"Necessary Endings" is a self-help book written by Dr. Henry Cloud. It explores the concept of embracing and initiating endings in various aspects of life, such as relationships, careers, and personal growth, in order to create a positive and fulfilling future. The book emphasises that endings are a natural part of life and are necessary for personal and professional growth.  While endings are a natural part of business and life, we often experience them with a sense of hesitation, sadness, resignation, or regret. But Dr. Henry Cloud sees endings differently. He argues that our personal a ..read more

There is an entire industry and philosophy surrounding why you should sell your business, but it doesn’t need to be that way.  There are many reasons why people choose to sell their businesses and really the reasons can be broken down into two different things.  1. Long Term Goal To Exit: A strategic decision because their plan all along was to sell their business and they have something else more desirable to do with their time (besides golf). 2. Looking for an Exit strategy after losing faith.  They hit a point of frustration or desperation and are no longer either enjoying th ..read more

Without effective discipline around decision making we can end up making decisions we later might call dumb. To avoid this one of the tools we use is the sandbox. Where we play. Our sandbox is where we have proven that we can win and earn the right to be a viable option for our customers. And the principle helps us to keep sand in the box. What we sell, Who we sell it to and where we sell it. Like any principle creates focus and guardrails for our thinking and decisions. When going outside of these guardrails, we need to do it with extreme caution and this takes a lot of humility at times - es ..read more

Executives are often more driven than the average person. We run hard all the time, and it usually works. And then, it doesn't work. We persist and push harder than the average person, and that's why we win. But it's also why we can crash harder and sometimes even put everything at risk.  This week we talk about executive burnout in the second of two episodes. What it means, what to look out for in both yourself and your team, and when it might be time to go get some help.       ----- * Do you love The Growth Whisperers and want to see our smiling faces? Subscribe to our Yo ..read more

Executives are often more driven than the average person. We run hard all the time, and it usually works. And then, it doesn't work. We persist and push harder than the average person, and that's why we win. But it's also why we can crash harder and sometimes even put everything at risk.  This week we talk about executive burnout. What it means, what to look out for in both yourself and your team, and when it might be time to go get some help.     ----- * Do you love The Growth Whisperers and want to see our smiling faces? Subscribe to our YouTube channel. * Do you enjoy our con ..read more

Jim Collins book Good to Great is one of the all-time business classics due to the size and quality of the research that underpins the principles that he identified in the research about companies that endured and achieved great performance, relative to their peer companies who only achieved good performance.  In Good to Great, Jim Collins identified seven core principles that great companies excelled at. In this part two of two episodes, we dig into the seven principles from Good to Great and ask you to rate your firm's performance on each of these.     ----- * Do you love The ..read more

Jim Collins book Good to Great is one of the all-time business classics due to the size and quality of the research that underpins the principles that he identified in the research about companies that endured and achieved great performance, relative to their peer companies who only achieved good performance.  In Good to Great, Jim Collins identified seven core principles that great companies excelled at. In this part one of two episodes, we dig into the seven principles from Good to Great and ask you to rate your firm's performance on each of these.     ----- * Do you love The ..read more

What if the most important number and predictor of long-term success was also a number that you didn't measure or even manage decisions based on it? Unfortunately, it's a situation that is quite common today. The accumulation of many seemingly small (and large) investment decisions that leaders make leads to the primary measure of a CEO - return on invested capital. How much capital has been invested in your business, and what's the return on that? Some of the most successful CEOs of all time have been primarily guided by this measure.  Ensuring that these decisions are well-considered an ..read more

Some parts of your role give you energy, and some parts drain your energy. Often, the parts that drain your energy can be unsustainable. When you were younger, you probably had jobs that drained your energy, and you quit those jobs, getting better jobs over time. But that's often not possible if you're a business owner, CEO or executive.  Over time we want to give more time to things that give us energy and less time to those parts that drain energy. This way we're able to work hard and sustain our energy for the role. We would be tired at the end of the day, but our energy for the role w ..read more

How do you know if you have the right people in the right seats? We’ve all heard of the phrase ‘get the right people in the right seats on the bus’. It talks about ensuring that team members are aligned and committed to success. However, Jim Collins has a very specific definition of the ‘right people’, and when you’re considering if you have the right people in the right seats, this includes six key characteristics that might help to understand what 'right' actually means.  This week we're going through Jim Collins' definition of the right people in the right seats.    ----- * D ..read more