a very good call to action. Why should that customer call? Are you right now granted with ours? It’s a little kind of being innovative because the ads are basically a business card size or two if they do double spots. So we put a QR code on top of the in front on the front of the card. So when a person gets it and they scan it, everybody who’s on that card has some kind of offer mentioned. They say I’d get 10 percent off from whatever the case may be. So you have to be creative too. But I was just thinking, you know, about people who talk about direct mail and it doesn’t work. And maybe because you’re not hitting the right customers, it may be because the right person is not doing it or the right message isn’t right. So. But yeah, so I enjoy being able to be creative in helping others.

Stone Payton: [00:18:52] I can tell. I know it comes through in your voice. I can see it in your eyes here in the studio. So do you find that there is a distinction in many cases in what’s going to be an effective strategy for business to consumer type businesses or retail versus B2B business to business?

Brian Pruett: [00:19:13] Yeah, I mean, a lot of folks that we’ve talked to, we are now getting ready to actually kick off a one of those billboard postcards to 5000 business for business to business customers. Ok. Because the message is it’s different. Obviously, if you are a let’s just take an HVAC customer who wants to hit your residential right, one HVAC for a commercial is going to be able you’ve got a bigger building, you’ve got different aspects. So your music is going to be a little different I.T. companies. They’re not going to promote residential because I mean, yeah, they could work on computers, but that’s not what they’re there for. Right, right. So they’re going to go out and they’re going to try to do some kind of add to the business owner of wireless. Why letting me take care of your it is important, you know, and stuff like that. So you’ve got again, got to be creative on that. But yes, there are different ways to to work with those and get the message out there to different customers. If I believe that, answer your question.

Stone Payton: [00:20:11] Well, yeah, what I think I hear you saying is so many of these tools and resources can be utilized effectively in both of those arenas, but it circles back to working with someone that has the experience, has some, some real knowledge and expertize in the arena can make the distinction and make the.

Brian Pruett: [00:20:30] Yeah, I had to cancel what I will say to going back to the direct mail piece. Part is, you know, when you talk to somebody about doing social media and digital marketing, they can talk about how they can target your IP, address your income. I don’t know that most people know that you can actually do that with direct mail. I had somebody who. Oh, no, I can’t.

Stone Payton: [00:20:49] Yeah, right. It sounds like you can. We can. We can help you with that.

Brian Pruett: [00:20:54] I had somebody approached me and asked me they were doing the Alzheimer’s walk for the Rome area back in the summer, and they asked if there was a way for us to target people who’ve donated to Alzheimer’s in the past. We actually could. We actually found that, oh wow, we wound up not doing the mail piece because it was a little out of their budget. But we think the point is we can find we can find anything to and do it direct mail piece for that, just like you can on digital

Stone Payton: [00:21:19] Now, do you guys work with promotional products like the hats and the pins and the and that kind of stuff are like this little messenger bag I have here?

Brian Pruett: [00:21:27] And yes, we can.

Stone Payton: [00:21:28] You or you have someone that you bring in for something like that

Brian Pruett: [00:21:32] Or, yeah, we can we can get it done for you, whether we have to outsource it or whatever the case is, we can get it done. Funny story. When we started doing this back in June and we met with one of the vendors we were going to work with, we learned real quickly what the hot seller was back in the summer and won’t go because I know this. We’re on air. But condoms was the big seller back in the summer for hotels. The all the hotels are buying up, putting their logos on them and keep them in the room so we can literally put your logo on anything but.

Stone Payton: [00:22:06] But again, it’s it sounds like it’s not. Hey, you know, let’s just let’s go to Brian and order some more books or hats or T-shirts or whatever. Yeah, make that call. But you’re more of the the quarterback and strategist. And if that fits into the strategy? Great, if not. And let’s, you know, make sure that we take into account the budget and plan accordingly. Your eye sees as much more of a strategic resource than a promotional vendor, right?

Brian Pruett: [00:22:36] Yeah. The other thing, too, is one of my jobs that I was able to have was I was blessed to be able to have and I’m a big sports person. Ok, so but this particular job that I was, that I had allowed me to have and get introductions and maintain relationships with a lot of retired sports athletes who live around the areas. Yeah. And what I’d like to do, which I’ve not been able to do yet, and I’ve talked to some of these guys that that would be willing to do it is again, along with the budget of a small business owner. But let’s do a smaller scale of a Tiger Woods and Nike with some. These athletes who live in the area where the retired, you know, or whatever, let don’t promote that small business and see where it goes.

Stone Payton: [00:23:15] Fun. So I got to ask. I think I know most of the answer based on the conversation so far, but I got to know, man. How does the whole sales and marketing thing work for you? Work for Lake City branding? Do you find yourself eating a lot of your own cooking or how do you get the new business all networking?

Brian Pruett: [00:23:35] Yeah, I was just talking with somebody last night and talking with my mom and my wife as well that I’ve been blessed enough to all of the business that Lake City has gotten. I have not had to do one cold call. Wow. I’ve done some cold call emails here and there, but the ninety five percent of the business has come from networking.

Stone Payton: [00:23:56] Yeah. And that relationship building as a as a product of the network. Right. So you have so much energy and your enthusiasm is contagious. So I suspect this doesn’t happen very often. But you know, I’ve been around people my whole life, so I know sometimes you must run out of gas and you got to recharge. Where do you go for? And I don’t necessarily mean a physical location. It might be, you know, a book or whatever. But where do you go for inspiration and to kind of get recharged and ready to suit up and show up again?

Brian Pruett: [00:24:30] So I spend a lot of time with my family in the evenings and then also hang out with friends. We do. Some of us go and do trivia one night a week. I used to host trivia, but I go play it now instead of hosting. And it’s just that time with friends and family that that really energizes me and. And then the other thing too, is thinking back about people that I’ve helped in the past.

Stone Payton: [00:24:53] That’s got to feel good, right? Yeah, yeah. So what’s next, man? What where are you going to be putting your energy in the next several months? Are you looking to grow the business to scale it, to replicate you or you’re just going to hunker down? Or what are you going to do if

Brian Pruett: [00:25:07] I could clone myself? That would be great, but scary at the same time. But yes, I want to grow this business. I need some. I need some sales help right now. The other thing that I want to do is I want to actually get back into some charity event planning. Back in September, we actually I partnered with somebody and we put on a business expo in Cartersville, which was the first business expo in Kargil in five years and got 52 vendors. And what I did was I wanted to give a portion of the proceeds to the Tranquility House, which is the battered women’s shelter there in Bartow County. At the end of the day, we were able to hand a check for $2000 to them. Oh, nice. So I want to be able to put on events like that and be able to spread the love of different charity because there’s so many out there that do good things that are local and small that people don’t get to hear about. So that’s what I want to do and add to Lake City.

Stone Payton: [00:26:02] Well, it’s a conversation for off the air, but I really would like to sit down. And of course, you know, I’d like to do it over a beer. That’s my stuff. But we’ll do it over coffee. If you want,

Brian Pruett: [00:26:12] I’ll do it over root beer.

John Quirk: [00:26:13] Ok, that sounds good.

Stone Payton: [00:26:15] But one of the things that we would like to do here locally for Cherokee Business Radio I would like is to start having a regular influx of people who are running nonprofits and are managing these causes. I don’t feel like they they get a lot of attention. I don’t think most traditional media are probably knock on their door down, saying Come and talk to us about your mission and purpose. And so I’d love to sort of tap into that world and I don’t know, maybe even set up a monthly series or something. It sounds like maybe you’ve got some inroads into that world.

Brian Pruett: [00:26:49] Definitely. We can definitely talk about that.

Stone Payton: [00:26:51] All right. If our listeners want to learn more, I want to have a conversation with you or someone on your team and talk about any of this or sit down with the root beer and just kind of think through where they are and where they’d like to be with their with their marketing and their branding. What’s the best way? Let’s leave them with some coordinates, whatever’s appropriate LinkedIn, email, phone, whatever website.

Brian Pruett: [00:27:11] So our website is Lake City branding. You can go there and there’s a contact us form there. I’ll give you my email. It’s Brian, it’s Brian at Lake City branding. You can follow Lake City branding on Facebook, and you can look me up on on LinkedIn as well.

Stone Payton: [00:27:28] So fantastic. Well, it’s been an absolute pleasure having you on the show.

Brian Pruett: [00:27:34] Thank you for having me.

Stone Payton: [00:27:35] Yeah, keep up the good work. Hey, how about hanging out with us while we visit with our next game?

Brian Pruett: [00:27:39] Absolutely. I love to learn more about John here.

Stone Payton: [00:27:42] Fantastic. All right. Next up on Cherokee Business Radio this morning we have with us managing director for Asset Allocation and Recovery International, Mr. John Quirk. Good morning, sir.

John Quirk: [00:27:54] Stone, good morning. Thanks for inviting me.

Stone Payton: [00:27:57] What a delight. This is fun. So what did you learn in that last segment, man? Anything you can take away down to your back to your business?

John Quirk: [00:28:03] I learned we need Brian and we need Lake City.

Stone Payton: [00:28:06] I can tell you that

John Quirk: [00:28:07] Most of our business comes. From word of mouth, but we want to grow our business, and I’ll tell you, I am definitely going to get together with Brian Pruitt.

Stone Payton: [00:28:15] All right. We’ll talk about my commission on that later, Brian. It sounds good to me. So. So John, mission purpose, asset, location and Recovery International. Tell us what you guys are up to out there.

John Quirk: [00:28:27] Well, we locate and recover assets taken as a result of financial fraud, and that means investment fraud, divorce spouses and so on. We locate assets locally through our sister company, Spencer Investigations, which is a licensed investigative agency. My business, which is asset, location and recovery, focuses on all the overseas banking havens. So we locate money in Bermuda, Jersey, Jersey, Isle of Man, Liechtenstein, Luxembourg, Cook Islands and so on. We’ve been doing this for 20 years. We locate the money and we recover the money overseas

Stone Payton: [00:29:11] So you can hide your money, but you can’t have it from John

John Quirk: [00:29:15] In most countries. We’re able to find, find the money and recover it. Every country is a little different. Switzerland is different than Panama. Bermuda is different than the Cook Islands or the Cayman Islands, but you have different kinds of terms and we use different remedies to recover the money. Ok, I

Stone Payton: [00:29:34] Got to know what’s the back story? How in the world does one get in this line of work? Tell us a little bit about your career path and how you landed here, man.

John Quirk: [00:29:43] Well, I worked in the intelligence community for 35 years. I lived overseas. I lived in Russia, Venezuela, Turkey, Yugoslavia, France for many years. My wife used to say I’ve been thrown out of every decent country in the world, and we’re all former FBI and CIA, and we use intelligence tactics. Not so much law enforcement tactics to recover the money. We use financial databases and sources that we have overseas that are either lawyers, sometimes criminals, Standard Chartered accountants in all of these different venues to help us locate the money, how the money got there. We’re a member of Swift, which we use to trace money wire transfers, and we’re able to obtain documents to support lawyers that are involved in litigation in this country or law enforcement, international law enforcement that’s looking for money as a result of money laundering cases.

Stone Payton: [00:30:49] So is fraud more prevalent today than several years ago? Or is it just on my mind because I’ve been watching the the season four of Ozark?

John Quirk: [00:31:00] No fraud. Fraud is booming in many, many areas. We used to have a fraud database. We had 100000 fraudsters listed in it. There’s different kinds of fraud, there’s senior fraud, there’s investment fraud. There’s fraud now by a divorced spouse hiding money overseas and abandoned children and spouses in a divorce setting. And what people don’t realize is that fraud really undermines democracy. We talk about, you know, terrorism and terrorism gets a lot of play, but draining money. We’ve had tremendous fraud and covert billions of dollars have been lost. Mortgage fraud, investment fraud, all kinds of different fraud is really draining money out of democratic countries.

Stone Payton: [00:31:52] So are there things that we, as individuals, heads of families, business owners? Are there some just basic blocking and tackling that we can and should be doing to insulate ourselves a little bit from being easy pickings for fraudsters?

John Quirk: [00:32:08] Yeah, it’s a good question.

Stone Payton: [00:32:10] In order to get it out. But I thought it’s a great question. What do you mean?

John Quirk: [00:32:13] Well, what I usually tell people is that in the beginning, do a background check on somebody just because they said they went to the Wharton School of Law or the Wharton School of Business, or just because they said that they’re very liquid doesn’t mean anything. There’s so many different kinds of fraudsters. We have so many people in prison and so many people probably that should be prosecuted. And there are so many different kinds of frauds small frauds, large frauds. We do mainly large investment frauds where people have invested money in Ponzi schemes or pyramids. And because there’s more of an educated information base on how to hide money, more people are putting money in Switzerland, Bermuda, Panama, the Caymans and so on. And that’s those are the banking havens we target for 20 years, I used to do an annual trip. I’d go to Guernsey, which is an island off the coast of England. I’d go to the Isle of Man, which is a banking haven off the coast of Ireland. Then I’d go to Switzerland, Liechtenstein, Luxembourg, Cyprus. I fly out to Hong Kong, Macao and so on. And there’s some of these countries that no longer are really banking havens. People no longer put money in the Bahamas. They no longer put money in Hong Kong because of the situation. Panama is not a good place to put money. Caymans is a very, very top place to put money, and different ethnic groups hide money in certain places like you’ve heard a lot about Nigerian and West African frauds. You know, they send these letters through the mail. They like Guernsey. Canadian fraudsters like Bermuda, OK? Americans usually go to Switzerland or Liechtenstein if they have a lot of money. So we find money, whether it’s in a trust stock account, bank account or intermingled Swiss Technical Fund, a Swiss management portfolio con. It’s called. So those are all of our targets, basically.

Stone Payton: [00:34:27] So what makes these places havens? Is there a degree of privacy that you’re afforded there that you’re not afforded, like in a typical American bank or what?

John Quirk: [00:34:39] Yes, they call it banking secrecy, but in Switzerland, there really is no more banking secrecy. There’s only a couple places really that are super secret that are even difficult for us to find money. Well, I don’t

Stone Payton: [00:34:52] Tell them about those. Ok. Unless you want to.

John Quirk: [00:34:55] Well, it’s not a big secret. Liechtenstein is very difficult. Luxembourg is difficult because they haven’t signed the international money laundering laws. And you see, when you get into these type of things, you have a coterie of specific criminal violations. We prefer criminal recoveries. So if somebody has been involved in conspiracy, fraud, wire fraud and usually money laundering, money laundering always comes at the end. People think, Oh, it’s a money laundering case. You can have money laundering. If you don’t have wire fraud, you can’t have money laundering. If you don’t have conspiracy to defraud or bank fraud or embezzlement, money laundering always comes at the end. And most of these countries now have laws, which means know your customer and suspicious activity. But many of the banking havens don’t pay attention to it. North Korean drug money is hidden in certain places. Putin owns fifteen hundred companies in Guernsey. He’s probably the richest man in the world. Way more rich than Donald Trump or Bill Gates. And so fraud is it cuts across business, politics, government. And to answer your original question, we just have more corruption everywhere. We have corruption in government, business, banking, health care. We are in part of the corruption is that the world has become so much more prosperous. There’s so much more money to steal and fraudsters engage in that in a very big way and a very clever way. And law enforcement is very, very difficult and hard to catch up to them.

Stone Payton: [00:36:45] Oh, I bet. So what is the process look like? I maybe I’ve been defrauded. Someone’s embezzled some money or something, and now I reach out to John because now, now you’re on my radar. What? What does our relationship information exchange? What does that process look like when you bring on a new client?

John Quirk: [00:37:10] Well, first we do a background on the target. The bad guy. Ok. Second thing is we locate all their assets. We can find anybody’s bank account trust, wire transfer. Wow. Domestically or internationally. Then the most important thing we have to determine was it really fraud or a bad investment? Two different things. Yeah. You know, everybody thinks they lose money and it’s fraud, and the FBI is completely overwhelmed. Now, the FBI and our firm is getting heavily into identifying digital currency bitcoins. We couldn’t do it a year ago, but now we can find the balance and transfers of bitcoin. So there’s always new types of frauds, but you have to be sure that it’s not just an investment that’s gone bad. Yeah. Then you have to after you locate the money, we have to. Develop a remedy to recover the money, and there’s only a few remedies. And when I say only a few remedies is very difficult to get your money back when somebody is taking it. The first thing we do is when we find out something, Hey, did the person that took your money, did he go out and buy a Range Rover? A boat, a car? Spend a lot of money on his girlfriend’s jewelry? Does he have any money left? Because it may not be worth going after him? Because law enforcement, mainly the FBI or the IRS Criminal Division there are only interested in the prosecution.

John Quirk: [00:38:45] They’re not interested in getting money back. They’re not a collection agency. So what we do is there’s only three ways really to get your money back unless you use some mafia thug to visit the guy. We don’t do that. So there’s a civil way that’s civil litigation. You hire a lawyer to sue the person. There’s criminal, which we prefer. Explain that in a minute, and there’s a hybrid civil and criminal to get your money back. We prefer the criminal remedy because it’s nine out of 10 times you’ll get your money back if you work with a specific law enforcement group that is interested in the criminal violation, while our company is only interested in getting the client’s money back. And that’s a criminal complaint, and it’s a remedy called Mallette, which is called Mutual Legal Assistance Treaty. I write articles on this. Yeah, it’s in the Justice Department and they will help you get money back in Switzerland or Hong Kong or Bermuda or the Cook Islands. Or you can use British techniques called Anton Piller Ax or Meriva injunctions. Because if you look at all the offshore banking havens, they were all run basically by England, Hong Kong, Bermuda, Caymans, Turks, Barbados, Guernsey, Isle of Man, Jersey and Cyprus. Even Monte Carlo were all British law. So you use British law in the criminal area to recover the money if there’s any money left that the fraudsters taken.

Stone Payton: [00:40:30] So you’re a prolific writer. You write and teach. You got a lot of irons in the fire. Speak a little bit to that. Is that accurate? Don’t you’ve written books and articles and all kinds of stuff? Have you?

John Quirk: [00:40:42] Well, most of my books and articles are initial security. I wrote the official history of the CIA, FBI and things we use in our terminology, like targeting and counter-espionage. Yeah, but most of my background has been in what we call FCI. That’s foreign counterintelligence. So over the years, I’ve worked against what we call criteria. Countries in this country criteria countries. It’s not a secret our Russia, North Korea, Cuba, Venezuela, China and then the National Security Division, they’re Iran, Hezbollah, the PLO people that are working against us. And over the years, the FBI, which is the premier counterintelligence organization, has been overwhelmed by both the Chinese and the Russians coming into the United States to both steal secrets and basically bribe a lot of our leaders to go along with them, especially the Chinese. They’re brilliant at this. In fact, I came up to Georgia because I worked on a Chinese case, which, you know, the people know that the Chinese steal intellectual property, mainly technology. But let me tell you what they’ve done in Georgia. This could be a whole separate show. They have come into Georgia Chinese intelligence and they steal all of our seed tobacco, cotton, apple, soybean, whatever we grow, they come into our universities. Sometimes they co-opt professors, they give them a free trip to China and a few other perks when they get over to China. And the professors think it’s great and what the Chinese do, they take our seeds, send it back to China, re-engineer it, come back, sell it at a discount rate and put our seed businesses out of business. Wow. And that’s just one of the things they do. If they, of course, they’re involved in technology theft, they’re involved in business theft, strategic alliances. There are really our main adversary now. I mean, the Russians steal things, but they can’t get it into production. The Chinese get it into production.

Stone Payton: [00:43:04] So Brian, how would you feel if John? Quirk or on your tail if you got wind, John Quirk, who was hunting you down.

Brian Pruett: [00:43:14] I don’t think I could hide. I think that’s a movie. Catch me if you can. I think he catches you.

Stone Payton: [00:43:20] Yeah, I think so too.

John Quirk: [00:43:22] So we’re very focused on trying to get money back for our clients. We do some pro bono work mainly for seniors who don’t have a lot of money, who are a very big target of fraud. And what we try to also do is on the federal level, we have great people at the FBI and the IRS that that know how to target and develop criminal cases with the U.S. attorneys. On the local level, the economic crime units at the local police and the state police need better education and need better money because there’s so much fraud. When somebody comes to them, they usually don’t take the case. They just don’t have the resources to trace money to Switzerland or they don’t have the resources to build a case against them. And this is a very, very big problem. You know, with all the problems in the United States that we have crime and fraud is increasing dramatically.

Stone Payton: [00:44:21] Well, so does the layperson who does not know about you guys, do they typically if they’re, you know, fired up and want to do something because they’ve lost money or their mom got swindled? Do they typically go to their family lawyer first and then the lawyer connects you guys or.

John Quirk: [00:44:41] Yeah, sometimes in the U.S. they go to a lawyer in divorce cases. Of course, they go to a family lawyer who’s looking for assets and a spouse. A spouse is hiding money, right? So they contact us and then also word of mouth internationally, it’s a little different. We’re we’re very well known internationally. I spend part of the year in France. I lived in France 20 years and I’ve lived in Turkey and a number of other countries. So we know most of the people in the banking havens, whether they’re international lawyers or we do a lot of anti-counterfeiting work for companies like Gucci, Ferragamo, Polo, Louis Vuitton, Hermes, and now we used to do what’s called by bust. We we do a buy of counterfeit goods, counterfeit pharmaceuticals, counterfeit AZT, whatever. And now we just looked for assets of the counterfeiters. So if you find the assets of the counterfeiters, you can put them out of business. So in that regard, most of our business in asset location, 90 percent of our business is international. So we’re always overseas looking for money or developing courses. And in most foreign countries, they don’t have a very good system in our country. We have the Justice Department with the U.S. attorney on the federal level. And there’s an old saying a U.S. attorney can indict a ham sandwich and our laws here are very draconian. If you want to conduct fraud, go to Canada, you have penny stock fraud and Vancouver investment fraud and Toronto, the mafia in Montreal and their system for prosecution is very, very weak. Germany, what Americans do here to go to jail for would never go to jail. In Germany, their laws are just very weak and they kind of defend the businessmen. So there are major frauds overseas, but the prosecutions are not aggressive. And in our country, you have to be aggressive because if not, the fraudsters will just take over everything. I mean, we’ll never eliminate fraud, like you’ll never eliminate the mafia, you just control them from taking over the country.

Stone Payton: [00:47:13] It seems like you would never run out of work. I mean, do you even have to do sales and marketing at this point?

John Quirk: [00:47:20] We wanted to grow our company, and the type of outline that Brian Pruitt did at Lake City is exactly what we need because the reason we want to grow our company is we want to get into different areas and we want more revenue, right? Our bigger cases take a longer time to do. We might have to work on a case for two to three months locating the money, writing the filing. Yeah. Meeting people. Sometimes in many cases, we work undercover against the people. We get into their organization. Wow, we become partners with the crook. We work with them. We find out who the accountant is, who the bookkeeper is, who the who’s doing, the wire transfers. And we use some very large sources that aren’t secrets overseas. Like Swift. When we do a background, we usually get the person’s phone calls. So if he’s got 20, if Stone Payton has got 20 phone calls into the Cayman Islands, the Barclays bank, that’s a pretty good idea where Stone Payton is

Stone Payton: [00:48:25] Like, Wow. So I mean, I can tell you, enjoy the work. Is there anything in particular like when you get a certain type of case, you’re like, Oh boy, another one of those? Or do you just find joy and satisfaction and a lot of different?

John Quirk: [00:48:40] Yeah, I think it’s the curiosity of how intelligent the bad guys are and how sophisticated they are in America. Most people go to a lawyer to set up an overseas bank account, OK, and they set up. Maybe they pay 5000 bucks to set it up in Guernsey or Switzerland, but it’s not really secret from us, right? People like the drug cartels, the Russian mafia, they spend hundreds of thousands of dollars to hide money, so they go into Ireland. They set up a company like the Scorpion Trust. They open up an Irish bank account. They take that, they take that documentation, they go to Guernsey, then they go to Guernsey. They go back to Gibraltar, they go to Gibraltar, they go to Switzerland and then the money will rest in a spirit to Santo in the Cook Islands. Most American businessmen or spouses cheating on their spouse don’t want to do that. They’re too puritanical, too practical. And we Americans are too practical, so they don’t want to spend more than five or ten thousand dollars hiding a bank account. Right. It’s not secret from us if we’re going after people in the drug business, which we don’t do. We know that we’re going to be defeated early on because it it costs thousands and thousands of dollars to locate there where the money rests.

Stone Payton: [00:50:04] I’m such a boring person. I have. We have my family has a couple of accounts over at Wells Fargo and here for this studio. I got a little business account over here at Banco C.K. down at the corner. Wow.

John Quirk: [00:50:19] Well, it’s getting more expensive to set up a bank account overseas. You need at least a million five to open a bank account in Switzerland. Now you need three million in Liechtenstein. Gibraltar, you can open up for a couple of thousand, but it’s not really secret if somebody’s looking for it. Guernsey’s very secret Bermuda’s secret the Caymans. The super secret Panama is not secret anymore. The Bahamas is not secret. As I mentioned, Hong Kong doesn’t really have banking secrets anymore, so Americans prefer Europe. They get a trip to Europe, they can visit Luxembourg, they can go to Switzerland, and they open up their bank account there.

Stone Payton: [00:51:02] So, so the gap if there is one, and I’m not convinced that there is much of one, but but the gap or a place to to maybe pull the lever and continue to grow and scale this thing. It occurs to me, it’s education. It’s the layperson like me, you know, just the average person knowing that there’s a resource available to us like you to help us solve these problems. If mom does get swindled or if we if we do have some sort of fraud or suspected fraud in our lives.

John Quirk: [00:51:35] Yeah, yeah. I write articles for family lawyer and divorce magazine, and one of the frustrating things that happens in divorce it is that it’s very difficult to get documents out of the spouse, whether it’s a PNL or IRS statements you’re talking about. Education lawyers need to be educated, but even judges need to be educated because judges, if you go in with a with a report and say, look at it, we found all the money in Switzerland. The judge often doesn’t know how to enforce it. Ok. And what’s happened in the divorce area, which was civil? You know, you go to a lawyer to get divorced, right? It’s now going into the criminal area and it’s good for us because we do criminal seizures in divorce cases. And what happens is the spouse lies where he is put money. You can’t really get them on what’s called fraudulent, transfer or contempt. Those are very weak civil things and lawyers often have to keep the case going. And it never ends almost where when the spouse lies in court and he hides money overseas and you get into money laundering, that’s a criminal violation in the divorce setting that’s happening more and more.

Stone Payton: [00:52:54] All right. So if our listeners want to learn more and get more educated there, clearly there are some resources they can go and read about it. But they also might want to have a conversation with you or someone on your team. What’s the best way for them to do that?

John Quirk: [00:53:06] Yeah, I can send them articles I’ve written on how to locate assets overseas. We’ve done a number of podcasts. They can contact us at our website, which is W W W Dot Asset Location Recovery Dot Com or I R G G Global BRL at AOL.com or our phone number nine five four seven four four six zero eight five. We’re a family business. My son is a cyber investigator. He has advanced degrees in hacking and cyber investigation. And my wife is former intelligence officer from Venezuela. She runs our domestic company. My older son was a U.S. attorney. He was a prosecutor. So we have a few other spiny creatures around in the company with different kinds of backgrounds. We have a former KGB guy that’s very good when it comes to things in Russia and so on. So we have that expertize to and we would. Be able to tell you early on before you spend any money, whether the case is worth doing or not.

Stone Payton: [00:54:23] It sounds like you’ve got most, if not all, the bases covered on these topics almost. Well, John Quirt, thank you so much for a fascinating, informative, wee bit scary but interesting and intriguing conversation. Really appreciate you coming down and visiting with us.

John Quirk: [00:54:41] My pleasure. Thank you.

Stone Payton: [00:54:42] All right, this is Stone Payton for our guest today and everyone here at the Business RadioX family saying we’ll see you next time on Cherokee Business Radio.

Tagged With: Asset Location & Recovery Intl, Brian Pruett, John Quirk, Lake City Branding

Five Considerations When Planning to Sell Your Practice, with Danielle McBride, Oberman Law Firm

January 21, 2022 by John Ray

Selling a Practice
Dental Law Radio
Five Considerations When Planning to Sell Your Practice, with Danielle McBride, Oberman Law Firm
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Sell a Practice

Five Considerations When Planning to Sell Your Practice, with Danielle McBride, Oberman Law Firm (Dental Law Radio, Episode 31)

Whether your exit plans are near term or down the road, this episode of Dental Law Radio is must listening. Danielle McBride joined host Stuart Oberman to discuss major considerations for any dental practice owner who plans to sell. Preparing for the due diligence a buyer will conduct is particularly vital. Danielle also discussed expenses which negatively impact profitability and therefore valuation, the lease, staffing, patient credits, and much more. Dental Law Radio is underwritten and presented by Oberman Law Firm and produced by the North Fulton studio of Business RadioX®.

Danielle McBride, Partner, Oberman Law Firm

Danielle McBride
Danielle McBride, Partner, Oberman Law Firm

Danielle McBride has been practicing law for over 21 years, and her primary focus is representing healthcare clients on a local, regional, and national basis. Ms. McBride regularly consults with clients regarding simple to complex healthcare transitions, including mergers and acquisitions, employment law, governmental compliance, tax strategies, practice valuations, DSO formation and structures, employee compensation, associate and partnership contracts, joint ventures, and partnership buy-in/buy-outs.

In addition, Ms. McBride brings a wealth of knowledge and experience preparing practice valuations for clients, as well as formulating simple to complex tax strategies, and entity formations.

Ms. McBride holds a Bachelor of Arts in Sociology/Criminology from The Ohio State University, a Juris Doctor (J.D.) from Ohio Northern University Pettit College of Law, and a Master of Laws (LL.M.) in Taxation from Case Western Reserve University.

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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: [00:00:26] Welcome, ladies and gentlemen, to Dental Law Radio. Unbelievable guest speaker today, unbelievable on the podcast, Danielle McBride, partner in Oberman Law Firm. And little brief background, Danielle’s been practicing for about 21 years. Specialty market is dental law, mergers, acquisitions, tax, compliance. And we’re going to drill down on a couple of things today. I know that Danielle has probably done a couple of hundred transactions, if not thousands, in her illustrious career. And I know she’s going to have a lot of insight into this.

Stuart Oberman: [00:01:00] But I get this question, what do I need to consider when preparing for sale? So, what I want to do is Danielle, I want to leverage some of your experience here and expertise, and I want to run through about five things to consider when preparing your practice, we’re talking to a dentist for sale. So, let’s run through a couple of things. It’s sort of reoccurring theme – our doctors get into trouble, they’re not prepared. Number one, give me a number one. What’s the number one issue we see in preparing for practice sales that are sometimes problematic?

Danielle McBride: [00:01:41] Sure. So, number one is the due diligence in getting that in order. And that means understanding the business and your numbers, cash flow or profitability for the practice, what you sometimes hear in DSO languages, EBITA. And that’s the key to practice valuation and practice transition. You need to know your numbers, your discretionary expenses, those add backs in the practice. You need to take a look at your biggest expenses like staff, supplies, laboratory expenses. Knowing fee increases. What’s your fee schedule? We get questions for fee schedule, and when’s the last time you increased fees on things? And that’s a key thing right now with inflation.

Danielle McBride: [00:02:33] You want to also make sure that you’re not letting those fee increases lapse and not doing something from year to year as well to kind of keep up with things. Marketing, website, social media stuff, patient numbers, active patients, new patients, PPOs and referring doctors if you’re a specialist. All of those are due diligence items that are going to be requested by buyers, whether they’re private parties, individual dentist buyers, or whether they’re DSO transactions. And the DSO transactions, they’re much heavier on the due diligence. They will ask for every piece of paper you could possibly come up with in this transaction.

Stuart Oberman: [00:03:13] Plus.

Danielle McBride: [00:03:14] So, you know. So, getting those things in order ahead is key.

Stuart Oberman: [00:03:20] I got a question. So, profitability and EBITDAs. So, look, our doctors run a lot of stuff through their practice that they shouldn’t, and they get into trouble and it affects their numbers. What are some of the things that you see? Before we jump to number two, what are some of the things that you see doctors running through practices that they really need to clean up to get their numbers in order?

Danielle McBride: [00:03:46] Sure. A lot of it is things like running office expenses and personal expenses through the practice. And so, it’s easy to see.

Stuart Oberman: [00:03:56] That never happens.

Danielle McBride: [00:03:57] Yeah, yeah, never happens. They don’t go to Home Depot and buy toilet paper and paper towels for the office and home. So, a lot of times, they’re running things like that through the practice, and they don’t separate the receipts out. And so, it’s getting lumped into categories like office expenses or promotional expenses, things like sponsoring some of your kids’ events, and you write it off through practice promotion. That’s greedy when a buyer-

Stuart Oberman: [00:04:24] Pay your children, right? How do they pay their children?

Danielle McBride: [00:04:25] What’s that?

Stuart Oberman: [00:04:25] How do they pay their children?

Danielle McBride: [00:04:29] A lot of them pay their children. Put your kids on the payroll. You should be putting them on the payroll as soon as they’re old enough, maybe six or seven years old. Have them reaching the lower filing cabinets or modeling for the website, have them mow the lawn for the practice, and get them IRA contributions.

Stuart Oberman: [00:04:49] That’s good. Wow.

Danielle McBride: [00:04:50] Yeah. So, kids on the payroll. There’s a lot of spouses on the payroll too. And sometimes, they’re paid. Sometimes, they’re underpaid. Sometimes, they’re overpaid. And those are things that go into profitability on the practice as well and you don’t necessarily. Those are the easy things to see. The harder things are when they’re running all this stuff through office expense, and they’re like, “Yeah, yeah, $50,000 of it is just me running personal expenses through.” Well, that’s hard for a buyer to accept that. Okay, well, the profitability is really $100,000 higher than what’s showing up when I’m looking at your typical add backs. Your practice promotion expense – auto, car, meals, travel, continuing ed, staff or family on the payroll, those sort of things, those are all pretty easy to see. It’s the other things that really need cleaned up sometimes because it’s going to be hard to explain to that buyer unless you start showing them all your credit card statements.

Stuart Oberman: [00:05:55] I know you made a best friend out of all of the underpaid spouse managers.

Danielle McBride: [00:06:01] Yeah.

Stuart Oberman: [00:06:02] You just became an absolute cult hero, I can tell you that. Well, that’s good. That’s definitely good stuff that affects the profitability. And we also have seen some audits from state and federal on expenditures that are never good like that. So, give me a number two. Give me a number two on things to consider.

Danielle McBride: [00:06:24] Number two-

Stuart Oberman: [00:06:24] Yeah.

Danielle McBride: [00:06:25] … is the lease. Everyone always forgets about the lease and waits till the last minute. So, if you’re preparing for a transaction, get your lease out. Look at what the terms are, find out if you’ve got to get consent from your landlord to sell, find out what happens if you have a personal guarantee on that lease. If you’re going to assign the lease, if it’s a third-party landlord, make sure that you’ve got under control your lease. You want to make sure that you know what the terms are. If you’re up for a renewal and you’re thinking about selling your practice, there are lots of things that you could try to work into that lease with the landlord to try and prepare for a practice sale. Perhaps even getting something into the lease saying that you don’t need their consent to sell to transition the lease to that buyer if you’re selling your practice. I’ve run across lots of leases over my years with third-party landlords and it can be a real headache. And that is the single biggest reason I get a transaction delayed is that, “Oh my god, we don’t have the lease assignment from the third-party landlord.”

Stuart Oberman: [00:07:40] Now, are you seeing — we’re seeing this a little bit coming west to east? Are you seeing that if – which a landlord does not have to do – end the lease early, that they want a percentage of the sale to do that. We’re seeing some interesting numbers coming through that.

Danielle McBride: [00:08:01] Yeah, I’ve seen some. It has been more of a West Coast issue that I’ve seen this in. Midwest and Northeast, I haven’t seen a lot of that with a percentage of the sales. In New York, I have had a few transactions where we’ve had to try and buy the landlord, and essentially pay them something in order to get a seller out of a lease. But I had a transaction like that.

Stuart Oberman: [00:08:24] That’s called legal bribery.

Danielle McBride: [00:08:25] Yeah. Yeah, it is. The New York leases, they’re a lot of fun, let me tell you.

Stuart Oberman: [00:08:33] Wow! I mean, what usually starts in the West comes East. So, I think we’ll be seeing that eventually. But well, number three. That was a great number two. We had cash flow number one, and lease number two. And what are we looking at, maybe the third issue?

Danielle McBride: [00:08:50] Number three is staffing, goodwill transition, patient retention issues. So, you want to be able to transition the practice well. And some of the key things are not just the doctor transitioning to the new doctor, but also staffing and patient retention. And so, a lot of times, the goodwill transition is a key component. And sometimes, that’s where you see negotiations kind of get a little stuck from time to time. Is it the buyer wants to make sure that the seller and the staff are going to contribute to the transition, and make sure that the patients can be retained, that there’s going to be an introductory letter, or a letter to referral sources if it’s a specialty practice? Introductions maybe with the top 5-10 referral sources. Making sure that the staff is going to stay in the transaction, and that you’re not going to lose, and have a bunch of staff turnover right at the transition date. And now, you’re trying to retain patients, but you’ve got all new faces in there.

Stuart Oberman: [00:09:58] What about associate issues?

Danielle McBride: [00:10:01] Associate issues as well. That’s another key thing in staffing is that if you’ve got an employment agreement or you have associates working in the practice, and you didn’t have an employment agreement with them, and there are no restrictive covenants, your buyers are going to be coming in, and they’re going to be asking for those associates to sign contracts. And if you didn’t have one before, you’ve got nothing to actually assign, which means a new negotiation with that associate and potentially with the buyer. And if they’re a key producer in the practice, especially in these big DSO transactions, they’re offering this money for the transaction based on key production numbers. And if you’ve got an associate that is not going to stay with the practice or that you can’t enforce a covenant not to compete for in order to prevent them from competing with the buyer, then you’re going to have some things you’re going to have to negotiate, and it could really create some problems.

Stuart Oberman: [00:10:57] Now, question for you, when you do your practice evaluations, and you do a great job on that, does the associate not staying affect the value of the practice when you’re asked to evaluate what that practice is worth?

Danielle McBride: [00:11:14] Sometimes. It depends on the circumstances.

Stuart Oberman: [00:11:17] That’s a great legal answer.

Danielle McBride: [00:11:19] Yeah.

Stuart Oberman: [00:11:21] That’s a typical answer, “Well, it depends.”

Danielle McBride: [00:11:23] It really depends on facts and circumstances.

Stuart Oberman: [00:11:24] Yeah.

Danielle McBride: [00:11:24] Yeah. And the key is going to be whether or not the practice can find a replacement and associate easily, or whether or not the practice owner or the other doctors working in the practice are able to pick up that profitability, or to pick up that production from that doctor who’s not going to stay.

Stuart Oberman: [00:11:40] Staff, staff, staff. Wow! Let’s look at the number four. Give me the number four.

Danielle McBride: [00:11:48] Number four, equipment, assets and curb appeal. And a little bit of this is about allocations as well. You’ve got goodwill, and you’ve got tangible assets in the practice. And so, one of the things, if you’re thinking about putting your practice on the market, there are some practices out there that maybe they haven’t updated with newer equipment, or they’ve thought about refreshing their waiting room, or adding a CERAC machine, or adding a major piece of equipment, and they haven’t done it yet.

Stuart Oberman: [00:12:21] Pick it up at 179 deduction, right?

Danielle McBride: [00:12:24] Yeah, you can get the 179 deduction, so you can buy it and you can write it off all in the same year. And in part, it’s a seller problem; in part, it’s a buyer problem. And so, there’s a little bit of a fine line you walk between whether or not you go ahead and make some of those improvements to make the practice more attractive to a buyer, or you say, “I don’t want to invest in a lot of super new technology and go into debt just to be able to make the practice. I’ll take that into account when I value the practice. I’m going to look at what the equipment is and how much it’s valued there. If the practice is not – say they don’t have electronic records, everything still on paper in boxes, and computer systems haven’t been upgraded, there are some minimum requirements for computer systems to be upgraded that most buyers are going to ask.

Danielle McBride: [00:13:21] And so, those are things that are going to go into negotiating the ultimate purchase price that a buyer is going to be willing to pay. Now, some of it, it’s a seller’s problem. Some of it, it’s a buyer’s problem. If you want to be super fancy and buy all the latest and greatest technology, buyer, go ahead. That doesn’t mean I don’t have a practice that’s fully capable of supporting you working in it, and you can make whatever changes you want to make on your dime, but there are some things that a seller might want to do just to make things a little more attractive for a buyer.

Stuart Oberman: [00:13:53] And then, it’s — yeah. I mean, we had Dr. Richard Madow on a couple of episodes ago. He had a good talk about doctors buying equipment and profitability and doesn’t need that. And that was interesting analogy, and how that just compared to what you said regarding [crosstalk].

Danielle McBride: [00:14:18] Sure. Don’t go into debt to make it-.

Stuart Oberman: [00:14:19] Yeah.

Danielle McBride: [00:14:19] Don’t go into debt to make it appealable-

Stuart Oberman: [00:14:21] That’s a good-

Danielle McBride: [00:14:21] … or attractive to a buyer, but there are some things that you could do, especially if you’re looking at a year or two out from a practice sale and making a few revisions here or there. You can write these things off, 179, depreciation, deductions, bonus depreciation, et cetera, so.

Stuart Oberman: [00:14:40] Yeah, I mean, that is practical, practical advice, which a lot of times, I think doctors are missing from the advisor standpoint. Let’s talk about the last, number five. And this get a little sticky in the contract areas also. It’s, you know-

Danielle McBride: [00:15:01] Yes.

Stuart Oberman: [00:15:01] This is where, sort of, the rubber hits the road. And talk about number five on some of these.

Danielle McBride: [00:15:08] So, number five is my accounts receivable, prepaid accounts, patient credits and treatment in progress.

Stuart Oberman: [00:15:17] Yeah.

Danielle McBride: [00:15:17] Now, there is no one size fits all on any of those. And often, they wait until the last minute to look at these, “Oh, I’ll get you this. Oh, I’ll get you this report. Oh, I’ll look and see,” or they run the report, and they don’t pay attention to it.

Stuart Oberman: [00:15:33] Famous last words.

Danielle McBride: [00:15:35] Yeah. I mean, patient credits, in particular, your accounts receivable aging, you may have things that are sitting on the report if you haven’t cleaned up your collections, if you haven’t cleaned up your patient credits, those are all things that can go into the ultimate purchase price if someone’s going to purchase your accounts receivable and take over the practice. And then, your prepaid accounts. And it can vary based on specialty. Obviously, in orthodontic practices, you’ve got long-term contracts with payments that may have been paid in full, contracts paid in full at the start of treatment but you’ve got a buyer that’s doing — say, you had a bunch of patients pay right before the closing, you got all the money, but the buyer is going to get — seller got all the money, but buyer’s now going to have to do all of the work to finish those patients.

Danielle McBride: [00:16:27] And so, there, oftentimes, has to be some sort of adjustment to price or proration on prepaid contracts. And there can be other specialties as well or even general practices that maybe do some particular restorative type work or something that will have treatment in progress and prepaid treatment that is long-term patient treatment planning, where you’ve got courses of treatment that lasts for multiple appointments over a longer period of time, with maybe episodes of healing required in between, and you’ve got someone who’s got a $10,000 case that’s being paid on a monthly basis because that’s the arrangement they entered into with the doctor there, and their treatment is maybe a quarter of the way done, you’ve got to actually think about those things. And oftentimes, we add exhibits to the contract that will list patient credits, patient refunds having to be made prior to closing, prepaid cases being prorated between buyer and seller.

Stuart Oberman: [00:17:36] Do you have to do-

Danielle McBride: [00:17:36] Thinking of progress list being done.

Stuart Oberman: [00:17:38] Do you have to give special consideration in contracts when you have that seller who’s leaving, and and you’ve got open cases, or what happens if you got a hundred patients come back from faulty work-

Danielle McBride: [00:17:53] Right.

Stuart Oberman: [00:17:53] … what happens with that?

Danielle McBride: [00:17:57] Right. And that’s where we have provisions in our contracts that usually deal with what happens if there’s defective work or rework, and can the buyer — as a seller, you don’t want the buyer to just say, “Well, I have to redo all of this work. And now, you owe me this money,” and it goes on indefinitely. There are time limitations that should be put in their requirements. There are parameters that should be set. And this is all based on the facts and circumstances of the practice. You may have some practices where this isn’t a problem because you don’t have patients that are not paying when they receive their treatment.

Stuart Oberman: [00:18:31] Danielle, great stuff about the patient credits. One thing in redos, one thing I want to do is I want you elaborate a little bit more on the contract side as far as what happens when you’ve got a doctor that maybe is selling sticking around for a year or two. I mean, you mentioned earlier about limits in contracts and redos. Elaborate just a little bit more on that contract provision, what should be on there to limit the seller’s liabilities going forward?

Danielle McBride: [00:19:03] Sure. I mean, the seller should limit the liability going forward based on some parameters for patients. You can’t just have patients who have not been seen in the practice for the last year coming in to have rework done or having the buyer not consult you about rework before they agree to retreat a patient and then charge you for the fee to redo the work on that patient. Sometimes, I see caps or limits set.

Danielle McBride: [00:19:34] I mean, generally speaking, accounts receivable, patient credits, they all should be reviewed and wrapped up in your records. Your accounts receivable and credit should be cleaned up prior to a sale. You want to make sure that you don’t have long outstanding credits there. Maybe there are patients that you don’t even have in the practice any longer. A lot of practices are in the habit of not cleaning those up on an annual basis. So, clean those patient credits up because you’re going to have to pay them off. Generally, a buyer will ask for them to be paid off prior to closing. The DSOs, also, take that into account when they’re factoring in expenses to be paid and credits if they’re going to be assumed. You don’t want to be giving the buyer money that’s never going to come in.

Stuart Oberman: [00:20:26] Yeah. Well, it’s interesting, for 50 DSOs, you’ll have 50 ways of calculating all of this. That’s amazing.

Danielle McBride: [00:20:32] Yes.

Stuart Oberman: [00:20:33] Well, that is five great things to consider when you’re preparing your practice for sale. And all these are, obviously, a moving target. As the transition takes place, I mean, these are just moving targets and just constant adjustments. Well. Danielle, amazing, amazing stuff as always. Just, again, five topics that our doctors just have to consider on any transaction.

Stuart Oberman: [00:21:00] Also, honestly, this can be applied to any business listeners also on what they’re looking at, whether it’s just AR or cash flows, profitability. So, really, everything you’ve talked about today and in previous podcasts, I mean, any business owner really could use. So, amazing stuff.

Stuart Oberman: [00:21:19] Well, great job, Danielle. Thank you very much. And as always, amazing knowledge. And we really enjoyed having you on the podcast today. And I know our listeners did, so. Well, with that, we will call it a day as s we say. If you have any questions, please feel free to give us a call, 770-886-2400. Danielle, how do they get in touch with you if they want to send you an email or request some information?

Danielle McBride: [00:21:47] They can send me an email. They can call the corporate number. They can also send me an email at danielle@obermanlaw.com.

Stuart Oberman: [00:21:55] Good, good. Yeah, number’s 770-886-2400. My name is Stuart Oberman. It is Stuart@obermanlaw.com. Thank you for listening, and we appreciate it, 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

Stuart Oberman
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

Tagged With: Danielle McBride, Dental Practice, dental practices, DSO, Oberman Law Firm, selling a dental practice, Selling a Practice, Stuart Oberman

Alina Lee, Your Ad Attorney, Chasidy Ashley, TBK Wellness Spa, and Angie Williams, BeLocal Alpharetta Milton

January 17, 2022 by John Ray

TBK Wellness Spa
Family Business Radio
Alina Lee, Your Ad Attorney, Chasidy Ashley, TBK Wellness Spa, and Angie Williams, BeLocal Alpharetta Milton
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Alina Lee, Your Ad Attorney, Chasidy Ashley, TBK Wellness Spa, and Angie Williams, BeLocal Alpharetta Milton (Family Business Radio, Episode 28)

On this edition of Family Business Radio, host Anthony Chen welcomed three accomplished women entrepreneurs. Alina Lee discussed her passion for working with small business owners to meet growth objectives and avoid legal pitfalls. Chasidy Ashley discussed how she designed TBK Wellness Spa to offer better amenities and service than found in competing chain operations. Finally, Angie Williams discussed her hyper-local magazine and why its popularity is so advantageous for advertisers. Anthony closed the show by offering thoughts on financial planning, living dreams, and a reminder that “you can’t take the portfolio with you.”   Family Business Radio is underwritten and brought to you by Anthony Chen with Lighthouse Financial Network.

Alina Lee, Founding Partner, Your Ad Attorney, LLC

Alina Lee, Founding Partner, Your Ad Attorney, LLC

Proactive compliance with consumer and business laws is the best protection from marketing risks and liabilities.

You’ll find Your Ad Attorney’s approach to marketing legal services avoids typical legal hurdles and makes better business sense for every size business.

Alina Lee is the founding partner of Your Ad Attorney, LLC.  She is a marketing law and business transactions attorney who helps marketing agencies and companies with marketing departments protect their reputation through providing legal drafting and review for their marketing materials.

Prior to starting her law firm, Your Ad Attorney, LLC, she was Senior Corporate Counsel at Mailchimp, a profitable tech company with millions of customers worldwide. At Mailchimp, she was the primary attorney who led legal matters for the partnerships department and marketing department. Alina was also the primary attorney over all major marketing initiatives and managed the company’s trademark portfolio.
Alina graduated from Vanderbilt University Law School and the University of Georgia.
Company website | LinkedIn

Chasidy Ashley, Owner, TBK Wellness Spa

TBK Wellness Spa
Chasidy Ashley, Owner, TBK Wellness Spa

TBK Wellness Spa was created to benefit anyone who needs having a therapeutic and nurturing environment. The owner was very intentional in providing something for everyone. From the far infrared sauna to the treatment rooms, this place is a one-stop-shop for wellness.

They have a team that is knowledgeable and committed to giving you the best experience while in their care. Massages, facials, pedicures, and body scrub treatments are only a few of the amenities that they have to offer.

They also have a gym that comes with a personal trainer. He teaches self-defense while focusing on your endurance and flexibility. They have a balance of hard work in the gym and then getting pampered on the spa side.

TBK Wellness Spa was surely created to give you the best of both worlds.

Company website | Facebook | Instagram

Angie Williams, Owner/Publisher, BeLocal Alpharetta Milton

Angie Williams, Owner/Publisher, BeLocal Alpharetta Milton

BeLocal Alpharetta Milton is a franchise of The N2 Company in Wilmington, NC.

BeLocal is the comprehensive guide for all new movers to the greater community. The first BeLocal magazine hit new movers’ mailboxes back in 2018. Since then, BeLocal expanded to serve residents in more than 100 communities across the country.

N2 began in 2004 and is over $150 million company.  Angie tells us that N2 is for niche marketing and that their products are targeted to Affluent Communities, New Movers, Medical Professionals, and Realtors.

Company website | LinkedIn | Facebook | Instagram

Anthony Chen, Host of Family Business Radio

Anthony Chen, Lighthouse Financial, and Host of “Family Business Radio”

This show is sponsored and brought to you by Anthony Chen with Lighthouse Financial Network. Securities and advisory services offered through Royal Alliance Associates, Inc. (RAA), member FINRA/SIPC. RAA is separately owned and other entities and/or marketing names, products or services referenced here are independent of RAA. The main office address is 575 Broadhollow Rd. Melville, NY 11747. You can reach Anthony at 631-465-9090 ext 5075 or by email at anthonychen@lfnllc.com.

Anthony Chen started his career in financial services with MetLife in Buffalo, NY in 2008. Born and raised in Elmhurst, Queens, he considers himself a full-blooded New Yorker while now enjoying his Atlanta, GA home. Specializing in family businesses and their owners, Anthony works to protect what is most important to them. From preserving to creating wealth, Anthony partners with CPAs and attorneys to help address all of the concerns and help clients achieve their goals. By using a combination of financial products ranging from life, disability, and long term care insurance to many investment options through Royal Alliance. Anthony looks to be the eyes and ears for his client’s financial foundation. In his spare time, Anthony is an avid long-distance runner.

The complete show archive of “Family Business Radio” can be found at familybusinessradioshow.com.

Tagged With: Alina Lee, Alpharetta, Angie Williams, Anthony Chen, BeLocal Alpharetta Milton, Chasidy Ashley, Family Business Radio, Lighthouse Financial Network, Milton, TBK Wellness, Your Ad Attorney

Decision Vision Episode 150: Should I Pivot? – An Interview with Jocelyn Brady, Brain Coach

January 6, 2022 by John Ray

Jocelyn Brady
Decision Vision
Decision Vision Episode 150: Should I Pivot? - An Interview with Jocelyn Brady, Brain Coach
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Jocelyn Brady

Decision Vision Episode 150:  Should I Pivot? – An Interview with Jocelyn Brady, Brain Coach

When Jocelyn Brady began to be bored and even resented the projects she was working on in her business, she recognized an itch she needed to investigate. Then came the pandemic, which caused its own disruption, and Jocelyn pivoted away from writing and content creation to working as a Brain Coach. In this conversation with host Mike Blake, Jocelyn describes what it is like to have a successful company and yet be unfulfilled, the impact of Covid on her trajectory, her mixed feelings about the word “coach,” and much more. Decision Vision is presented by Brady Ware & Company.

Jocelyn Brady, Brain Coach, Speaker & Chief Play Scientist

Jocelyn Brady, Brain Coach, Speaker & Chief Play Scientist

Jocelyn Brady is a writer, speaker, and professional brain jostler who thrives at the intersection of comedy, storytelling and unraveling the mysteries of the human brain. When she’s not being the Bill Nye of the brain (as the creator and host of her series Tiny Tips, the Internet’s favorite way to Brain), Jocelyn applies her certified Brain Coaching chops to help creative visionaries tap their brains’ greatest potential.

In her past life—as an award-winning copywriter, Creative Director, and agency CEO—Jocelyn led narrative strategy and international storytelling training for some of the world’s biggest brands. She also produced and co-hosted Party Time, a standup comedy and storytelling show featuring talent who went on to write or perform for Conan, Colbert, and Comedy Central. All while managing to keep her two cats and houseplants alive.

Jocelyn’s first book, tentatively titled Your Brain is a Magical Asshat, is slated for publication next year.

Website | LinkedIn | Twitter | Tiny Tips Series

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: [00:00:02] 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: [00:00:22] 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. My practice specializes in providing fact-based strategic and risk management advice to clients that are buying, selling, or growing the value of companies and their intellectual property. Brady Ware is sponsoring this podcast, which is being recorded in Atlanta per social distancing protocols.

Mike Blake: [00:01:08] 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. I also recently launched a new LinkedIn Group called A Group That Doesn’t Suck, so please join that as well if you would like to engage. 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: [00:01:32] Today’s topic is, Should I pivot? And we’ve done this topic before, probably about a-year-and-a-half ago. But as you know, if you’ve been a long time listener, I don’t mind revisiting a topic every once in a while, because certain topics, I think, just lend themselves well to different angles, different approaches. And something like a pivot, also, in my experience is a deeply personal experience. And so, everybody is going to come to a pivot, is going to experience a pivot, is going to engage with it, embrace it or not in their own unique way. And so, it’s one of those kind of evergreen topics that I don’t think we’ll ever get to a point where nobody ever pivots anymore.

Mike Blake: [00:02:17] And, also, frankly, from a very practical perspective, now that we’re recording podcast 140 something or whatever, like 148, I guess, or 149, the reality is that most people don’t go back and listen to a lot of the back catalog. We’re not Led Zeppelin. People aren’t going back to the initial records and trying to find the original recording. So, if you’re like most people and you’re relatively new to the podcast, statistically speaking, this will be a topic that we actually haven’t covered before. And if you want to hear more about it, then you can go back into the deep tracks in the archives somewhere around the double digit episodes. So, I hope you’re going to find this topic and this conversation as engaging as I anticipate that it will be.

Mike Blake: [00:03:02] You know, pivots are interesting because there are some very famous ones I don’t think people necessarily realized. Cornelius Vanderbilt – yes, that Vanderbilt family – initially started out with steamships. He actually started out with river barges around the island of Manhattan, and they are basically providing cut rate ferry service across the Hudson and East Rivers. And in doing so, got a lot of people killed because they used rickety boats. But that’s how they charge less for what they did. They eventually did pivot into steamships, which presumably were safer. I don’t know. I don’t have any data on that. And then, eventually railroads.

Mike Blake: [00:03:45] William Wrigley, whom you may know from Wrigley’s Gum – I don’t chew gum because it rip out all my dental work. But for those of you who do have good teeth, you may know of Wrigley – they originally were a baking powder company. Twitter, of all things, launched as a podcast directory. Yelp began as an automated email service. And YouTube, believe it or not, was once a dating site. So, we have Tinder now and we have all the others, but YouTube actually was not the YouTube that we know of today.

Mike Blake: [00:04:13] And, you know, I find it also an interesting topic because I find myself at odds intellectually with the investment community on one particular topic, and that is, Should you bet the jockey or the horse? And what that means to those of you who aren’t necessarily speaking Silicon Valley, it means that do you place the bet on the management of a startup or do you place your bet on the basic idea of the startup? And most investors will tell you that they bet the jockey, they bet the management team, over the actual idea figuring that a management team will actually figure it out.

Mike Blake: [00:04:55] The data – and this is empirically studied. This is actually a fairly old study, but still very good. It was published in the Journal of Finance back in 2011 – called it Do You Bet the Jockey or the Horse? And the empirical study determined that, in fact, the companies that generated the most value in their IPOs were the ones that had kept the fundamental idea, more or less start to finish, but actually had switched management teams.

Mike Blake: [00:05:21] And the reason behind that, I think, is that – again, probably torching this analogy beyond where it needs to go – if you have a slow horse, the best jockey in the world is not going to win the race of the slow horse. They may prevent you from coming in last. They may prevent you from having the horse fall over, break its leg, and you have to shoot it right down the track. But even a great management team can’t take a slow horse and win the Kentucky Derby. However, if you have the fastest horse, an average jockey might win that race because you actually have the fastest horse.

Mike Blake: [00:05:54] So, I think that there’s something to that. So, finding the right idea, finding the right business model, this highlights how important that is. Because if you don’t have the right business, you don’t have the right model – and the data says this. It’s not just Mike Blake talking into a microphone on the internet – the data suggests that there’s only so far a mediocre business concept will take you.

Mike Blake: [00:06:20] And I don’t care if you’re going to have the best management team in the world, and you can dig up Jack Welch and Steve Jobs and everybody else that you might have idolized, Warren Buffett, you’re only going to take that so far. And I guess that’s why I find pivots so interesting, because a pivot is truly an existential decision. I think it is one of the most important decisions that are made in business and probably one that is not as appreciated as much as it should be.

Mike Blake: [00:06:49] So, fortunately, coming on to join us somebody who is either sort of at the later stages or fresh off a pivot, she’ll tell us exactly where she is on it. But joining us is Jocelyn Brady, who is the Creative Brain Jostler and Brainutainer. She is a writer, speaker, and professional brain jostler who thrives at the intersection of comedy storytelling and unraveling the mysteries of the human brain. When she’s not being the Bill Nye of the brain as the creator and a host of her series, Tiny Tips, The Internet’s Favorite Way to Brain, Jocelyn applies her certified brain coaching chops to help creative visionaries tap their brain’s greatest potential.

Mike Blake: [00:07:30] In her past life as an award-winning copywriter, creative director and agency CEO, Jocelyn led narrative strategy and international storytelling training for some of the world’s biggest brands. She also produced and co-hosted Party Time, a stand-up comedy and storytelling show featuring talent who went on to write or perform for Conan O’Brien, Stephen Colbert, and Comedy Central. All while managing to keep her two cats and houseplants alive. And I have seen at least one of the cats and one of the plants, so we do have proof of life for at least one of each. Jocelyn Brady, welcome to the program.

Jocelyn Brady: [00:08:03] Thank you so much.

Mike Blake: [00:08:05] Oh, and before you jump in, I forgot to mention and this is really important, because you’re doing something that I’m struggling to do myself. Jocelyn’s first book tentatively titled, Your Brain is a Magical Ass Hat, is slated for publication next year. Jocelyn, again, welcome to the program and congratulations on writing a book. I’m struggling to do that, but it’s hard to do that in crayon.

Jocelyn Brady: [00:08:28] Oh, man. It’s hard to even think about or talk about writing a book, let alone actually doing it. But, yeah, I highly recommend joining other people coaching program or other people who are doing it. Just like getting some of that accountability, that’s the biggest thing is just creating that structure. Stick with it.

Mike Blake: [00:08:48] So, we have you here to talk about pivots. And as I like to do on the show, just in case somebody was listening who really doesn’t know what a pivot is, when you hear the term pivot, what does that mean to you?

Jocelyn Brady: [00:09:01] I imagine the basketball move like, “Okay. We were going to go this way and now we go this way.” I know nothing about basketball, but people do pivot.

Mike Blake: [00:09:11] They’re doing great. Yeah.

Jocelyn Brady: [00:09:14] Yeah. It’s just changing course, right? Deciding to move in a new direction, and it could be sudden.

Mike Blake: [00:09:20] So, what did your company originally set out to do?

Jocelyn Brady: [00:09:24] Well, when I started in 2008, all I wanted to do was make a living writing. And, you know, it was literally starting with can I earn enough to eat a sandwich today? And then, it started just growing really quickly. I didn’t have any business experiences in my 20s. I didn’t have a plan. I just thought, “I’m good at writing. I’ll figure it out.” And I got into copywriting. And one thing led to another. More clients were coming my way. I accidentally had more work than I could handle, so I hired a team.

Jocelyn Brady: [00:10:02] So, a team of writers and that grew into, not just content development or copywriting, but also then developing the brand voices and narrative strategy. And overseeing their most important projects, like what is the CEO saying in their annual meeting to shareholders? Or, what are you putting in your video scripts? And even overseeing a Super Bowl ad for a big company. And so, we were developing that tone of voice and then training the teams on how to be better storytellers. And like I said, it didn’t really set out with any grand plan or dream or vision. It was just, I just want to make a living writing.

Mike Blake: [00:10:42] And sandwiches. You wanted sandwiches.

Jocelyn Brady: [00:10:45] I wanted sandwiches to feed myself, I guess.

Mike Blake: [00:10:48] Yeah. And your cats wanted kibbles or Fancy Feast, whatever you feed them. We feed our children, it seems to keep them happy. So, you started this thing and it sounds like it was pretty successful. If anything, maybe so successful that in itself provided a challenge. What were some signs that things in this company weren’t meeting your expectations?

Jocelyn Brady: [00:11:15] I started to get bored. I started to almost resent the projects that were coming in. And I knew that’s not a good place to be. You don’t want to resent work coming in or pass that along to the clients themselves. It’s just a horrible way to approach something and to work with people. So, I think it was just the itch, like it’s not fulfilling. And a lot of times when you start something, you grow up or you excel, and you become now a manager of people, and you’re doing less of the thing that you started doing.

Jocelyn Brady: [00:11:53] It’s like a story as old as time in any company or large corporations, especially. You’re really good at a skill and then you get promoted and you’re like, “Wait a minute. Now, I’m just doing completely different things.” Making sure the business is functioning, and that we have good cash flow, and are the people doing their jobs, and how do we manage when people are out or leave or get vengeful or nobody’s gotten vegetable. You got to prepare for all the scenarios. So, I think that was the main thing is just feeling misaligned with what I was doing.

Mike Blake: [00:12:28] You know, it’s interesting you bring that up, because I think that one of the most underappreciated differentiators of a Bill Gates, of a Sarah Blakely, of a Steve Jobs, and Mark Zuckerberg is that, in addition to all the things that people know they brought to the table, their innovation, their energy, their messaging, and so forth, their vision, but also the skillset and the desire to run and thrive in a startup as well as in a Fortune 100 company. That is not easy to do because you’re not just scaling a person, you have to scale yourself.

Mike Blake: [00:13:15] And not to go all self-help guru here because I’m not it, but not many people can make that journey or want to make that journey. Because, when you’re running Apple, it’s not the same thing as writing code, and being in there, and designing the products and everything. Which I suspect was probably the case with Steve Wozniak why he sort of took a less prominent ride. I don’t know, Stevie. I call him Stevie. He calls me who the hell are you? But I suspect that’s kind of what happened, you know, listening to his interviews, reading what he writes, he would not have had any fun and probably not a lot of success running that kind of company.

Mike Blake: [00:13:54] And it sounds like a little bit of that may apply to you, too, that you started to get far away from what you were doing because of the way the company is growing and somebody had to run it.

Jocelyn Brady: [00:14:03] Yeah. Yeah. And I mean, there’s still things that I did love. So, the more I was doing the workshops, I realized that I really loved interacting with people, coming up with ideas on the fly, helping people pull out the creative ideas, and just that live interaction. And you never know really what’s going to happen.

Jocelyn Brady: [00:14:29] And I still love writing, obviously. I’m working on a book and I’m also working on a really big network project. But I take those few and far between because now I realize, if I’m working on a project or I’m outsourcing my writing skills, I have to absolutely love this project. That became very clear. And on the other side of that is, I love spending my time just working directly with people and things where you’re not sitting alone banging your head against the wall going, “Oh, help. Just be here writing.” So, even when we had a pretty significant team, everybody was working remotely. We rarely got together, so it can be lonely even as part of a team.

Mike Blake: [00:15:11] I would argue sometimes it’s lonelier, because, to me, one of the biggest challenges of leadership is to sort of get out there and put a smile on your face when it’s the last thing that you want to do. And when you’re responsible for the care and feeding of a team that has entrusted you to become the platform of their careers and, in some cases, their life satisfaction, that is a very lonely place to be.

Jocelyn Brady: [00:15:41] Yeah. And it could be really scary. And it’s really helpful to connect with other entrepreneurs and people running businesses because you just simply can’t relate to what it’s like, to feel responsible for, not just yourself, but all the other people who are looking up to you like, “What’s happening next?”

Jocelyn Brady: [00:16:03] And let alone – I’m sure we’ll get more into this – COVID, as for many of us, was like, “Oh, everybody is going to hell.” And that’s when all my big contracts vanished. So, the ones I didn’t want were no longer a problem. But it was terrifying because I now had to let my team go. I had to tell them, you know, “There’s no more work. And I would love to keep you around, but I can’t pay you.”

Mike Blake: [00:16:33] I’ve never had to let a whole team go, but I have let people go in my career. But I got to imagine that conversation or series of conversations – I don’t know whether you did it in a group or you did it individually. I’m sure you didn’t do it like that button CEO did it over Zoom and calling people thieves on the way out. I’m sure you didn’t do it that way – that’s got to be the hardest conversation, one of the top five you’ll ever have in your life.

Jocelyn Brady: [00:17:07] Yeah. It’s like a divorce, right? It’s just not working out between us. There’s a lot of emotion. And I got to say, with my longtime assistant, she was five or six years this one, and I absolutely loved her and I knew that she wanted to get more into filmmaking. She’d been doing, but she really wanted to move to L.A. and try it for real. And I really wanted for her to do that. So, when this came around, I think for both of us, it was like the best breakup I could ever imagine because it was sad and we were really emotional, but also really glad for each other. She decided to go to L.A.

Jocelyn Brady: [00:17:52] She just got a role – I think I’m allowed to talk about it now – Haley Joel Osment is in it, James Franco – wait. Sorry. The other Franco directed it, Alison Brie. So, anyway, I couldn’t imagine a better outcome. And I think when you have people’s best interest in mind and you’ll be as vulnerable as you can and say what’s really happening, that’s really, really scary and can be really hard to do. And I think it takes a lot of practice. I don’t think a lot of us are well-versed or trained to do that.

Jocelyn Brady: [00:18:27] Especially in a business setting, there’s this idea you need to be professional and you can’t say emotional things. But, to me, that is crucial and really important for human development, relationships, behavior, all of it.

Mike Blake: [00:18:45] Yeah. And I think it’s rapidly becoming best practices too. You know, the world has changed, obviously. It’s an open question to what extent we’ll go back to in 2019. It’s not going to be 100 percent, I think we all know that.

Mike Blake: [00:19:02] So, your pivot story, it sounds like that COVID accelerated a pivot that might have happened anyway because you really weren’t loving what you were doing. Is that fair?

Jocelyn Brady: [00:19:13] Yeah. Exactly. It had been on my mind for a year and I’d been talking to my team about making transitions. And, yeah, that came along and I was like, “Well, I guess decision made. You’re doing it now.”

Mike Blake: [00:19:28] So, COVID happens. You let your team go. What do you do the next day?

Jocelyn Brady: [00:19:38] Cry a lot, you know, mixed feelings. I was really excited about a new direction, but also terrified. And it’s so difficult to have built something up and then it’s completely gone, in a sense, where it’s starting over. It’s just me again. I have nothing. I have enough to sort of buy a few months, thankfully. But other than that, it’s like, “What am I doing?”

Jocelyn Brady: [00:20:10] And that’s not entirely true, because I did have the four years prior or 2016 or 2017, I got certified as a brain coach. But it’s something I sort of kept secret, because as someone who works with words, I couldn’t wrap my head around how to love the word coach. I hated it. I hate the word coach. The baggage I feel it comes with, it seems so phony. I just had all these unhealthy attachments to the meaning of the word, the meaning I was making.

Jocelyn Brady: [00:20:37] And at the same time, I was still doing it, still coaching people in private for four years. It was just now I got to, “If you really want to be doing this, own it. If you really want to be speaking, tell people you are a speaker. Go out there and speak. Go do the thing. You’ve got nothing to lose now. You got everything to gain.” Because, otherwise, we’ll just be moving with the cats into the crawl space and hope the new landlord doesn’t know or the owner doesn’t know.

Mike Blake: [00:21:10] So, I’m going to ask you sort of a semi-unfair question, but I feel like I want to ask it anyway. COVID gave you kind of the jolt, if you will, sort of forced the pivot on you. Do you think if the pandemic hadn’t happened, you would have made a pivot like this anyway?

Jocelyn Brady: [00:21:29] I’d like to think so. I think eventually I would have. Definitely, I do know that once I decide I’m doing something with full conviction, I’ll do it. But I definitely think it would have taken me longer. I would have had feelings about not wanting to let my team go. And so, if they don’t want to come with me on the new ride, then that would have been the end of that anyway. So, yeah, it’s always hard to say. And you never know what you’re like until really confronted with the situation.

Mike Blake: [00:22:07] That’s true. That’s entirely fair. So, I have to get back to something because I do think it’s a polarizing word, and that is the word coach. And I’d love to hear your perspective on it. My view of the word has changed over the years, but I don’t want to suck all the air out of the room. Tell me why you have such a negative relationship with that word.

Jocelyn Brady: [00:22:36] I think I did not have a lot of exposure to coaches or to good coaches in business, life coaching, whatever the case. Not counting basketball coaches, which, as we’ve established, I know nothing about. But when it comes to that mindset, and direction, achieving goals and that sort of thing – I don’t necessarily want to badmouth some of the big hitters that we see. But it’s easy. It’s easy to shoot arrows at the people standing out in front – I just did not like what I saw. I did not like this feeling that you have to look a certain way, you have to look kind of polished and perfect, and you have to come across it’s always positive and optimistic. And there’s a ton of value in that.

Jocelyn Brady: [00:23:25] But let’s get real. Sometimes life sucks and that’s okay. Let’s deal with the full spectrum of the human experience. And it just felt like there’s a lot of charade out there, and a veneer, and just not authentic sales driven behavior at the expense, a lot of the time, of people’s real mental health that can be damaged in the process.

Mike Blake: [00:23:55] I think there’s something to that. So, we’re segueing into kind of the different part of the conversation, which is fine. But I think in fairness, when I first started running across coaches – I’m a little bit older than you are – I started running across coaches about 15,20 years ago. I didn’t find very many of them to be particularly impressive. I didn’t find many of them to be people like saying, “Oh. Well, this person is worth paying 200 bucks an hour instead of the people who I do respect and are giving me lots of awesome advice for free.” I didn’t see a lot of that.

Mike Blake: [00:24:32] And I do think that there still remain coaches that, you know, sort of come from the school of those who can’t do teach. And we’ve actually had a podcast and I had my professional coach on, and we went through some of that – and maybe I’ll revisit that topic as well. But I don’t think that you’re being unfair. I mean, coaching is largely unregulated. The certifications are very disparate. You know, what does one mean versus another? How meaningful are they at all, et cetera? And, candidly, the quality of coaches is quite variable.

Mike Blake: [00:25:15] So, I don’t think you’re necessarily painting them with a broad brush. I think just the reality of life is that, if you see a pattern over and over and over again, that’s going to be the pattern that is associated with you. At some point stereotypes do come from someplace. They weren’t just made up. They occurred because enough people observed enough behaviors that they start to become an easy way to characterize people rightly or wrongly.

Jocelyn Brady: [00:25:46] Yeah. And I think we haven’t seen or been exposed to it’s like a self-fulfilling prophecy to you think it’s going to be a certain way. And then, you just start seeing it that way and you start looking for those types of people. And that’s kind of all we saw. Like white bread coaches, it’s just sort of the same message. One might be a foot taller than the other. That’s about the only difference. They all just seemed the same.

Jocelyn Brady: [00:26:15] The big discussion that’s been coming up in the last year plus – it’s been coming up a lot longer than that – who are we representing? Who are we putting out there? The diversity and thinking backgrounds, ethnicity, behaviors, we need to see more of that. And I do see that happening, and maybe it’s because I got more into it so I started looking at who else was out there who didn’t have the huge reach and the number one spot on YouTube, et cetera.

Mike Blake: [00:26:46] And I think the numbers also support it. Putting coaching aside for a second, we both know everybody listening to this knows about the great resignation, the great job hop, whatever you want to call it. And I think money is a big, big part of that. Let’s be real, money matters. More money, you have more sandwiches you can buy, and better sandwiches like wheat bread.

Mike Blake: [00:27:16] But this is also sort of the great reckoning with authenticity. You know, being in an organization where you just don’t fit and you try to make yourself fit because you feel like you have to. And I’ve been through that scenario. It is wearing. It is draining. It beats on you constantly. And, now, that people have an opportunity where labor has leverage for the first time in our economy in a very, very long time, you’re seeing just people vote with their feet.

Mike Blake: [00:27:48] My job, for example, as an employer is not so much to give people jobs. It never was. But as much as it is to provide solutions for my clients, it’s also to provide the right platform for my people to thrive, ultimately, maybe with us, maybe someplace else. They’re not going to retire with me, statistically speaking. I know that and they know that, and that’s okay.

Mike Blake: [00:28:14] But I do think that authenticity piece is real. And I think coaching is becoming more respected because, I think, coaches are now embracing and understanding for that need for authenticity. It’s no longer about turning yourself into the template that the market wants. But, rather, understanding what your own template is and bending the rest of the world around to your will.

Jocelyn Brady: [00:28:43] Yeah. Putting yourself out. It’s the whole light attracts light thing. Just put who you really are out there and then you will attract the type of people that you will probably work well with. If you’re putting out some phony shit, it’s not going to be fruitful for anybody. It’s probably a lot more damaging.

Jocelyn Brady: [00:29:07] You know something? It really drove me nuts, too, when I was doing a lot of these storytelling workshops in particular. I would see how people in office settings where it seemed there’s so much fear-based leadership, because if the leaders themselves aren’t courageous enough to put themselves out there and to be vulnerable and to say what’s really on their minds, you have to have some filtering and compassionate communication skills are good in this.

Jocelyn Brady: [00:29:40] I was just hearing about – what is it? – radical candor and sort of some people hating on it. I was like, “Yeah.” There’s a line to walk or balance. But be you. And if you’re not happy, you need to find a way to express that. And if that can’t be resolved, you need to get out because it’s just going to cause everyone to suffer.

Mike Blake: [00:30:04] And because of that – and believe it or not, audience, this actually does relate to the actual topic – this is actually what we’re seeing is a great pivot. Lots of people are pivoting their lives because they’ve been forced to reckon with things in their lives, personal or professional or both. There’s nothing like being in lockdown with your family for a while to find out if you actually like them or not. I mean, that will send a very clear signal as to what your relationship really looks like.

Mike Blake: [00:30:36] So, I’m curious – I think you have a really interesting answer for this. No pressure – when you decide that you’re going to pivot or the pivot happened, what was the hardest thing for you to leave behind?

Jocelyn Brady: [00:30:52] The first thing that pops in my head is money. Just going ahead, a regular –

Mike Blake: [00:30:57] Money is a thing.

Jocelyn Brady: [00:30:58] The least interesting answer I can think of. It’s knowing I have reliable income. So, I empathize a lot with people who are afraid to leave a job because that’s all you know and that’s what you need. You’ve got to pay the bills. So, that’s one thing. And I think it’s also a form of your identity in a story you had about yourself and what you’re doing in the world, and what you mean to people, what you bring, what kind of value you have. And now you’re at the reckoning, you’re at ground zero, and you have to decide what of those things are still true and what do you want to be true.

Mike Blake: [00:31:37] When you pivoted, did you have any kind of template? Was there somebody that you knew that had done something similar? Or was there an example of a company, individual, or organization that made a successful pivot that made you think, “Okay. There are lessons I can take from this thing.” Or, maybe mentors that helped you along the way?

Jocelyn Brady: [00:31:58] So, when I was first getting up the nerve to put myself out there as brain coach speaker, I found a coach who was previously a copywriter and transitioned, made the pivot to become a creative director. And I thought she’s going to understand what it’s like, not just making a transition, but also we have very similar backgrounds, and to just understand this world. So, working with her was instrumental in just having that empathy and also a really good coach. So, that gave me even more confidence of like, “Okay. I found a good coach and it’s continuing to change my perception.” Also, now I’m putting myself out there, so this is working.

Jocelyn Brady: [00:32:52] Her name is Hilary Weiss. She comes to mind immediately. And then, as far as what I was doing exactly, I felt like it was a bit nebulous. Jeff Chrysler is one of my favorite humans. He is a writer. He started as a lawyer and then he decided to become a stand-up comedian. And then, he got into behavioral science. And he now works in a company, quite a big one that I’m losing the name of – J.P. Morgan. And so, people like that who didn’t follow a linear path. Because it’s very difficult if you don’t have a blueprint. You’ve got to make it up as you go. And it’s just nice to see other people who’ve done that.

Mike Blake: [00:33:41] Now, I asked you earlier about what you had to let go in order to pivot. I wanted to ask the flip side of that, what did you take with you? What was valuable that you made sure from your previous experience you’re going to take with you to that next journey?

Jocelyn Brady: [00:33:58] On the very tactical, level writing skills. Everybody needs them. Storytelling and writing skills, because no matter what you do, no matter where you go, you’re going to have to learn how to communicate it and tell a good story. And so, that is lifelong. And it’s always going to be a part of what I do and who I am. And I think the courage to step out into unknown places.

Jocelyn Brady: [00:34:31] I grew up on an active volcano. When I was seven, my house burned down. We were homeless. And so, I think from an early age, after my parents split, this is a very early age of learning resilience or rebuilding and having a perspective that things can disappear. Nothing will last forever. But you will be okay or you’ll be dead. And maybe you’re still okay when you’re dead. But you will figure it out.

Jocelyn Brady: [00:35:02] I love that quote by Oscar Wilde, it’s like, “All of us are in the gutter, it’s just some of us are looking up at the stars.” And I think that it’s like you still have somewhere to go and keep going in that direction. There’s no rush or race or anything. And it’s important to kind of watch your step sometimes. But I love that notion of just keep looking up at the stars.

Mike Blake: [00:35:28] So, I know my listeners are going to kill me if I don’t ask this question. Where was this volcano that you grew up on?

Jocelyn Brady: [00:35:36] Oh, yeah. The Big Island of Hawai’i. And I haven’t been back since 2018. There was another eruption that displaced my dad again, so he moved to Maui to a town called Haiku, which is great because he’s been writing haiku for longer than I’ve been alive. Yeah, that’s my upbringing.

Mike Blake: [00:35:56] Okay. Interesting. We sort of forget that Hawai’i basically is a chain of volcanoes.

Jocelyn Brady: [00:36:03] Yeah. There’s five on the Big Island alone. And then, you know, I just read they discovered a new one they hadn’t known about before further up in the atoll. I forgot, it’s like three quarters of the size of the Big Island. That’s one volcano. It’s the most massive volcano they’ve ever discovered on Earth. It’s long dead, but they’ve just found it under the sea.

Mike Blake: [00:36:25] I was going to ask, it’s probably not above water. It must still be below sea level then.

Jocelyn Brady: [00:36:28] It’s an ancient fossil volcano.

Mike Blake: [00:36:35] I mean, do you consider yourself having pivoted or are you still in the process of doing that?

Jocelyn Brady: [00:36:45] That’s a great question. I think my answer is yes. Because I think there’s a part of me that wanted to erase and eliminate everything that came before. And it’s like I’m never touching words or writing or doing outsourcing. And then, this project came along. It’s actually currently writing about a women’s sports team. I don’t want to say too much. So, I said yes to it because I couldn’t not say no. It was too cool. It was too exciting. And I knew I would do a good job at it.

Jocelyn Brady: [00:37:25] So, while I said I’m never taking on another writing project, this came in. I think you’re always in motion. So, the pivot could be kind of like you go back over here for a bit. And you look over here and it’s a new direction, but there’s some things that I’ll still take with me.

Mike Blake: [00:37:46] Are there new skills that you’ve had to learn maybe that you weren’t expecting or maybe you didn’t expect to have to study so much in order to make this pivot to where you’re going now?

Jocelyn Brady: [00:37:56] Oh, man. Marketing yourself. I used to just be the person telling other people what to do. And, now, I’m going to put my own face out there. I think you may have found me from the Tiny Tips video. I think that might have been something on LinkedIn. So, I started figuring it out. Like, “All right. Well, no one’s going to know what you do if you don’t tell them. Hello? So, put yourself out there.” And that’s been a learning curve.

Jocelyn Brady: [00:38:25] And, really, it’s more time consuming than I thought it might be. Let alone, as you know, creating a podcast or video, and just the editing, and the production. And there’s a lot more involved than I think you might imagine at first. It’s not just make this cool little thing and put it out there. No. Being more strategic and thoughtful about the kinds of stuff I’m putting out there and when.

Jocelyn Brady: [00:38:48] So, I’m actually working on a full content plan, which it’s just hilarious to me that I did not do that for myself, but I spent, like, 13 years doing that or helping other people do that. So, I think it’s applying stuff that you might know, but now you have to do it to yourself if you’re in that position of marketing yourself.

Mike Blake: [00:39:07] We’re talking with Jocelyn Brady, Creative Brain Jostler and Brainutainer. And the topic is, Should I pivot? You know, that’s really interesting. I think a lot of us, as we kind of move along in life in our professional lives, particularly if we ever strike out on our own, we do confront the fact that we’re going to find out if everything we’ve been telling other people to do actually works.

Mike Blake: [00:39:39] I have my own single shingle for about three years or so. And that was the narrative I basically told people, “How is it?” And what we’re going to find out, if any of the advice I’ve been giving people the last ten years or so is any good at all, right? And, fortunately, it turned out that it was reasonable. But to be perfectly candid, it was a little disconcerting to sort of confront that because I did sort of internalize, rightly or wrongly, this is not just about me, but this is actually about how I have held myself out as an adviser to other people and still doing that.

Mike Blake: [00:40:18] And if I can’t even make a go of a sole practitioner, then I’m really going to have to take a step back and reevaluate myself. Probably go get a PhD and Old Norse or something and just make a living out of reading Viking sagas or something. That was sort of the fallback plan B. My wife was happy I didn’t go there. So, I can totally see how it’s jarring when, all of a sudden, you’re looking around, “Who am I going to tell to do this? Oh, nobody. It’s me.”

Jocelyn Brady: [00:40:48] Yeah. Yeah. “Oh, God. Is my advice to myself good? Can I live up to my own standards?”

Mike Blake: [00:40:58] So, where is the business? How would you characterize the business now? Tell our listeners about exactly kind of what you do and why you love it. And has it been a good move for you since you did it?

Jocelyn Brady: [00:41:15] Yeah. So, I started with just stepping into one-on-one brain coaching, and putting myself out there for that and seeing how I could make that work. And it worked. And it’s not that I couldn’t believe it, it was just like, “Wow. Fast.” And the reason I love that is – what I like to say is – helping you create what you most want before you die. No big deal. So that, to me, I couldn’t think of anything cooler than helping people create that thing, whatever it is to them.

Jocelyn Brady: [00:41:51] Some people, it’s one person always wanted to start an art gallery, and she did that. One person who wanted to write a children’s book, and she did that. Another person wanted to quit his job, make a pivot into a totally new career and make six figures, so he did that. And it spans the gamut from really personal, sometimes it’s more nebulous. Like, “I just want to have more fun in my life and have a better relationship with my kids, because my business is going really well.” And then, it’s the flip side of, “I’m just starting my business and I want to figure it out and make it work.” That is extremely fulfilling.

Jocelyn Brady: [00:42:32] And then, in the next year, I’m going harder on really speaking in workshops. So, back to doing some more workshops again – I love them – around storytelling, but also around perspective and communication skills and play creativity.

Jocelyn Brady: [00:42:52] And I picked up some speaking gigs this year. I got to speak at the 3 Percent Conference, and – oh, man – it’s so much fun. Basically, it’s a show up and talk story, and sometimes interactive, sometimes more interactive than others. And it’s like going out and being a stand-up comedian without having to put on all the work. Or you don’t have to go to the open mics every single night and no one expects you to be funny. It’s great.

Jocelyn Brady: [00:43:19] As you read in my intro, I absolutely love stand-up comedians. I hosted them. I never did it myself, but they have the most amazing work ethic and are just incredible students and minds. And so, I feel if I can tap some of that in some of the work that I do that I’m also really fulfilled with that.

Mike Blake: [00:43:42] You could do stand-up comedy, I think.

Jocelyn Brady: [00:43:45] You know, I was thinking about if open mics are a regular thing for a while, I might go check them out. I think it’s really good to put in the reps and to feel. A friend of mine actually just challenged me last week. He said, “I will go do another stand-up set if you do it.” And I was like, “Okay. I’m ready to go flail around.”

Mike Blake: [00:44:09] Jocelyn, we’re sort of running out of time here. I want to be respectful of your time. There are probably topics that we might have covered that our listeners wish we would have done so, but didn’t. Or maybe they would have liked us to go deeper on something that we did talk about. If somebody wants to follow up with you for more information, can they do so? And if so, what’s the best way to do that?

Jocelyn Brady: [00:44:31] Yeah. jocelynbrady.com. jocelthem, J-O-C-E-L-T-H-E-M, like them, not you, not us, on Instagram and YouTube. Also, what else do I got for you? LinkedIn, Jocelyn Brady.

Mike Blake: [00:44:48] Well, that’s going to wrap it up for today’s program. I’d like to thank Jocelyn Brady so much for sharing her expertise with us.

Mike Blake: [00:44:54] 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. Also, check out my new LinkedIn Group called A Group That Doesn’t Suck. Once again, this is Mike Blake. Our sponsor is Brady Ware & Company. And this has been the Decision Vision podcast.

 

 

Tagged With: Brady Ware & Company, Brain Coach, career pivot, career strategy, coaching industry, Decision Vision, Jocelyn Brady, Mike Blake, pivoting your business, Scribe Story Studios, storytelling

Sean Glaze With Great Results Teambuilding

January 5, 2022 by Jacob Lapera

seanglaze
Cherokee Business Radio
Sean Glaze With Great Results Teambuilding
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This Episode was brought to you by

The Innovation SpotAlma Coffee

 

 

 

 

Sean GlazeSean Glaze, Author and Speaker at Great Results Teambuilding

Sean Glaze is an expert at helping leaders create exceptional team cultures. His programs inspire your people to laugh together so they can have more success working together. Sean’s four books, The Unexpected Leader, Rapid Teamwork, The 10 Commandments of Winning Teammates, and Staying Coachable are entertaining parables with powerful take-aways for building and leading great teams!

As a successful coach and educator for over 20 years, Sean gained valuable insights into how to develop winning teams – and founded Great Results Teambuilding to share those lessons with smart team leaders… Sean’s engaging conference keynotes and interactive teambuilding event programs equip and inspire the individuals on your team to be Winning Teammates!

SEAN-GLAZE-LOGOConnect with Sean on LinkedIn and Twitter.

 

 

 

This transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: [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.

Stone Payton: [00:00:23] Welcome to Cherokee Business RadioX Stone Payton here with you this morning, and today’s episode is brought to you, in part by Alma Coffey, 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 and go visit their Roastery Cafe at thirty four point forty eight Holly Springs Parkway in Canton. As for Harry or the brains of the outfit Leticia? And please tell them that Stone sent you this could to be a fantastic show, and I think we’re going to wrap the season with this show. We’ll go dark for a couple of weeks and enjoy family, but please join me in welcoming to the broadcast with great results Team building speaker, author, coach all around. Fantastic guy, Mr. Sean Glaze. How you been, man?

Sean Glaze: [00:01:18] I am fantastic, Stone. Glad to join you today and hope we can share some stuff that your audience can take away and implement with their teams.

Stone Payton: [00:01:24] Well, it’s so great to have you back on the Business RadioX microphone. We should have been doing this a lot more. It’s been too long. I’ve so been looking forward to to catching up. I want to ask you a little bit more about mission purpose of great results team building, and I want to talk about staying coachable. Sean’s got a new book out called Staying Coachable. But before we dove into that, yeah, give us a little bit of a primer man mission purpose. What are you out there trying to do for folks?

Sean Glaze: [00:01:53] Well, Woodstock is where I probably got the start. That should have been a better start. And my background for those that haven’t known great results, team building or have not had the opportunity to work with yet. My background is as a high school basketball coach, and that’s how I started working with teams and as a young basketball coach, you go in, you get that very first head coaching job and you’re full of excitement, enthusiasm and expectations. And man, I was pretty convinced I knew what I was doing until you take over a team that that hadn’t been super successful and then you end up having a far less successful season than you expect. And and that was despite all of this great stuff that I had. That was the X’s and O’s and the skill sessions, the individual improvement and all the strategy. And I realized with the help of an assistant coach that the problem that we were having in our basketball program is honestly what I’ve been working with leaders to help improve in their programs and organizations across the country in terms of corporate work. And that is so often team performance issues are something we try and address with strategy, and I extend owed myself into thinking that I was a really good coach. And it turns out being a great leader and leading a great program and a more positive, profitable organizational culture has very little to do with strategy and everything to do with those connections and the commitments that you can gain from getting people to be enrolled in and really engage with a mission and each other.

Stone Payton: [00:03:24] What an epiphany. And that’s a very different frame than I’m accustomed to. As you may remember, I grew up in my early years as the son of a high school basketball coach. So, I mean, if I’ve heard it once I’ve heard it a thousand times fundamentals, son fundamentals and a thousand other phrases like that. But what a marvelous frame that how how long did it take for you to to evolve into this pattern of thinking,

Sean Glaze: [00:03:51] Oh man, I probably was very full of what I thought was confidence for the first eight or 10 years. And you know, confidence is thinking you can help. Arrogance is thinking you don’t need help, and I think that for way too much of my early coaching career, I was through male ego or whatever else convinced that I had figured it out because I had focused so much upon that strategic part. Yeah. And it turns out as I figured out much later, and I’d like to admit that that culture will always determine how well your strategy is executed

Stone Payton: [00:04:27] So you’re not on the gym floor anymore. Or maybe you are at times I. But so but your career is invested in coaching consulting. So tell us about the work now. What’s the expression of the work now? Yeah.

Sean Glaze: [00:04:40] Well, I realized after I had some success focusing upon culture and seeing teams turn around, not because we change strategy, but because we changed the dynamics of our team culture and interactions and focused upon those values and what behaviors define those values and building expectations and standards and having one on one conversations and all the things that I think that sometimes as leaders, we find ways to neglect because we want to focus on the strategy. Yeah. And people will invest resources and time and strategic planning. And then that ends up being sabotaged because they’ve not focused on and invested in culture in those interactions and the communication and the collaboration that’s going to allow that strategy to succeed. And so when I figured out that what we were doing as an organization, as a basketball program. After we focused upon culture with so much more successful than when we had neglected it with my head in the sand thinking I had it all figured out. Then I started to to think about, Well, how can I help other people? Because ultimately, I think you and I and most of the business leaders that are listening. You know, when you find some success, the next step is significance. How can actually help to share these lessons with people who are on the path that I was on previously? And keep them from face planning? Excuse me, thinking about to sneeze?

Stone Payton: [00:06:07] No worries. This is a real interview. This is not but.

Sean Glaze: [00:06:12] But but then I started. I think that I sent quite possibly the most hideous flier that was ever created out to about 100 different basketball programs, you know, colleges and universities around the southeast and had some people reach back out and went and started working with athletic programs and basketball teams and soccer teams and volleyball teams. And then I realized, well, the same stuff that helped us in locker rooms and helped other coaches and their locker rooms would probably help people in conference rooms and boardrooms and classrooms. And so put together a pretty ugly website about 12 or 13 years ago and and did the same thing with fliers for, you know, some companies and and those half and full day team building events ended up being something that had a huge positive impact, not just on those teams for a few days, but obviously you kind of those lessons and and personal awareness kind of insights that help to improve their productivity and interactions and team culture, you know, for for an extended time. And so that’s how great results team building was, was actually hatched, was taken some of those lessons and then transferring them from our locker room into, you know, conference rooms and into organizations now get a chance to work across the country with leaders to help them to build more positive and profitable team cultures.

Stone Payton: [00:07:34] So I got to ask you because some execs, I believe this has been my impression and I’ve been one of them all, but roll our eyes sometimes when we hear the word team building. So the whole sales and marketing positioning like I have no doubt if you get to have the conversation with an exec that’s all handled, but that’s a challenge. Surely?

Sean Glaze: [00:07:55] Yes. Oh my goodness. You know, and a lot of the time, you know, and I’ve since transitioned and I’ll still do in the team. Building half or full day events are a catalyst opportunity to to build some awareness that you can then move forward because team building is an ongoing commitment, not just a one day activity. Yeah, but I was absolutely that guy because as a young teacher and coach, I remember the second year I was a teacher. The principal that I was working for brought in a couple of people who were under that umbrella of team building. And those of you that can’t obviously see, I’m used.

Stone Payton: [00:08:28] Yeah, we’ve got the air quotes going on here because

Sean Glaze: [00:08:30] Team building is this unbelievably nebulous umbrella of stuff that a lot of times has very little impact. And there is absolutely reason for people to cross their arms and roll their eyes. And when I work with organizations and do one of those events, I’ll oftentimes start, OK, when did you see on the agenda that you had team building? How many of you rolled your eyes and thought, Oh my goodness, what are we in for? Because I was that same guy, I was the one that was sitting back with his arms crossed. What have I gotten myself into? What are we going to do over the next few hours in terms of waste and time? I got other things to do, et cetera. And so my focus is always been and finding ways to make it far more relevant and impactful because I think that there’s two types of team building and what you and many other team leaders and organizational leaders have unfortunately experienced is recreational team building, which is let’s go spend a little bit of time together. Let’s have a little bit of fun. Let’s do something. But it very rarely has a lasting impact upon team performance and behaviors because culture is just repeated behaviors. So how do you change behaviors? We need to change people’s beliefs which lead to those behaviors, and our belief is always based upon our awareness. What we’ve experienced. And so if you want to change people’s behaviors, you start with giving them an experience that affects their awareness, that changes their belief because our behaviors are always going to be a result of our beliefs.

Sean Glaze: [00:09:55] So if you can give people a shared experience and change some of that awareness about how what they do impacts others and influences others in terms of the quality of interactions, then you do begin to see an impact. Because if I care about a goal and if I care about the people and get to know a little bit more about the people that I’m working with to achieve that goal, then the accountability that comes with keeping up my end of the expectations that a team sets, that accountability is almost always the result of the empathy I feel because I care about the goal and I care about those people. So there’s a huge difference between recreational team building, which is, let’s go bowling, let’s play laser tag. Let’s go do something in terms of building a bear, putting together bicycles, which are again. You positive and can add some value, but I think that intentional team building gives people a chance to experience activities that really focus upon specific issues that a team or organization are dealing with in terms of, you know, establishing and building and strengthening trust with coworkers and with clients. What does it mean to be more accountable? How do you actually build into your organization some feedback loops that actually really improve and help people to stay coachable? Those are the things that I think have had an impact that have resulted in a lot of referrals because it’s not what people expect.

Stone Payton: [00:11:13] I’ll bet. And so part of the solution, and I recognize that it’s far more complex than this, but it sounds like maybe a fundamental part of it is some sort of shared experience. But but want to hear you speak more directed at what’s actually going on in their world, not just a recreational shared experience?

Sean Glaze: [00:11:35] In any time you can get a group of people together and they can share an experience. You know, when I’ll have those initial conversations with a prospect who will call as a client, hey, we’re dealing with the situation and we know we need something. In most of those calls, 90 percent of the calls that I’ll get are emails that I’ll get. As far as an inquiry are people that know that they need something that their culture is missing something, but they don’t know what they need, right? And so they reach out. And again, I’m sure I’m one of those people and there’s a whole host of other people that operate under that umbrella of team building. And so when people reach out and not knowing necessarily what they need, but knowing that there’s a gap somewhere they really need to fill to change the productivity and results that their team are getting when they do happen upon great results, team building and have an opportunity to have those conversations. It really is about creating an experience and the team building activities are in the challenges and the whether it’s a paired situation or a group of or a whole group or even individual activity. You have and work through in the midst of those half or full day events are an opportunity for them to experience something that changes their awareness and understanding of how their behaviors impact others because there’s always a ripple effect. And that idea of once my awareness change, then my beliefs begin to change. And maybe that’s about understanding and appreciating the background and, you know, strengths and desires and circumstances of a teammate that I haven’t had the chance to connect with. And collaborations always going to improve when I’ve built a stronger relationship that’s going to allow us to to have a connection that’s strong enough to support the weight of truth when it matters.

Stone Payton: [00:13:15] Oh, I like that. You’re going to hear that again. I might repeat that, and I may or may not give you credit, John. I don’t know. I love that strong enough to support the weight of truth when it matters. Yeah, look for that in future stone publications. No, I’ll I’ll credit John. So you must surely and I realize every situation most is probably unique, but surely you must see some things over and over. Maybe some patterns over the years, some some common mistakes or blind spots. You don’t like me. I’m the number two guy in a pretty successful media company, and I run the studio here in Woodstock, Georgia. I’m sure there’s even though I might be well-intentioned, even though I’m fairly well-read on some of these topics and I get to interview experts like you, there’s got to be some blind spots and some things that you just see over and over to some of those come to mind just kind of make us more aware

Sean Glaze: [00:14:06] That, no, I’m thrilled the chance, because that’s something that I wouldn’t have understood early on when I first started working with teams a bit over time, over the last eight or 10 years, you realize that there really are those recurring issues and challenges that are the result of people being against teams or teams because they’re always made up of people. So whether it’s a basketball team or whether it’s a business, yeah, those teams are always going to experience one of probably five major issues and know again my website you’ll see you. There’s five things that you need to build a great team. They use that kind of cheesy acronym great because it helps people as leaders to walk through the process of what it means to build a really effective team culture. And if you’re looking, you kind of thinking about the word great there on your whiteboard g is going to be four goals. Have you defined the goal and the mission and the purpose and what it is we’re here to accomplish together? What is our compelling common? Why? And then the R is going to be for relationships. Have you actually taken the time to invest in relationships among your people in between your departments that allow the collaboration to occur when it needs to? And those are the two most important parts, because if you’ve established meaningful, compelling common goals and if you’ve built stronger connections and relationships that opens the door to the last three, which r e is going to be first setting expectations, what are our standards that we’re going to operate by? What is that new for the last 18 months? What is our digital communication? Plan, how are we actually going to commit to communicating with each other to make sure that we maintain connections and productivity? Yeah.

Sean Glaze: [00:15:41] And then after those expectations, you have accountability and accountability is a place where a lot of times people will call it. You know, we’re having an issue with feedback or people aren’t accountable. And again, I think accountability is almost always a result of a lack of empathy or a presence of empathy. And you build empathy by getting people to buy in to a compelling common goal and to building relationships. Because if I care about the goal and I care about my people, I’m going to live up to those commitments that I’ve made when expectations were established. So it really becomes a system and a process where you need to know why you’re there. You need to know who you’re with. You need to know what the expectations are. And that leads to far more positive accountability. And then finally, and I think sometimes what people end up forgetting about is to make sure you’re thinking people to make sure that people feel seen and valued. So you’ve got that acronym great in most every conversation I’ve had with a leader, whether it’s coaching or working with them to establish a program or a speaking engagement or a teamwork event has been an issue with one of those five parts of the puzzle.

Stone Payton: [00:16:45xGjpCYwjcFg8yytjgvE4iUzM7EZxqAUQT4c1bGz4uXUJKRrK3ZCac7zsfWbA6fdnHYDZDXpbo86LkfSrWmkWptV9fvM6z a while, and I think he may be a mutual friend who wrote a book on personal accountability the cube q, the guy by the name of John Miller. You’re nodding your head. So we both we both know

Sean Glaze: [00:17:01] John John is fantastic. He actually wrote one of the reviews for my most recent book. He’s just been wonderful. And again, I’m a huge fan of Cube. Q. The whole idea of personal accountability is so important to every organization.

Stone Payton: [00:17:14] So shout out to John Miller, author of Cube Q John. I’ll send you an invoice for the four for the end, but I’m having fun here visiting with Sean. We’ve got to get you on the air for too long, John. All right, so let’s talk about your book Staying Coachable A story with four questions to help you thrive and change. Keep climbing and enjoy relentless improvement. Not your first rodeo. This is your third fourth book.

Sean Glaze: [00:17:45xGjpCYwjcFg8yytjgvE4iUzM7EZxqAUQT4c1bGz4uXUJKRrK3ZCac7zsfWbA6fdnHYDZDXpbo86LkfSrWmkWptV9fvM6z leaders to really be more effective. The first one was rapid teamwork, which is really and they’re all parables. Rapid teamwork is really that framework of the great team culture and kind of walk in a group of people through that in the midst of kind of an adventure and experience that they’re having the most recent before staying coachable was the Ten Commandments of winning teammates. What does it mean to be a winning teammate? How do I become somebody that others want to work with that has more of a positive impact on my team? And we’ve all had those winning teammates we’ve worked with in the past. Who’s the best teammate you’ve ever had? When you think about that, there’s probably a person who’s not yet pops up and you think about the traits that they, you know, they showed. Those are the things that you really appreciate that other people want to see out of you. And obviously, you know, most recently, is staying coachable. My background as a basketball coach, stone is is something you can imagine that as a coach, not every player or athlete that I had the pleasure of trying to develop was always coachable. You know, they had they wanted to get better their way, not necessarily the right way. They wanted to do things. You know what? It was comfortable instead of making a commitment to actually do something differently. And so when I was having conversations with leaders across organizations throughout the country, that was one of those issues that came up not just in terms of accountability, but buy in.

Sean Glaze: [00:19:07] And you know, you might have noticed over the last 18 to 20 months, there’s been a pretty huge shift with Kobe, whether it’s remote workers or, you know, circumstances where people are having to change the way they do what they do. And that’s not comfortable for a lot of people. And there’s oftentimes been much like when I was trying to help somebody, you change how they’re shooting a free throw. Leaders have issues with people who are maybe you’re pushing back a little bit and resisting the changes that are necessary for their businesses and teams to succeed. And maybe that’s, you know, a merger and acquisition. Maybe that’s, you know, adopting a new type of platform or software that’s going to make us, you know, be able to move forward as a team or organization together. But when people resist, it’s largely because, like I did when I was a young coach, you have leaders who are commanding and controlling instead of connecting and staying curious. And I think that staying coachable is a book is really about that shift, which gives you so much more impact and influence of rather than commanding. Can you begin to stay curious? Can you begin to use questions to let that person you’re wanting to improve, not just recognize where they want to be and where they are? But once you create that gap to have that desire to improve themselves because they see the benefits of it.

Stone Payton: [00:20:30] I love that you quote C.S. Lewis right there in the beginning of the book. I’ll say that. Because I want you guys to get your hands on your own copy of this book, you chose to do this one in a story form. Yes. Each of my

Sean Glaze: [00:20:44] Books, each of my books has been a parable, and I think that there’s so much more digestible. They’re pretty easy reads, you know, one hundred and fifty two hundred and sixty pages, it’s easy something to pick up at a bookstore off Amazon and carry with you on a flight somewhere. Perhaps if you’re able to do that now, I know we’re just kind of getting started back.

Stone Payton: [00:21:00] Here’s a tip guys buy two copies if you really if you if you want, here’s what I do. I like to do. I like to buy two copies and I leave one on the plane. Now, for all I know, it’s, you know, it gets in some big pile at Delta, I don’t know, but I always felt like it was a way to pay it forward, right? I can guarantee you I’ve left some John Miller books like that.

Sean Glaze: [00:21:21] And giving away his gifts is always one. Yeah, but but the idea of learning in the midst of the story, some of the insights and takeaways and questions that you can use first with yourself and then with your team to help to move yourself forward and to not just, you know, survive and change, but how do you thrive? How do you really you create that clarity of where you want to be and where you are and where is the gap in between and create the humility and the really are kind of four different steps to that process of staying coachable. But it all comes under. And you’ll appreciate this. You know, staying coachable will be what does it mean to be coachable? Yeah. Well, being coachable, I think, includes two things wanting to be better and being willing to change. Now, when I talk with groups and I say, OK, who here wants to be better? Every hand goes up, everybody wants to be better, whether that’s athletes or businesspeople or salespeople or, you know, whatever the team is, wherever the organization is, where the industry is, we all want to be better. But it’s the second part of that definition that people get tripped up on. You know, when you ask them the second question, all right, raise your hand if you’re willing to change. We see fewer hands. And so that idea of seeing change as something that is positive and something to be enthusiastic about, and some of that’s going to help you to progress and to benefit from, I think, is where the four questions come in and these four questions that a father and son learn in the midst of kind of their correspondence with this wise mentor. The four questions that they learn help them to improve themselves by answering the questions and kind of leading themselves through that process.

Stone Payton: [00:23:01] Wow. So are we giving away too much if we bring up one of the questions just to give us some context for this?

Sean Glaze: [00:23:09] It will if the first part of any journey is hunger and I’ll use kind of for ages and its hunger and its honesty and its humility and then its habits, and each of the sets of questions are really based upon engendering a curiosity and answer for hunger, for honesty or humility, for habits. I think the first question that they are asked is the most important that very simply again, simple questions not always easy to answer, right? What specifically do you want? What do I want out of what this change is maybe making available? And I think that idea of clarifying what you want leads to the next set of questions, which largely are based upon where are you now? And I think that sometimes that’s the most difficult part, as we can sometimes identify what we want and what success is going to look like. The difficult part is looking in a clear mirror and instead of excusing away our numbers, you know, you’re kind of making you the mistake of blaming circumstances or other people. When we take that personal accountability and we really look at our numbers without excuse or explanation, and we realize here’s where I am now, it’s the gap between where we are now and where we want to be. That creates the opportunity for humility. And I think that, you know, the issue that I had as a young coach, the issue that a lot of people who may have hired a coach but aren’t always appreciating and applying those insights and ideas is largely because we’re not humble because ego gets in our way. Yeah.

Stone Payton: [00:24:45xGjpCYwjcFg8yytjgvE4iUzM7EZxqAUQT4c1bGz4uXUJKRrK3ZCac7zsfWbA6fdnHYDZDXpbo86LkfSrWmkWptV9fvM6z do people resist change, particularly when it’s like pretty logical? We need to move in that direction? There’s just something just so basic. I’m curious on your thoughts about why people resist change. I mean, why is it? Why is that just a natural reaction so often?

Sean Glaze: [00:25:11] I think that arrogance leads to those annoyed looks and the eye roll when you receive advice, and we’ve all received advice that we didn’t appreciate, right? And so recognizing that, you know, advice and feedback is always a gift. You know, we’re going into Christmas season now, and we will likely all of us have that, you know, kind of Uncle Louis who’s going to give us a gift that we know are not

Stone Payton: [00:25:38] To use,

Sean Glaze: [00:25:40] But when we receive the gift. The question is, how do you respond? And when Uncle Louis gives you that box and you know, it’s going to be the scarf you’ll never wear or the socks, they’re going to be hideous or whatever that thing is that you would never use, you’re still going to say thank you. And so receiving all feedback and advice and saying thank you, I think is important. The second part of that is to just like we recognize Uncle Louis may not be the best gift giver. There’s also somebody in your life that you know, has an understanding of who you are and where you want it to go and what you’ll appreciate. They give great gifts. And then when you say to thank you, you’re not just mean to get, but you’re not going to appreciate it, and then you’re probably going to apply it and use it. And I think that feedback and advice is much like that. You need to be very sure a of where you want to be. What does that destination or hunger? Part two, I think, is what inspires humility, and that is once I acknowledge where I really am, once we as a team acknowledge, here’s our numbers.

Sean Glaze: [00:26:45xGjpCYwjcFg8yytjgvE4iUzM7EZxqAUQT4c1bGz4uXUJKRrK3ZCac7zsfWbA6fdnHYDZDXpbo86LkfSrWmkWptV9fvM6zthis room. If I’ll accept and acknowledge this is what I am and where I’m at right now. Then you have to recognize that there is a gap between those two places and it’s the gap between where you want to be and where you are. That opens the door for people who would otherwise not be humble to recognize that they do have a weakness and they can’t necessarily get better their way because if they could get better doing what they’re doing, they would already be there. And so that’s what opens the door to those conversations about, you know, what do you need to do differently? What is it that is the weakness that you do need to acknowledge? And then when you acknowledge that weakness, then you can seek out the mentor that’s going to give you the gift that you really can apply.

Stone Payton: [00:27:27] So on this hunger thing, a couple ideas kind of surfaced for me as you’re just this is very helpful, by the way. By the way, guys, if you ever want like a good deal on books or sometimes free books and you want free consulting, get yourself a radio show, man. It’s a marvelous way. But now this this this idea of of hunger, a couple of ideas, a couple of things come to mind for me. One is in my my the example that’s coming to mind. I got a marketing degree and so I rarely went to class and I got pretty good at pool and really good at table tennis. Much better than you might think. Now when I say really good, I mean, really good for, you know, southern Alabama. You know what? I traveled to South Florida and some other places. I found out I wasn’t as good as I thought, but there was a transition where a gentleman, you know, I played with the old sandpaper paddle or whatever, he talked me into using a different type of some different equipment and taught me a completely different way to stroke the ball. Well, I was really good, you know, I thought and then when I started doing it his way, I was really not good for a while. And then I, you know, I kind of had this dip thing, but I wanted to be really, really good. Bad enough, I was willing. To be a bad for a while, can you can you speak to that? That’s part of this hunger

Sean Glaze: [00:28:53] Thing, right? I think that is such a tremendous example, and I wish I had a personal story like that that I could use in my keynotes because I think that that really does speak to the experience that most people have as they’re looking forward down that path of I want to go from good to better. I want to go from better to great. I want to go from great to better because better is always going to be, you know, that next step. And sometimes we get complacent. I think that’s when people stop being coachable is they become complacent, they get comfortable camping somewhere instead of climbing to the next summit. Hmm. And so the idea of, you know, what does it mean you to be willing to live through that dip before you can make that next rise to the summit? You know, I think that it’s really. Important as a leader and as a teammate to recognize that. You have to be willing to be bad long enough to be better. And I think that if you’re learning from a mentor who you know has been successful and lead people to summits previously and enjoyed those summits himself or herself previously, then that’s quality advice that you can follow and you can trust their previous results. But even somebody else’s previous results are going to lead you into that early dip before you begin to ascend. And you know, I remember when I was teaching my son, you had dribbling the basketball or whatever that might be in terms of the basketball analogy. Everything that I would talk to my players and athletes about is, again, you’ve got to be willing to be bad long enough to get better with, you know, when Steph Curry started shooting, he missed a lot of threes. Yeah, but he was willing to miss enough that he got better and started making. And I think that that idea of giving ourselves permission to be bad long enough to get better is what allows us to climb that next hill.

Stone Payton: [00:30:43] So I guess part B of that, so very helpful. It helps me process it from individual achievement, individual effort, how to approach change, make sure I really do want it that bad and if not, then OK, be honest about that with myself. Don’t pursue it. But if you’re really serious about this stone, you’ve got to kind of you’ve got to work yourself to the trough. So part B of that was my my second thought was as coaches of our organizations, as leaders of our organizations, we it would be helpful if we were more prepared to coach other people through that dip and not well. And because this has happened, I’ve seen don’t sell them on the idea that there won’t be a dip. That’s because I think it’s easy. Oh yeah. And until this is going to be great, right? Do you see that people try to sell them like there’s going to be no dip,

Sean Glaze: [00:31:32] It’s all going to be sunshine and 70 degrees and beautiful. And and sometimes there’s going to be a storm in the midst of, you know, those those experiences. And so, yeah, I think that as a leader and it starts with yourself, you know, every change initiative begins with a leader being willing to change. Yeah. And so I need to expect and be aware of it, acknowledge that I’m going to experience a dip and can I live through that and continue to stay consistent? And you know, oddly enough, that’s the fourth part of the book is, you know, if you’ve identified the hunger and if you have been honest about acknowledging a clear mirror of kind of where you are and you know, what is your current honest situation? Humility is the next step, because there’s going to be some Hillary recognizing the gap between those three, between those places of where you want to be and where you are. Well, once you’re humble and you get that advice and you find that mentor and you get the information that you know has been successful or will lead you to a better place.

Sean Glaze: [00:32:33] Knowing that doesn’t change anything as a leader, as an organization. Things only change when you do something differently. And so the last part of that is, you know, what are you going to do differently? What are those habits that you’re willing to commit to and stay? Because again, intensity is nice. But if I were to work out really hard for one day, that’s not going to change what I’m looking like. If that consistency over time and as a leader, we’ve got to be willing to commit to the things that we were humble enough to accept his advice. And once we’ve identified that path, we’ve got to walk it consistently instead of, you know, thinking that you. It’s going to be easy because I think that it is that process that’s going to be a dip and for us to not just acknowledge ourselves as leaders, but for us to make sure that our team understands and is given permission to be bad long enough to get better. There’s always that transition from what we’re doing now to what we want to do better.

Stone Payton: [00:33:25] So when I come across a book like this, I don’t just see a good, interesting read over the holidays, although it certainly will be. And, you know, if nothing else, I just act like I’m reading sort of some of the family to leave me alone. But no, I will thoroughly enjoy reading this over over the holiday. But this kind of book strikes me, if it’s used properly, that it could be a real strategic resource. It could be more of a more of a tool, a personal development tool and a leadership tool. Insights counsel on what? What can we do as leaders or as individuals to get the the most value out of the book is there are certain ways we should go about reading it and trying to apply it.

Sean Glaze: [00:34:04] And I think the the first and most important change occurs internally and again, all habits. This is one of the few quotes from part of the book. Habits are external evidence of internal commitments that we’ve made. And so as a leader, we need to demonstrate through our habits that we’ve made a commitment to move ourselves forward. But the next part of that is how do we get our team to buy in and to understand and to not resist that change that we might see is necessary for the next level of success in our organization? And that goes back to not commanding and controlling but asking questions. Questions are the way that you engage people. And if I can get you to digest this question and to come up with your own answer. That’s the power of the book is really introducing not just the process, but what are the questions you can use first with yourself and then with the people on your team to help them create the buy in internally that’s going to lead to their behavior change.

Stone Payton: [00:35:01] All right. So help me think this through because I absolutely screwed this up 20 years ago. A marvelous mentor of mine and John Miller, who we mentioned earlier, a gentleman by the name of Steve Brown wrote a great book called 13 Fatal Errors Managers Make and How to Avoid Them. Just, I mean, just chock full of good solid wisdom about about leading people. And the first time I had a team outside of the fortune group was the name of that company where I was leading. I just thought, Well, that’s the magic pill. I’m going to mail everybody a copy of Steve’s book. Well, when a book lands on your desk with no explanation and it says 13, failing that anyway, that didn’t go over well. But and I got to believe there must be some way like for my team I’ve got I’ve got one in twenty nine markets now. I got 19 studios, I got a dozen plus studio partners doing what we’re doing here and I’d love I’d love to to tap into and benefit from the power of something like this. But I’m getting the idea. If I do it right, don’t screw it up. We could all sort of dove into the book process. Yeah. Your thoughts on that?

Sean Glaze: [00:36:10] Yeah. And I think that that’s hopefully the power of the book and there is a great results team building. You can find the book, you can find the book on Amazon. But more importantly, on my website, there’s free downloadable application guide that you can use not just first individually, but then with your team when I speak on the book. Each member of the audience gets a card that has those questions for them to answer in the midst of the moment to go back, because I think it’s important first for people to have time to consider because again, you simple questions don’t always lead to easy answers, and so it takes a little bit of introspection and personal time to really be clear and thorough and honest about answering those questions for ourselves and then bringing that to a team conversation. And what does that mean to us collectively? Because I think absolutely that any change initiative is only going to be. And I think that there’s some research out in terms of change that 70 percent of change initiatives fail. And largely that’s

Stone Payton: [00:37:04] Because it doesn’t surprise me, but out

Sean Glaze: [00:37:07] Because the manager or the leader hasn’t done a really good job of creating. Buying and buying doesn’t always occur at the very first, you know, people will buy in at different points along that process once they’ve seen some results, once they’ve had the chance to process the questions that allow them to be a more engaged part of the change or wanting to create

Stone Payton: [00:37:26] Now this whole change thing. It’s a murky mess, right? You’re dealing with people they adopt or don’t at different rates. They see things differently. You’ve got to communicate differently. Some of them think it’s a marvelous idea and in reality hits. And, you know, and then some of them are pessimistic as hell, but then they get in there. I mean, this is this whole thing of managing change. It’s a big, hairy book.

Sean Glaze: [00:37:52] And I remember again, so much of my experience again, you hearken back to as a basketball coach, right? Right. And we’re going to do things this way, and this is what you need to do.

Stone Payton: [00:38:02] New sheriff in town.

Sean Glaze: [00:38:04] And and again, you’re talking about you. 15. Eighteen year old kids that even then as I was working, you would sometimes see some resistance and maybe it wasn’t outwardly like you’d get with you adults or people who are a little bit more willing to share their thoughts and concerns. Right, right. But they didn’t necessarily buy in. It was something that I realized as I became a better leader that when I would have those one on one conversations and we implemented that as part of our team culture, that for me to have those conversations once every couple of weeks with every member of our team. And you can’t do that with 300 people, but you can do that with 10 to 15 people every couple of weeks. You list your schedule 10 or 15 minute check in. Want to know what’s going on with you and your family? How can I help you? How can I support you? And then you can ask some of these questions because it’s through those conversations that you build trust and that you begin to get a better picture of what they’re experiencing. And if you can feel what their perceptions are and what their fears are and what their challenges are, then you as a leader can address them a little bit more effectively.

Stone Payton: [00:39:05] What incredibly rewarding work this has to be, you must really thoroughly enjoy the work now.

Sean Glaze: [00:39:12] Well, it’s when you have that opportunity to work with leaders who are struggling in some way and to give them a little bit of confidence and a little bit of a of a sense of the clarity of a process that they can follow, whether it’s in terms of building a culture, helping to implement some type of change. Again, it’s still something that, you know, people don’t like fog. And if you can give them the benefit of clearing away some fog because I had to live through fog and I had to make those mistakes myself. And you know, if I made a mistake as a basketball coach, we would lose a game or a few games, and there weren’t necessarily large stakes. We weren’t losing millions or billions of dollars that as an organization, if you’re implementing change or if you’re having issues with your culture, it absolutely affects livelihoods. And so to be able to give people that toolset or that set of insights that makes them more effective as leaders or teammates is something that I absolutely enjoy.

Stone Payton: [00:40:06] Well, you also I was going to say, strike me as that’s no. I know for a I just know I feel it in my bones. You’re the kind of guy that would take this book periodically, if not daily thumb through here. And you’re like, dead gunman. I’m really falling short on this. Like, it’s not like you feel like you’ve just totally conquered all this stuff, right? I mean, that’s part of it.

Sean Glaze: [00:40:27] No, I’ve got it all figured out because I’m sitting at the top of the mountain. Oh, goodness, no. And I think that that’s part of what comes with some maturity is a willingness to acknowledge, my goodness. What what a knucklehead, ignorant dude I am because I’m still in again. The more I can learn, the more hungry I am, the better I can be for the people that I serve.

Stone Payton: [00:40:45xGjpCYwjcFg8yytjgvE4iUzM7EZxqAUQT4c1bGz4uXUJKRrK3ZCac7zsfWbA6fdnHYDZDXpbo86LkfSrWmkWptV9fvM6z hands on the book and also if they’d like to have a conversation with you or somebody on your team to talk about some of these topics. Whatever, whatever you think is appropriate in terms of LinkedIn, email, whatever website, and let’s make sure they can get their hands on this book.

Sean Glaze: [00:45xGjpCYwjcFg8yytjgvE4iUzM7EZxqAUQT4c1bGz4uXUJKRrK3ZCac7zsfWbA6fdnHYDZDXpbo86LkfSrWmkWptV9fvM6zto do so. I’m available as a resource, whether it’s through email or you just you brief conversations you can. You set up via Counly that there’s a link on my website at Great Results Team building the book itself. I know we’re discussing staying coachable is something I’m very, very proud of. Just released back in end of October, it’s been doing really well and looking forward to sharing that with a number of teams across the country in the next few years.

Stone Payton: [00:41:35] Fantastic. Well, Shawn Glaze, it has been an absolute delight having you back on the Business RadioX microphone here in the studio. Let’s let’s don’t wait so long before we do the next one, huh?

Sean Glaze: [00:45xGjpCYwjcFg8yytjgvE4iUzM7EZxqAUQT4c1bGz4uXUJKRrK3ZCac7zsfWbA6fdnHYDZDXpbo86LkfSrWmkWptV9fvM6z I can be a resource or of any assistance, please don’t hesitate to reach out.

Stone Payton: [00:41:55] What a marvelous way to take us out of 2020. One. Have a great holiday, man.

Sean Glaze: [00:42:01] Merry Christmas. Happy New

Stone Payton: [00:42:02] Year! All right, until next time, this is Stone Payton for our guests today with great results. Team building Mr. Shawn Glaze and his new book Staying Coachable and everyone here at the Business RadioX Family saying We’ll see you next time on Cherokee Business Radio.

Tagged With: Great Results Teambuilding, Sean Glaze

Dumb Things Smart Dentists Do, with Dr. Richard Madow, The Madow Center for Dental Practice Success

December 31, 2021 by John Ray

The Madow Center
Dental Law Radio
Dumb Things Smart Dentists Do, with Dr. Richard Madow, The Madow Center for Dental Practice Success
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Madow Center

Dumb Things Smart Dentists Do, with Dr. Richard Madow, The Madow Center for Dental Practice Success (Dental Law Radio, Episode 29)

Dentists, how does the phone get answered in your practice? Is your fascination with innovative technology actually hindering your ability to serve patients? A dentist himself, Richard Madow of The Madow Center joined host Stuart Oberman to cover some of the things that otherwise smart dentists do or allow to happen which are harmful to the practice. Dental Law Radio is underwritten and presented by Oberman Law Firm and produced by the North Fulton studio of Business RadioX®.

Dr. Richard Madow, Co-Founder, The Madow Center for Dental Practice Success

Dr. Richard Madow, Co-Founder, The Madow Center for Dental Practice Success

In 1989, Dr. Richard Madow along with his brother Dr. David Madow founded The Madow Center For Dental Practice Success with the goal of helping their fellow dentists achieve success and happiness in their practices. Having been named a “Leader in Dental Consulting” by Dentistry Today for many years running, his publications, articles, and blogs are some of the most popular in the dental profession and have reached over 100,000 practices across the world!

Known for his hilarious and spontaneous style, Rich has lectured to standing room only crowds in practically every major city in The United States and Canada, teaching dentists and team members how to enjoy their careers, supercharge their practices, define and create their own personal success, increase profitability, and have more fun than ever before.

The Madow Center For Dental Practice Success has a unique approach to coaching – instead of modules and pre-written programs, each practice is individually guided to overcome their weaknesses and grow their strengths in order to obtain greater income levels and enjoy dentistry more. For more information, please check out www.madow.com

On a personal level, Rich is a life-long and award-winning musician, having performed in many venues across North America. He is currently writing and recording new material, and his latest album, “Coming Through With Static,” can be found on Spotify, Apple Music, and all of the regular streaming sites.

Among his other achievements, Rich’s book, Is Your Frog Boiling, was an Amazon bestseller for two full days, and he has traveled to 56 countries.

Company website | LinkedIn

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: [00:00:26] Welcome everyone to Dental Law Radio. We are back, back, back, back. We have an extraordinary guest today. I would say, one of the best practice consultants in the country that I’ve had the pleasure of meeting and consulting with in different areas. And our clients are happy when they use this particular guest. The one, the only Dr. Richard Madow today is going to join us and he’s going to embark on his experiences.

Stuart Oberman: [00:00:59] Now, a little background on Dr. Madow. So, he is the co-founder of the Madow Center for Dental Practice Success. And that is an extraordinary, extraordinary organization. And he will provide some information after our podcast today. And the interesting part is Richard has been labeled as the Leader in Dental Consulting by Dentistry Today, which I firmly believe. I’ve had the absolute pleasure of sponsoring some events that he’s been at. And I will tell you, the reception that he receives from his doctors is extraordinary. The presentation is spontaneous and hilarious. And I really am amazed that he has spoken and presented, probably, in just about every major city in the United States and Canada. And I know what he’s done for his doctors through the years, the careers, and they supercharged their practices, and they redefined who they are, and it creates success and and profitability, which is, sometimes, it’s very hard to do for our doctors.

Stuart Oberman: [00:02:14] And on a personal note, Richard is a lifelong award-winning musician. And for those that can see his guitar on the background there, I know he’s also talented. And I’ve actually have seen him play in his presentations, and I found that he was playing the piano this morning. So, not only is he a great consultant, but he is a published musician. And Richard, welcome. Welcome to the show today. Thank you so much for joining us. I know you are very busy.

Dr. Richard Madow: [00:02:45] Oh, well, thanks so much for that introduction. That was really, really nice. I appreciate it, Stuart. And without sounding too much like we’re rubbing each other’s backs here, I want to congratulate you in what you’ve done over the years. Dentists, there aren’t that many times in our careers where we need to consult with a good lawyer by purchasing a practice, partnership agreement, selling a practice, et cetera, et cetera. And so many dentists make the mistake of going to a lawyer who’s a good lawyer but isn’t involved strictly in dentistry. So, what you’ve done for dentist, building your firm like that, taking the time to learn all the nuances and special things about dentists and what makes us tick, and how we’re so weird and crazy, and all those things just has been so responsible for your great success in helping dentists across the country. So, thanks for doing that. Congratulations on doing that.

Stuart Oberman: [00:03:35] Well, thank you for that kind information there, and it’s always appreciated. And I know that you’ve been deep in the industry for many years. And I know we could probably talk for seven days on what you’ve run across. But I want to cover a really main topic, and I know that you’re an expert on this area. I want to know point blank, dumb things that smart dentists do. We all have those clients that are absolutely brilliant, the leaders, but I want to hear what you have discovered. What are some of the dumb things that these guys do on a daily basis? And I know you could talk seven days on this, but I know you got some great things. So, tell me a little bit about what you’re seeing now out there.

Dr. Richard Madow: [00:04:20] Yeah, it’s a great question. And look, I’ve done a lot of dumb things. Even though I’m no longer practicing, I had a practice for many, many years, built it up from actually a bankrupt practice that I purchased. So, it was below a scratch practice because the practice had debt when I took over and grew into a super successful practice, I’m proud to say, but I did so many dumb things along the way. And then, of course, I’ve been in, geez, hundreds and thousands of dental practices, spoken to tens of thousands of dentists and team members. And dentists are so smart. They’re so nice. They’re so cool. We really want to help people, but we’ve also done so many dumb things. So, since you asked, I thought of a few. And I’d love to share them with you and your listeners.

Stuart Oberman: [00:05:04] Yeah, tell me what you think? Give me five or six of the dumbest things that they’ve done.

Dr. Richard Madow: [00:05:10] Okay, here’s one. Every time — I wouldn’t say every time, maybe 85% of the time when a dentist contacts the Madow Center about consulting, or coaching, or whatever the heck you want to call it, how can we make their practice better? One of the things they always say to us is we need more new patients. We need more new patients. It’s like a mantra, like a fix. We need more new patients. And new patients are great. And let’s face it, without new patients, your practice will plateau or go downhill.

Dr. Richard Madow: [00:05:38] But invariably, every single time we’ll run a data analysis of their practice and find that sure, they can use some new patients, but they are losing patients more quickly than they could ever get new patients in the practice. These patients have been in. They, for some reason, responded to something you’ve done – a referral, a marketing piece, they drove by and saw your big, beautiful sign. They made the effort to recognize your practice – call, come in, have an examination. And then, they just drop off the face of the Earth. And practices have hundreds or thousands of these people who have fallen through the cracks, fallen into the black hole, walked out the back door, whatever you want to call them.

Dr. Richard Madow: [00:06:23] And these are people who already know about your practice. They probably like you. They’ve probably already had an examination, maybe even treatment proposed. And our systems are letting them drop off the face of the Earth. And it’s our fault as dentists, because we don’t have the proper systems and protocols to track people and know how to call them to get them back in. And I don’t just mean calling and saying, “You’re overdue for your recall. Do you want to schedule?” That doesn’t work. We’ve got to really know how to do this. But we’ve got these pools of existing patients that have become forgotten people. And instead, we always want to know about the new patients.

Dr. Richard Madow: [00:06:58] It’s so much easier and so much more cost effective to get these patients back in who have already come to our practice; yet, we tend to neglect them. Not as sexy maybe as getting a new patient in the door, but so much easier, so much more cost effective. That’s a dumb thing that smart dentists do.

Stuart Oberman: [00:07:14] Now, you have a whole program regarding this particular matter. The fixer, am I right? Well, you’ve got a whole program dedicated to this.

Dr. Richard Madow: [00:07:23] Well, we do. When we work with a practice, we teach them exactly what to do and how to. And let’s face it, sometimes, you look at the data and say, “Well, this patient, they were in, whatever, four years ago. For some reason, they dropped off the face of the Earth, and we don’t think we’re going to be able to bring them back.” But we help practices identify who to start working with first, who are the best. And it’s usually people who are more recent. I mean, once somebody has been gone for four or five years, they’re tougher; although, they do come back. It’s hard to believe, but some people go five years between dental appointments, as gross as that sounds.

Dr. Richard Madow: [00:07:56] But you need to have the systems, the protocols to get these people back in. And it’s usually treating them as a real person, not just sending some generic email or text, “You’re 18 months overdue, would you like-” But actually calling them, and chatting with them and saying, “Hey, we haven’t seen you for a while. Last time you were in, you were getting ready,” and I’m just winging this here, “But getting ready for knee replacement surgery. How’d that go? How are you feeling? It’s time you come back because when you saw Becky, our great hygienist, she noticed there were some areas of concern, and we really need to make sure that your teeth are healthy,” whatever. Just a personalized conversation with every single person, rather than some generic throw-spaghetti-against-the-wall-strategy. And that’s how we get people back into your practice.

Stuart Oberman: [00:08:40] Phones, phones, phones. Tell me about doctor not answering phones.

Dr. Richard Madow: [00:08:46] Dumb thing number two. What a great segue, Stuart. I really appreciate that. Dumb thing number two. We do so much, and this is kind of shifting from patients who have slipped through the cracks to new patients, or maybe patients who you’ve contacted, and you have been in trouble — I mean, you’re having trouble getting a hold of them. And then, what happens? You guys are in Metro Atlanta, right? Where’s there like a dentist every square foot there? I mean, it’s the same where I’m here in Baltimore.

Stuart Oberman: [00:09:14] Six feet.

Dr. Richard Madow: [00:09:14] Yeah, it’s unbelievable, isn’t it? And for some reason, somebody picks up the phone and decides to call your practice one day. It’s a great moment. And what happens? They call, and we don’t answer the phone. Now, in our live seminars, we used to do live secret shopper calls, and I’ve done tens of thousands of secret shopper calls personally. We would call dental offices live during our seminars from that area to see how they handled a potential new patient call. And we stopped doing them live, not because we embarrass somebody in front of a whole group of 200 people, and they started crying; not because we were sued for defamation because we embarrassed the dentist in front of their colleagues. Now, all of those things did actually happen, but that’s not why we stopped doing it. We stopped doing it live because 50% of the time, the phone wasn’t being answered during normal business hours.

Dr. Richard Madow: [00:10:07] I mean, this is ridiculous. A potential new patient or patient who has been — you tried to bring that patient back into the fold calls your office and they get a voicemail. If you’re hearing this voicemail during regular business hours, it means we’re busy seeing other patients. No, no, no. Unacceptable. Think about it. A patient, a new patient or a recall patient, they’re nervous, they’re tense, they probably don’t want to be there, they’re looking for any excuse not to come in. They finally make the effort to call your office and they’re going to get a voicemail during normal business hours; totally unacceptable. Totally unacceptable.

Stuart Oberman: [00:10:44] So, you say a lot of seminars, you actually teach these guys how to answer the phones?

Dr. Richard Madow: [00:10:48] Oh, I’ve spent a ton of time during our live seminars talking about proper phone technique, absolutely.

Stuart Oberman: [00:10:52] Are they that bad at it? They actually have a lot of setup. I mean, you said 50%, that’s amazing. I mean, that’s-

Dr. Richard Madow: [00:11:01] I never said, don’t answer the phone at all. And once they do answer the phone, I’d say 90% of the people that actually answer do not know the proper way to get a patient off the phone and into the appointment book. They know how to get them off the phone, but not into the appointment book. So, yeah, there’s a lot that goes into it, for sure.

Stuart Oberman: [00:11:19] Well, a lot of times – and I want you to talk about this, and this may be on your agenda, but I hear the expression all the time, “Buy it and they will come.” What does that mean in a dental practice? I never understood that.

Dr. Richard Madow: [00:11:35] Oh, well, that’s the third dumb thing that smart dentists do. But if you don’t mind, I just want to get back to the phone thing for one quick second. Then, we’ll talk about that because I care about this so much. Again, it’s probably an hour and a half to two-hour segment in our live seminars or webinars talking about proper phone technique, and this part of our discussion with this one thing. When a patient calls and says something that we don’t like, “How much is a cleaning? Do you take my insurance?” whatever, maybe we don’t like those particular questions, but they’re calling for a reason.

Dr. Richard Madow: [00:12:05] And the reason is out of all the dental practices in your area, whether it’s Metro Atlanta or a rural area in Kansas where there aren’t that many dentists, they called your office because they want to come in. So, every call needs to be ended asking the patient to come in and not just saying, “Would you like to make an appointment?” but offering too good times. “We’d love to see you as a new patient in our practice. We can see you tomorrow at 3:30 p.m. If that’s not convenient for you. We’ve got Tuesday at 11 30 a.m. Which works best?” Again, 90% of these calls end with the patient never being offered an appointment. So, I just want you to get that in there before we move on to buy it and they will come, which is another favorite dumb thing of mine.

Stuart Oberman: [00:12:48] I hear that all the time, and I don’t know what that means.

Dr. Richard Madow: [00:12:51] Buy and they will come. Well, when I say buy it and they will come, again, when a dentist contacts us at the Madow Center, it’s because they want to improve their practice. And also, dentists go to large dental conventions because they want to improve their practice. Down there in Atlanta, you’ve got to Hinman, one of the best meetings in the world. It could be the Chicago Midwinter, or the ADA, or maybe more than likely a smaller regional meeting. Every state has them and every state agency has them. And you go there to learn, and you go there to improve your practice. And one of the things we love doing as dentists because we love gadgets and we love touching things is we love going to that exhibit hall because all the latest and greatest equipment in tech is there, and it’s all shiny and fun. It’s also very costly.

Dr. Richard Madow: [00:13:37] And one of the mistakes dentists fall into is they’re looking for ways to improve their practice, and they wind up getting sucked into buying a piece of equipment that’s going to put them in $80,000 to $100,000 worth of debt with the promise from this salesperson, this highly commissioned salesperson, that if you buy this object, people will flock to your practice. It’s all you have to do. Just buy this. And I’m not a Luddite. I’m not saying tech is bad. Tech is great. Cone beam imaging is phenomenal. Being able to have a crown made in your office the same day, if you’re skilled enough to do it, that’s a big if, but if you are skilled enough to do, it is incredible. But patients won’t come into your practice because you bought the latest and greatest technology no matter what these salespeople say. They’re saying buy it and they will come, but it’s just not true. It’s back to basics of providing a memorable experience.

Dr. Richard Madow: [00:14:32] Phone tech, we were talking about. Treating every patient incredibly well. I mean, these are things we teach all the time. That’s what gets people to come into your office to stay, to get treatment accepted, to refer. It’s not because you’ve got the best cone beam technology. And again, I’m not saying you shouldn’t have this, it helps us practice better, but only if you can afford it, only if you’re not going to go into debt. Don’t think that this technology is going to bring you more patients because it just simply won’t. Now, you guys deal with — you see the down and dirty, you see people’s balance sheets. I’ll bet you’ve seen dentists who are in horrible debt. And it’s just so sad, isn’t it?

Stuart Oberman: [00:15:10] Well, you’ve seen this, and probably there’s only 10% of dentists out there that retire at 65. The rest of them have got to work, they’ve got to work, and they got to work, which is-

Dr. Richard Madow: [00:15:20] It’s scary, isn’t it?

Stuart Oberman: [00:15:22] It really is sad. It really, really, really. So, why do they buy this equipment? I mean, why do they buy that? Why do they buy a hundred-thousand piece of equipment? Why?

Dr. Richard Madow: [00:15:32] Well, first of all, it’s fun. Let’s face it, we’re dentists, we love doing fun things that are technologically advanced and that our patients will love. So, we buy because, in a way – and this is not a bad thing, I guess – it keeps our batteries charge. You’re a little burnt out, you’re sick of the mundane. Well, this is a cool thing. I can do more procedures. I can do my endo more accurately, whatever. That’s one of the reasons.

Dr. Richard Madow: [00:15:53] But again, ask them to buy and they will come philosophy, which is not true, a lot of times we buy dental technology because we think it will enhance our bottom line. Our patients are going to say yes to everything we proposed. I always say, you talk about CEREC, which if you’re not a dentist and you’re listening, it’s a technology where instead of having a crown be to a point – and so you prepare the crown, then you send the impression to a lab, then the crown comes back, it’s cemented in two weeks later – a CEREC technology will allow you to do the crown same day because you make the crown right in your office.

Dr. Richard Madow: [00:16:27] Well, this is fun, but it’s expensive. And as I always say, this is a patient talking, “I’ll only get that crown if you can do it in one day,” said no patient ever. Patients aren’t going to leave you or say no because you don’t have the latest technology. They’ll leave you and say no because you’re not making them feel special. You’re not providing a great patient experience. That’s why patients believe you’re running late all the time. You’re not getting the phone and it’s going to voicemail. That’s why patients leave, not because of the technology you have. So, again, nothing against outstanding equipment, and supplies and all those things in your office, but it’s not going to bring in more new patients. And as you said, Stu, only 10% of dentists is gonna retire at 65. Well, that’s sad. That’s pathetic. And a lot of times, it’s because of the tremendous amount of debt they’ve incurred. Let’s face it.

Stuart Oberman: [00:17:17] Yeah. Number four, give me your number four. Give me your number four.

Dr. Richard Madow: [00:17:21] Okay, good. Yeah, let’s keep rocking here. This is fun. Something the dentists do all the time is they try to sell dentistry. They try to sell dentistry. And we take these courses, and I’ve taken them myself – not proud to say – where it’s like a weekend workshop, and we’re going to teach you how to sell dentistry. And by the time you leave here, your patients are going to say yes to all their treatment.

Stuart Oberman: [00:17:46] My patient coordinator is not selling enough dentistry, right?

Dr. Richard Madow: [00:17:50] Right, exactly. Here’s the problem – if my patient care coordinator could just sell more dentistry, everything will be great. So, you take her or him to this course, and then you come out, and you become a used car salesman, and you’re using these high-pressure techniques to get your patients to say yes to dentistry. I mean, it’s essentially like — and think about it, patients that come into your dental practice as a new patient, typically, they’re calling your office because they’ll say, like, “I chipped a tooth, I’m overdue for a cleaning. I’m having a little discomfort. I noticed my gums are sensitive and bleeding a little bit,” whatever, “I got new insurance.” These are the reasons that patients come into our office.

Dr. Richard Madow: [00:18:28] And many times, they need a ton of treatment. They need $12,000 worth of treatment or $15,000 worth of treatment. And that’s great, and we can help them become healthy again. But these high-pressure treatment acceptance courses pretty much say, “Okay, you do the exam. You get the patient through your consultation room, and you tie them to the chair, and you browbeat them until they say yes.”

Stuart Oberman: [00:18:50] Yeah.

Dr. Richard Madow: [00:18:51] That’s going against human nature. That’s not the way it works, and we’re trying to sell them on this dentistry. And it’s not about selling. It’s about establishing the relationship. It’s about having the patient trust you, and bond with you, and kind of become your friend in a way and say, “Well, you know what? I trust this office. I know they’re telling me the truth. I know it’s not because the dentist has five kids in private school. So, it’s for my health, and I’m going to say yes.” But when we pressure our patients to try to sell dentistry, well, every now and then somebody says yes, and you feel like you’re the greatest patient presentation master in the world-

Stuart Oberman: [00:19:28] But don’t patients pick that up, though? I mean, they pick that up, don’t they?

Dr. Richard Madow: [00:19:32] I totally agree.

Stuart Oberman: [00:19:33] They know when they’re being sold.

Dr. Richard Madow: [00:19:35] I totally agree. The great thing about dentistry, or there are many great things about dentistry, but one of the great things about dentistry is that we profit the most when we get our patients in good dental health. It’s a true win-win. Other professions, they profit the most when they’re doing something that maybe isn’t so great for their customer or maybe isn’t so great for their client, but in dentistry, we make the most money when our patients are in the best state of dental health. So, that’s great. So, let’s use that to our advantage. We shouldn’t have to pressure people into saying yes to treatment. We should educate them about their dental health and get them to understand that, “Hey, if we do this, you’re going to be in better health.”

Dr. Richard Madow: [00:20:13] So, one of the things I always like to say is it’s not when the patient says yes, it’s where they say yes to getting their dentistry done. In other words, we shouldn’t feel like we have to get them to say yes in the first visit. What we should feel like is that we’re going to make them comfortable enough that when they finally do say yes, it’s in our office and not somebody else’s office because we scared the crap out of them. And it’s not about getting them to say yes to everything all at once. Some patients need a year, two years, three years or more to get all their treatment completed for financial reasons, for scheduling reasons, for whatever reason. So, we need to welcome that. We need to work with our patients to make things the most comfortable for them. And then, they’ll get their treatment done eventually, but they’ll get it done in your office and not someone else’s because we didn’t scare them away by selling, selling, selling.

Stuart Oberman: [00:21:04] That’s a great point. Almost too much selling can drive away patients. That’s a great point. I never thought about. That’s a great point.

Dr. Richard Madow: [00:21:11] Yeah. It’s funny, I took this this fancy schmancy treatment planning course many years ago, and the guy kept-

Stuart Oberman: [00:21:19] When you were a young kid, right?

Dr. Richard Madow: [00:21:21] What’s that?

Stuart Oberman: [00:21:22] When you were a young kid?

Dr. Richard Madow: [00:21:22] When I was a young kid. Right, when I was a young buck. And they kept saying, “Well-” And I’ll do it with my bad Texas accent, but this guy had a strong Texan accent. He would say, “You got to ask somebody 12 times until they say yes.” And I’d be like, “Well, what are you talking about?” “Is this a treatment you would like?” “No, no, no. I can’t afford that right now. I’m not ready.” “Well, that’s okay. I’ve got 11 more times. Is this the treatment you would like?” “No.” And like, it doesn’t work. It’s high pressure. It drives people nuts, and they run away screaming. So, yeah, we can’t sell it. It’s all about trust. It’s really all about trust.

Stuart Oberman: [00:21:54] Give me number five. Give me a number five.

Dr. Richard Madow: [00:21:56] Okay, number five. There’s an expression, I think it’s an expression in the South, and that is “Dance with who brung you.” And dentists tend to ignore this advice so many times. And I’ll give you maybe two main categories of what dentists do. Dentists will be frustrated or a little bored and burnt out, not really earning the amount of money they’d like, so they get distracted, like, “Oh, I’m going to invest in my cousin’s brewpub. That should be fun,” or “I’m going to sell this multilevel marketing lotion in my office. If I get five patients to do it, and they get five, they each get five, and then they each get five, and then they each get five,” despite the fact that mathematically this is impossible, “I’m going to be a millionaire selling overpriced hand lotion, and I can retire from dentistry.” And we get distracted.

Dr. Richard Madow: [00:22:43] But dentistry is who brung us. I mean, there are a few things that we could do better for our career and have a great dental practice, and we get distracted by these other things. And that’s one way of not dancing with who brung it. But my other way, I see this much more too, is the dentist thinks, “Well, my practice is doing okay, but I could do a lot better if I opened up a satellite practice.” And I can’t stand that term. Like what the heck is a satellite practice? One practice kind of revolves around the other practice, and if you can grab it on the right day, that’s 30 miles outside of town.

Stuart Oberman: [00:23:15] I wanna scale. I wanna scale. I want to scale. Meanwhile, your main practice is-

Dr. Richard Madow: [00:23:20] Exactly

Stuart Oberman: [00:23:20] … is in the tank. So, yeah.

Dr. Richard Madow: [00:23:22] Bingo! Bingo, Stuart! You’ve got it exactly. And then, what happens? The second you open your satellite practice, you’ve doubled your overhead, and you can’t be there to do all the production, so you’ve got to hire an associate. Now, you’ve tripled your overhead because you’ve got to pay this associate. And the associate’s not invested in it, they’re just biding time until they could do something better. And you’ve got more management headaches, much more overhead when you could be doing so much better if you just put all your efforts into making your one practice the absolute best it can be.

Dr. Richard Madow: [00:23:56] And another example I just thought of too of not dancing with who brung you, when we’re not doing as well as we would like, we get distracted by doing these esoteric procedures. “I’m going to take this weekend warrior course and learn how to do this procedure,” when meanwhile, let’s focus on what most patients need. Patients need endo core and crown, they need scaling and root planing, they need implants and implant restoration. Let’s focus on not these esoteric crazy treatments, but focus on what patients need, doing it in one office, one office where we’re utilizing our space and our team to the maximum. That’s how you make a profit in dentistry, and that’s how you treat your patients well.

Stuart Oberman: [00:24:35] Yeah. How about one more?

Dr. Richard Madow: [00:24:39] You want one more?

Stuart Oberman: [00:24:39] Yeah, give me one more. Give me one more, because there’s got to be one more. There’s got to be one.

Dr. Richard Madow: [00:24:47] I wouldn’t do this. Well, I had this in mind to do this the last one, because it’s something we started talking about in the beginning when I was talking about how Oberman Law Firm is such an incredible place because you specialize in working with dentists. And I’ll say dumb thing number six is not using specialized professionals. You’ve got to have what some people call their board of directors. Every dentist needs an accountant, an attorney, a financial advisor, a lease negotiator, a web designer-

Stuart Oberman: [00:25:15] A good consultant from Baltimore.

Dr. Richard Madow: [00:25:17] Exactly. A great dental coach for your practice.

Stuart Oberman: [00:25:20] From Baltimore.

Dr. Richard Madow: [00:25:21] I think the Madow Center the best. But yeah, you know, there are definitely times in our careers where we need to utilize the services of a dental coach or consultant. So, all those things. But so many times we make the mistake of not going to somebody who truly specializes in dentistry. “My best friend from college is an accountant. She’s a genius. I’ve never seen somebody to be able to recite the tax codes as well as her,” and she might be, but if her practice consists of 10 restaurant owners who are clients, and then somebody who does this, and somebody who does that, well, oh yeah, but it’s all the same. It’s all tax returns. It’s all P&L statements, right? No, it’s not. Dentistry has so many nuances that you’ve got to really be a specialist to understand,

Dr. Richard Madow: [00:26:07] “Oh, you know what? My nephew, he’s a whiz with computers. He’s going to do my website and SEO.” He might be a whiz with computers, but unless he knows all the dental terminology and all the things that are specific to dentists, he’s not going to do a good job for you. Accountants, geez, they need to know everything about dental practice – what your overhead should be, what your team should be earning, what different PPO plans can offer you, all these things. And unless your accountant, or your attorney or whatever specializes in dentistry, breaths it, works with a day in and day out, they’re not going to be as effective as somebody who truly specializes in working with us.

Dr. Richard Madow: [00:26:43] And might it be a little bit more expensive to use a financial planner or accountant, et cetera, who specializes in dentistry? Well, it might be, but who cares because you’re going to be the huge winner in the long run, both financially, fewer headaches, all those things that we treasure, less time, more time efficient, all those things are going to come into play when you truly use a specialized professional. So, I think a great way to do the final dumb things, since I’m talking to a truly specialized professional on your podcast.

Stuart Oberman: [00:27:14] Well, yeah. It’s amazing is that a doctor will say, “Well, I got a little bit of trouble doing a root canal.” I’m like, “Why didn’t you send that out to endo? I mean, half the endos can even find to B2 canal.” I mean, it’s amazing that we say this all the time, stay in your wheelhouse. All of a sudden, I paid $6000, went to implant course; and now, on Monday, I’m a specialist, and and I can graft anywhere, anything, any time, any place. Now, I’m good.”

Stuart Oberman: [00:27:51] Well, I’ll tell you what, and I’m sure you could probably name 70 things that our guys do on the dumb things, but this is amazing. I mean, I hope that when our doctors listen to this, they will one make note of each thing that you said because it is amazing, it is practical, it is everyday usage. You guys teach it every day. You’ve been in the trenches. You’ve been there. You’ve done that. So, this is not only from a quote consultant that has never put a hand in a mouth. You’ve actually been there and done that. It’s so I think you’ve got a whole different perspective, which a lot of the consultants and business advisors and so on have no clue about. So-

Dr. Richard Madow: [00:28:39] Yeah, I like to think, Stu, there’s kind of a fraternity/sorority of dentists that we just have done some — we’ve been kicked, we know what it’s like to prep the dismissal of tooth number two on a patient that’s squirming, salivating and bleeding, we fought with insurance companies, we’ve let our teams. And there are some consultants out there, most who have never had this experience. How can they relate to it like we could? Just like using a specialized professional to have on your board of directors, your attorney, your accountant, your financial planner? It’s good to work with people who have been there, done that.

Stuart Oberman: [00:29:15] Well, I know you’ve been there, done that. And your reputation far precedes you, what you guys do on a daily basis. Richard, it is amazing, as always. Again, we could talk for seven days on this. I can’t thank you enough for, one, joining us on the podcast; and two, for what you guys do for the industry. I’ve seen it, I’ve been there, I’ve done that, I’ve listened, and you guys do a fantastic job. So, my friend, thank you for joining us and enjoy Baltimore.

Dr. Richard Madow: [00:29:45] Thanks so much. It’s my pleasure. If anybody wants to send me an email, my personal email address is rich@madow.com. I love getting emails from dentists all across the world. If you want to see what we’re doing to help other dentists, just check out our website. It’s madow.com. I love to do a chat. We don’t charge for initial visit, so to speak. I’d love to speak with you and talk about what’s going on in your practice. It’s fun and we can always help. So, thanks so much for having me.

Stuart Oberman: [00:30:18] With that being said, you guys are putting on stuff all the time. What’s your next event? What’s your next podcast? When’s your next speaker?

Dr. Richard Madow: [00:30:26] Oh, geez. Well, thanks for asking. We do a podcast, it comes out two to three times a month. It’s called The Dental Practice Fixers. So, if you just go on wherever you get your podcasts – Apple, Spotify, YouTube. It’s on YouTube as well.

Stuart Oberman: [00:30:40] Where I can find your music too, right?

Dr. Richard Madow: [00:30:42] Exactly. Yeah, my music is on Spotify. You can look for Richard Madow. I got my stuff in there, but look for The Dental Practice Fixers. Or if you go to our website, there’s a little drop-down for dental podcast. You can check it out there. Speaking gigs are finally coming back after the pandemic, so I’ll be in a bunch of places, I think, in the next few months – Orlando, Long Island, Arizona, Montana. I hope I’m not forgetting anything but finally getting you out there and doing some speaking gigs again. So, if I come to your neck of the woods, that would be great. Also, I just got contacted by an office in New Jersey, a large group practice, and they want me to come in and do an in-service for their team. And I’m really excited about doing that. So, we do that too. Anything you want, we’re here to help.

Stuart Oberman: [00:31:25] I hear you, man. My friend, thank you, sir. Have a fantastic weekend. Happy holidays and we’ll be talking to you soon.

Dr. Richard Madow: [00:31:31] It’s great to be a guest on your podcast. Thanks so much, Stu.

Stuart Oberman: [00:31:34] Thank you, buddy.

 

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

Tagged With: client retention, Dental Law Radio, Oberman Law Firm, Richard Madow, Stuart Oberman, The Madow Center, The Madow Center for Dental Practice Success

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