Harnessing the Power of Artificial Intelligence: Essential Learning, Seminars, and Courses for Business Owners and Executives

If you’re very inquisitive, like many of the business owners and executives we work with, I know you will find the topic of Artificial Intelligence fascinating.  But the question is, what is the best way for us to learn more about our future working with AI to improve our businesses and lives.  Well, why not ask AI Chat to help us navigate and answer that question.  So, I did! Below is the response I received.  It offers a lot of potential opportunities to explore based upon your current level of understanding AI.  Enjoy the journey with us. 

Introduction:
In today's rapidly evolving world, artificial intelligence (AI) has emerged as a transformative force that can revolutionize businesses across various industries. To unlock its full potential, business owners must equip themselves with the necessary knowledge and skills to effectively apply AI in their operations. This essay aims to provide an overview of the essential learning, seminars, and courses that business owners should undertake to leverage AI and improve their business performance.

1. Understanding the Fundamentals of AI:
Before delving into the intricacies of AI implementation, business owners should acquire a foundational understanding of AI concepts, terminologies, and principles. This knowledge will enable them to make informed decisions regarding AI adoption and develop a strategic AI roadmap for their business. Online platforms like Coursera and edX offer introductory AI courses, such as "AI for Everyone" and "Introduction to Artificial Intelligence," which provide comprehensive overviews of AI technologies.

2. Exploring AI Use Cases in Business:
To gain insights into how AI can enhance various aspects of their business, business owners and executives should explore real-world AI use cases and success stories. This can be accomplished by attending seminars and workshops conducted by industry experts and thought leaders. These events often showcase practical applications of AI in areas such as customer service, supply chain management, marketing analytics, and predictive maintenance. Additionally, AI conferences like the AI Summit and the AI World Conference & Expo offer business owners opportunities to network with AI professionals and gain valuable insights.

3. Learning AI Technologies and Tools:
To effectively implement AI in their business, business owners and executives should familiarize themselves with AI technologies and tools. This includes learning about machine learning algorithms, natural language processing, computer vision, and deep learning frameworks. Online platforms like Udacity and DataCamp offer specialized AI courses where business owners can learn how to build AI models, analyze data, and deploy AI solutions. Additionally, platforms like Kaggle provide access to AI competitions and datasets, allowing business owners to practice their AI skills.

4. Data Literacy and Data Ethics:
Since AI heavily relies on data, business owners and executives should develop a strong foundation in data literacy and data ethics. They should understand how to collect, clean, and analyze data to derive meaningful insights. Moreover, they should grasp the importance of data privacy, security, and responsible AI practices. Online resources like the Data Science Ethics course offered by the University of Michigan and the Data Ethics course by FutureLearn can help business owners navigate these critical aspects of AI implementation.

5. Collaborating with AI Experts:
To expedite their AI journey, business owners and executives should consider collaborating with AI experts, either through partnerships or by hiring AI professionals. This can help bridge any knowledge or skill gaps and ensure the successful integration of AI into their business processes. Additionally, business owners can join AI communities and forums, such as the AI Business School by Microsoft, to connect with industry experts and gain insights from their experiences.

Conclusion:
As AI continues to reshape the business landscape, it is imperative for business owners and executives to equip themselves with the necessary learning, seminars, and courses to harness its full potential. By understanding the fundamentals of AI, exploring real-world use cases, learning AI technologies and tools, developing data literacy and ethics, and collaborating with AI experts, business owners can effectively leverage AI to improve their business operations, drive innovation, and gain a competitive edge in the market. 

Acknowledgement to AI Chat,

© 2023 Tappz Gmbh, All Rights Reserved.

Breaking out of your business activity trap prison

By: John D. Laslavic, LPBC

Business owners, CEOs and senior executives face a myriad of challenges in today’s business environment. Many of the challenges are related to understanding the ever-evolving business, economic, technology and political environments - not to mention the specific technical business changes presented in the professional field you and your team members embrace.

New and exciting products and services are continually being introduced to the market. These new business tools are available today and can be incorporated to assist your businesses to improve overall performance and profitability. However, the challenge we face is to find the time to invest in learning, adapting systems, and incorporating the new technology, tools and services while adjusting our current processes, maintaining our business efforts and dealing with a hundred other things. We must also keep the company mission in mind and lead our teams to success. This is no small task.

The trap we face is that it takes time, money and focus to step out and properly delegate our responsibilities and hold our associates accountable for results we have agreed upon. Stepping out of these day-to-day activities takes a tremendous amount of energy and effort. We get stuck in the business activity trap prison without a focused plan, resources and support. We do the same operational things that are important, day after day, subjecting our businesses to short term success but future harm. While our businesses earn revenue today, we sacrifice tomorrow. If you, as a leader, are not planning, looking at new innovations and adapting to the anticipated future environment, then who is? The answer is no one.

We know we must be open to change to be relevant in the long-run. We should be developing, introducing improvements, testing new tools and systems to help our associates but also to free ourselves from day-to-day technical and recurring business functions. Our goal must be to create, innovate and deploy better systems that produce more sales revenue and reduce our costs to gain a higher overall profitability. We can continually strengthen and grow our businesses through this process and applying best practices.

ThistleSea coaches have a fourteen-year track record of helping business owners, CEOs and senior executives free themselves from the business activity trap prison. This allows them to benefit from a more profitable business. In addition, ThistleSea clients understand the future, position their companies correctly and create a better life for themselves and their families with more time to pursue the things they value the most.

Give us a call for a complimentary discussion to see if a ThistleSea business coach might help you escape your business activity trap prison by starting the discovery process to build your action plan. Don’t hesitate to give us a call today.

“Because your business should lead to Abundance.”

Profit and Exit: Keys to Running the Best Company

Many books, seminars and speeches have been written about business. Many encourage business owners to jump through hoops but miss the two fundamental reasons for starting and running a business. The fundamental reasons are:

• Earn a profit as a result of all the actions your business takes.
• Be open to exit if the offer and timing is right.

All business owners should continually work to make a profit and prepare their companies for the ultimate success in an exit strategy. According to statistics, only 3 percent of businesses exist for 3 generations. Even size and reputation are no guarantee for business survival as many of the Fortune 500 vanish from the list each decade. With that backdrop, preparation, focus and always being open to an exit are critically important to maximize your investment in time, energy and money.

I have been asked many times by business owners, CPAs, attorneys, and consultants if I can help them or their clients achieve higher valuations. Obviously, if there is an engaged ownership / executive team and a market for the company’s products and services, the answer is yes. But where do you start?

While owners have many reasons for starting a business, they soon realize it is not easy and takes a lot of effort, money, smarts and consistent action. They learn, hopefully sooner than later, the only reason that a business exists is to earn money that results in a profit. Everything else may be important but is secondary.  Only delusional souls think the business' primary reason to exist is to keep families together, preserve a legacy, develop people, serve a community, etc. These are all good reasons but are secondary. If your business makes a profit first, you can “make the happy business cake,” and benefit those you serve it to. But without profit, you have no prosperity, just broken dreams, wasted energy and disheartened souls.

Typically, if there is some time before the actual exit events and sales closing, there are a number of things that can be done to evaluate, consider and take actions that will increase profits and the company’s valuation.

The first recommendation is to conduct an overall assessment of the business. It should include all areas of the business and technical operations. This assessment should help you discover the strengths and weaknesses to build an action plan for improving those areas found deficient and targeted for specific improvement. This is an area where an outside objective observer may be required to help you eliminate your company’s blind spots. They may also help you build your action plan and steps required for the improved value and results.

Here are some areas typically needing improvement:

Leadership

Is your vision for the company’s future clear and have you communicated this vision to all your stakeholders?

Most companies we meet need some work with the leadership team on refining the future vision, so they can clearly communicate what success will look like. This may include, for example, working on the strategic plan, communication strategy, upgrading organizational talent and preparing high potential emerging leaders, etc.

Marketing

Is the organization able to continually generate new qualified leads for its products and services?

How your customer service and reputation management integrate with your sales and customer service processes should be an important concern and typically are areas where great gains in value can be made.

Human Resources

Is your human resources function mitigating the risks for the business?

Typically, there is an opportunity to improve your agreements and employee understanding of the work required. If all functions are smoothly accomplished and properly executed, typically, it enhances the overall company’s profitability. In addition, buyers or those involved in operating the company after the transition are typically looking for a turn-key operation with well documented organization processes and procedures. They place a higher value during their due diligence process on a well-organized company human resources program.

Financial

Three areas to look in the finance area when preparing to exit include the following:

• A clean set of books that are understandable. This is especially important to place the proper value on the company prior to the sale, during buyer due diligence and at closing.
• A financial dashboard that demonstrates the financial Key Performance Indicators (KPIs) to track your progress in improving company performance and overall value.
• A budget and cash-flow plan to demonstrate how much cash the business can generate over time and how much cash the business will need.

Sales

Is your sales organization able to convert qualified leads to customers?

Do you have a sales model that works? Can your sales model be replicated and taught to others in order to repeat the results and company sales growth?

Technical

While many start businesses because of their founder’s expertise in some technical, product or service area they are knowledgeable and excel in, that alone doesn’t make the business sustainable and grow. Building a technical operating manual to include your policies, procedures and training programs will enhance the company’s value. In addition, you will need to demonstrate the company’s expertise, along with many other business competencies to entice an interested buyer to complete the purchase of your company.

Expense Control

Do you have a purchasing system in place that helps you to increase your gross margin and control overhead?
 

Are there areas where you can eliminate or reduce without hurting your quality and performance?

In summary, your ongoing and number one goal should be focusing on and achieving the highest profit and the highest valuation with your exit strategy in mind. This is the best way to run a company that will deliver for your family, employees, customers and the community.

If you are interested in learning more about how ACT Capital Advisors can assist you in improving your profits, valuation and selling your company, contact me at (724) 935-1930 or email me at jlaslavic(at)actcapitaladvisors.com.

Learn more about the author at http://actcapitaladvisors.com/pittsburgh-office/

Agreements: Key to your leadership success

The start of a new year, growth in your business, increasing complexity, new federal tax legislation, increasing competition, the introduction of new products or services… They’re just a few examples of business complexity that require strong leadership to chart a new destination and clarity to define success. 

The answers to, “What direction are you heading?” and “Why are you heading that direction?” require leadership. In almost all cases, you will need to work with others and clearly communicate to inspire them to your vision of success.

What can we do to more quickly build a framework that engages our team members, outsiders, and other stakeholders and propels everyone’s actions to reach our desired level of success? Let’s consider focusing in 2018 on better and stronger agreements. 

Agreements can be oral or written, simple or complex. The understanding on when and how to use an agreement in business is critically important to gaining trust, honoring relationships and putting dignity (“the state of being worthy of honor and respect”) into relationships, to create value and build a more profitable business model. Gaining agreement is not always easy, but it’s essential to any ongoing relationship.

Here are 6 items to help build strong agreements:

1. Dream of the desired state and define why you desire it and what success looks like for you, your department and/or your company.
2. Describe why the desired state is important to you, your team and your company.
3. What must you do to achieve your dream and the success desired?
4. Who is involved and needed to assist you in fulfilling and accomplishing your dream state?
5. What are the specific messages you need to communicate, and what agreements are required to lead others to help you achieve this success?
6. Develop a list of terms (the words and phrases that express the concepts required for a strong agreement). The terms must be clear to all parties involved in the agreement to achieve the desired outcomes. 

Without strong agreement, we operate from a position of unconscious and often conflicting set of assumptions. In that position, relationships are fragile at best and most of the time the relationships are far less successful than desired. 

When should you worry that your agreements might be weak? Consider these 3 warning signs:

1. Employees or stakeholders refuse to share ideas, or their ideas are not acknowledged.
2. Solutions to issues and problems are incomplete and not resolved, causing frustration and confusion.
3. Complex challenges are not dealt with efficiently or in a manner quickly enough to make a real difference. 

When the people involved in the company struggle to see eye to eye on an issue, their implicit vague agreement causes a misalignment. Misalignment creates greater risk and destroys value. 

Most importantly, without clear agreements, our decision-making is clouded, and we fail to honor our own values. Leaders struggle to make timely and appropriate decisions, ultimately operating at a level far less than their potential. 

The same applies to employees. In the absence of strong agreements, we set them up for poor performance and failure. Questions left unanswered in the culture include: “How do we interact to achieve the desired results?” “What are the unwritten rules of the game?” “What level of autonomy and resource do I use to make an impact?” 

Clarity for both the supervisor and employee on responsibilities, accountabilities, duties and performance levels through strong agreement relieves the pressure and tension allowing for personal expression, business growth and the ability for the team to create value for the customer.

The use of agreements (both formal and informal) guides companies to make good decisions, and supports organizational capacity-building and maturity. 

If you would like to learn more about building strong and better agreements with your employees and stakeholders, contact a ThistleSea Team member. We would be glad to help you and your organization.
 

5 Areas to Improve Your Profit Margins

It's important to remember that "profit" is just a result of a well-executed plan involving many actions in your business to gain more resources than you have invested.

Most business owners and executives with profit/loss responsibilities have the desire to improve their profit margins. Some have mastered the process and others struggle to know what to do. While there are many things to consider, here are five areas to review and consider to take action.

1. Listen to your customers.
2. Look to create value.
3. Do the math.
4. Perform expert technical work.
5. Lead your team.

(1) Listen to your customers.

Your customers are talking. Are you listening?

While it may sound like simple advice, business today changes rapidly. Keeping the pulse of your customers, with their use of faster communication, is harder than it used to be. Process changes that impact how business is conducted are critically important to your profit margins. We recommend surveying your customers frequently to ensure you understand their perspectives and make adjustments to improve your performance in their eyes.

It's surprising how many leaders somehow forget this important step.

(2) Look to create value.

Increasing your value in the eyes of your customer may involve how you deliver and serve them, beyond the technical aspects of your produce or service.

Is there something you can do to help them be more successful that's in your wheelhouse? Would it create additional revenue for them? And would it increase YOUR value, your sales revenue or the volume of business you do with them? Is it a new product/service you could offer to gain more revenue?

(3) Do the math.

If you haven't done the math...

Are you developing realistic forecasts of your revenue, expenses and cash flow? This is the first step to understanding your current state, which can then be followed by "what if?" models. When you've gathered your numbers, you can ask questions like:

• What if we offered more products or services?
• What if we expanded our coverage?
• What if we dropped a service or product line?
• What if we focused differently?
• What if we enhanced our sales department?

Asking questions and modeling the "what ifs," prior to a strong execution of the model, can have a tremendous impact on your profit margins.

(4) Perform expert technical work.

Really be good at your technical work! All the forecasting and planning will only do so much to deliver increased profit. You must deliver on your promise to your customers technically as well.

Invest in your team and continually help them enhance their skills in delivery for your customers. Are you getting great testimonials and referrals? If not, your work needs to be analyzed for needed improvements to ensure you're all working together to deliver great results.

(5) Lead your team.

It's good to share your vision and inspire your team members to follow your lead. Part of the vision is the desired levels of revenue and performance required by your customers.

Don't hesitate to try new ways to enhance your company's offerings, measure your results and adjust.

If you'd like to learn and discuss more about ways to improve your profit margin, just contact us.

5 Steps for a Great 2018

Have you ever wondered why some businesses seem to consistently outperform others within the same industry?

There’s a good chance that the better performers employ a strong planning process – one that results in a plan that is well understood by the board, leadership, managers and employees and is actionable. Starting the 2018 calendar year with a well-designed annual plan will better maximize potential business profits and deliver for the owners and employees what they need to have a great year.

Involving your key managers and leaders in the process tends to produce better outcomes, because these individuals have a stake and ownership in helping you build and execute the plan.
Here are 5 key steps ThistleSea recommends for your planning in 2018. They are:

1. Identify your as-is state.
2. Draft your plan for 2018.
3. Present your plan to the stakeholders and adjust.
4. Budget for impact, cash flow and profit.
5. Deploy your plan, track progress and adjust.

By taking these steps, you can improve your business and increase your success.

1.      Identify your as-is state.

Assuming a business works on a calendar year (i.e. January 1 – December 31), we suggest you start by preparing your as-is overview, assessing where you are today. Have your managers responsible for each area of the company write a brief document describing the strengths, weaknesses, opportunities and threats covering the scope of their department and area of responsibility, including any key metrics tracked. This should be a realistic evaluation and include industry trends, recent experiences and expert evaluation.

2.      Draft your plans for 2018.

While managers are drafting their as-is assessments, they should simultaneously prepare their suggested plans for the next year 2018. Why should these be done at the same time?

As managers are gathering and recording information for the as-is state, they should be thinking:

• “This is my current revenue, and this is my current number of staff members.” (Record in as-is document.)
• “Next year, revenue will increase by 10%, and we will require one additional staff member.” (Record in 2018 document.)

This includes the anticipated changes in personnel, capital equipment and any other expenses that will be required, as well as the overall impact their plans will have in revenue growth, expenses and profitability.

 (Don’t let managers forget to consider the key factor is the impact on your primary customers.)
 

3.      Present the plans to the stakeholders and adjust.

We suggest that both the as-is review and plan for 2018 be presented by the authors (i.e. managers) to the management team members first. The purpose is to share each plan, discuss the impact on the company against its mission, vision and values, ensure congruency, and avoid any duplication. Top leadership should direct managers to refine their plans based upon feedback and prepare to present final plans.

Depending on the organization’s size, scope of operations, complexity and governance, there may be several internal presentations and refinements to prepare the plans for final plan approval.

From a timing standpoint, we recommend planning begin in August and conclude with approvals by the end of September to begin the budgeting process.
 

4.      Budget for impact, cash flow and profit.

With the as-is review and the 2018 plans approved, you should be in a great position to engage your company in the budgeting process. This process should begin with your bookkeeper providing each manager who has Profit & Loss responsibility with worksheets to prepare a projected actual budget for the current year, through the year’s end, for their scope of operations.

That budget becomes a tool for preparing a 2018 budget for leadership approval, to be incorporated into the overall company budget. With each budget prepared, the leadership will have an opportunity to review each department’s impact on the customers, market and how money spent will generate the anticipated revenue for the new year.

You’ve heard the saying, “Cash is king”? Well, it’s true. Preparing your budget should include looking at your cash flow to include every dollar that goes into and comes out of your checking account.

Finally, look at the bottom-line. Profit is just a result of all the activities of the business. Look at making the final adjustments with feedback from your management team to include timing of initiatives, expenditures and hiring, etc.

5.      Deploy your plan, track progress and adjust

While the planning process provides the roadmap for the destination and success you envision, it’s just a plan. Without taking action even the best plan is worthless.

So, what does taking action entail? The answer: Your leadership. It involves clearly articulating your vision of success to those on whom you rely to help you achieve results you desire. It involves communication, both speaking and actively listening to those stakeholders to track progress and make needed adjustments.

But there is even more.

Your plan calls for certain work do be done. Is the environment for that work conducive to getting it done? Have barriers for success been eliminated? Are the business systems designed to consistently deliver the results you expect? Are the systems transferrable and easily understood by all employees as the company grows?

Leadership is critically important to your company to make any plan work in the business and for the stakeholders.
 

Summary

Through assessing your current situation, involving your managers, preparing a plan for the new year, communicating to inspire the stakeholders to adopt your vision of success, budgeting for financial success, listening and adjusting your plan, and taking actions in the environment you create to serve your customers, you can ensure the highest probability that your business will deliver for you.

Prepare and approve your 2018 plans and final budget before the Thanksgiving holiday and you will cruise through the holidays knowing you and your company are prepared to execute your 2018 plans with less stress and more impact and focus.

About ThistleSea Business Development, LLC

We believe that your business or career should deliver what you need to have a great life.

ThistleSea Business Development was founded in 2005 and is a business and executive coaching, strategy development, training and business services company. We offer business owners and executives custom one-on-one, face-to-face and group business coaching in western Pennsylvania, eastern Ohio, northern West Virginia and phone coaching across the United States. Our coaching practice is supported by resources from a network of over 150 affiliated business coaches located across the United States and Canada.

We work together with successful business owners and executives in improving the value of their business, company, department and quality of life.

Our team of ThistleSea Business Development licensed professional business coaches includes:

• John D. Laslavic, LPBC President – Cranberry Township, PA Office
• Wendy O. Lydon, LPBC, Sr. Vice President - Cranberry Township, PA Office
• Jayne Huston, LPBC, Vice President – Harrisburg, PA Office
• Terri Hammond, ASQ SSYB – Vice President / Business Systems - Cranberry Township, PA Office

Contact us if you would like to learn more about us and our services at thistlesea.com.

The CEO Genome Project findings

By: John D. Laslavic, LPBC

Our team at ThistleSea Business Development, LLC works with clients to apply best business practices and personal effectiveness strategies. The results help them run more profitable and successful businesses and have careers that deliver more fulfilling lives.

An article in the May-June 2017 issue of Harvard Business Review, “What Sets Successful CEOs Apart,” reviews a behavioral study called the CEO Genome project. The University of Chicago and the Copenhagen Business School collaborated to identify the common traits of the most successful CEOs. They used data and interviews from over 17,000 C-suite executives (including 2,000 CEOs) covering career history, business results and behavioral patterns. Distinguishing behaviors were identified in four areas taken from those who were hired as CEOs (and those who weren’t) and those who excelled in the CEO role (and those who underperformed).

These findings are important because business leaders can significantly increase their odds of becoming high performing CEOs and top performing business executives if they deliberately develop the following behaviors. For this article, we will call them leaders.

1. Decide with Speed and Conviction
Leaders found as high performers move forward and make decisions. They understand that slow decision-making causes bottlenecks, frustrated teams, and over cautious staff. It stalls progress within their company.

Bad decisions are better than a lack of clear direction because they can be fixed. Mistakes are viewed as learning experiences by top performing leaders.

Having a wide view from a variety of data and information resources is required but must not be overdone. To make a call, 65% of the information is enough for these high performers. Perfection slows progress. They cannot wait for a perfect answer.

2. Engage for Impact
Top performing leaders lean into the discomfort. They set a clear course by understanding their stakeholders’ needs and motives. They have an unrelenting focus on creating value and driving performance and results.

Leaders are also principled in their communication. They stand out by making decisions fast with great conviction. The studies showed leaders who are more decisive are 12x more likely to be a CEO. A wrong decision is better than no decision. According to the findings, leaders were given low marks on decisiveness 94% of the time for deciding too little, too late and given low marks only 6% for deciding too quickly. Only 1/3 of the leaders are terminated for bad calls while 2/3 are terminated for indecisiveness. Results-oriented, engaged leaders who consistently understood their stakeholders were 75% more successful in their role.

3. Adapt Proactively
When you’re watching a close sporting event, you’ll see that sometimes the coach must throw the playbook out the window to win. Business leaders are, at times, required to quickly adapt. Those who can master adaptation are 7x more likely to succeed in their role. To successfully adapt, these leaders are consistently scanning wide networks and diverse sources of data and information. They have a great sense of change and can make strategic moves to their advantage. They also spend 50% of their time on long-term thinking.

Leaders use coaches and recognize the value of having diverse advisors who are objective and whose judgement they trust. As one colleague of mine would say, “Never drink your own bathwater!”

These successful leaders recognize setbacks as a part of their job. Setbacks are part of learning and offer opportunities to modify and improve.

4. Deliver Reliably
Leaders who had the ability to deliver reliably were twice as likely to be selected for the CEO role and 15x more likely to succeed. Board members, investors and employees love a leader with a steady hand they can trust.

The keys to delivering reliably? Set realistic expectations, plan, budget, assess the business to develop an independent point of view, build a strong team, align and execute. Establish meeting cadence, dashboards, clear accountability, monitor performance systems and make rapid course corrections.

If you want to see how you rank in these 4 traits, take the 5-minute online assessment at http://CEOGenome.com.

Contact us if you would like to discuss how we assist business owners, executives and other leaders improve their performance through understanding their impact and adopting successful behaviors and best practices. We might be a good fit to assist you and your team. ThistleSea is confident in our ability to positively impact your continued success and growth.

ThistleSea Announces Two New Leadership Coaching programs

For those desiring to be more powerful, effective leaders

Executive Leadership Coaching Program

This advanced program is designed to strengthen the competencies of business owners and executives, set a baseline for both individuals and organizational current leadership, review benchmarks for the current state and help establish goals and priorities for future leadership development and coaching. 

This program will help you self-discover, reflect upon and identify the strength of your leadership competencies and skills in ten core areas. These core areas are a unique compilation of knowledge and insights gleaned from top leaders, executives, educators and mentors from around the world. 

The 10 core areas include: 

1. Self-Awareness
2. Communication Skills and Conflict Management
3. Self-Discipline, Focus and Decision Making
4. Relationship-Building and Social Intelligence
5. Executing for Results
6. Persuasion and Influence
7. Teamwork and Innovation
8. Shaping Culture and Organizational Change
9. Thinking Strategically and at a Higher Level
10. Positive Psychology

Emerging Leadership Coaching Program

Some employees who are great at their technical work may be emerging as potential leaders for the future. As the company grows and retirement of the baby boomer generation accelerates, what are you doing to avoid the high cost of turnover? Are you training your high potential employees to successfully take on new roles in supervision and leadership positions? 

The Emerging Leadership Coaching Program is designed for the high potential employees who are part of a company’s transition plans to move into supervision, management and executive leadership roles in the future and for those leaders who want to refresh their own leadership skills. 

This program focuses on strengthening leadership through application of best practices in the following 15 areas:

1. Business Systems
2. Choice Management
3. Coaching
4. Communications
5. Customer Experience
6. Financial Management
7. Gross Profit
8. Human Resources
9. Leadership
10. Management
11. Marketing
12. Motivation
13. Personal Effectiveness
14. Sales
15. Strategic Planning

Both programs are designed to provide you with the tools for a leadership journey that will inspire and excite, strengthen the business, and apply leadership best practices. Organizations can use these programs in a group, one-on-one, or customized for their specific needs. 
 

To learn more, contact one of our ThistleSea business coaches at 724-935-1930 or info@thistlesea.com. 
 

Strengthening Your Workforce

By John Laslavic

Many businesses we talk to are in dire need of employees with two important characteristics; (1) their attitudes of service honor the business code of conduct and (2) they have the technical competency to perform in their position at a high level. 

Today, most owners and executives advertise for positions when an employee leaves (or right after the employee gives notice). Owners and HR departments perceive that they're competing for quality employees in their specific market segment. And they complain that there are no quality candidates to fill open positions.

Without denying that market factors can impact one's local labor market, we submit that there are three things that business owners and executives can do to reduce the number of open positions, quickly fill vacant positions, and improve the quality of work in the company's workforce.

1. Stop hiring and start marketing!
   Take action to continuously network, market and accept applications and resumes. Don't be afraid to replace non-performers or those who bring down morale.
   
   Accept responsibility for the results you are achieving. Don’t make excuses or blame others. Your organization has a lot to offer, and you need to clearly communicate those benefits to your target potential employees.
    
2. Evaluate performance.
   Identify each employee's role in the organization, and evaluate individual performance on an ongoing basis. Provide coaching and feedback to each employee, and follow up on all corrective actions to ensure improved performance. Replace employees that are not happy, not performing, and do not share your organization's values.
    
3. Actively seek “on-deck” candidates.
   Create a bench of candidates that meet your company's requirements (also called "ondecking."). By creating a talent pool of qualified candidates, you can avoid long vacancies and continually identify more qualified applicants. That will improve and upgrade your organization's workforce.

ThistleSea can work with you to both evaluate your current system and coach your organization to improve it. Give us a call at 724-935-1930 to learn more about our capabilities.

When I say "anti-social HR," what does it mean?

Would you describe your HR as “anti-social”?

I’ve been leading workshops for a not-for-profit group called Priority Two for about 10 years. Recently, I was leading a workshop of about 20 people, all with years of experience working in professional and administrative careers, who now found themselves seeking employment. Many of them had not sought employment for a decade or more. During our group discussions, the term “anti-social human resources” came up.

“What do you mean?” I asked them.

They stated that many companies’ HR representatives do not provide them with a great impression of the company. They said that the job functions, duties and responsibilities are not available or well-defined. They told me that success in the position could not be explained by HR representatives. There was no passion or excitement for the company and its direction. There wasn’t a clear agreement on exactly what the interviewer hoped to achieve during the interview. And finally, they mentioned the “HR black hole” – the experience of sending information to HR online and having it go forever unacknowledged.

NASA didn't realize they illustrated an all-too-familiar HR process.

How would your company stack up?

Have you recently reviewed your business plans to ensure you have a staffing plan? Are your current and future employees a functional fit for your short- and long-term business success?

Focus on effectively running your company’s human resources functions is critical. But why?

Because ALL employees must contribute to the bottom line, and there is less room today financially to carry non-productive employees. Competition for the great, productive employee is at an all-time high. They may cost a bit more, but so can non-productive employees and turnover.

If the business does not do the upfront work to recruit effectively and lead employees through the strongest agreements possible, it may never achieve the desired outcomes and success for the owner. A strong human resources program in today’s business environment is required.

The need to recruit, hire, on-board, train and retain top quality management and associates to your company is more critical than ever.

If you want to learn more about putting a productive human resources plan together for your company, give our team at ThistleSea a call.

Have a great summer!

John

Sheila Hyland of FosterHyland & Associates - ThistleSea Client Testimonial

Watch Sheila Discuss the Results Achieved Working With ThistleSea

Sheila Hyland is a outstanding and successful News Anchor, Editor and Reporter for both local and national news organizations. She is the principal at FosterHyland & Associates providing media coaching, media relations, training and crisis communications services.

FosterHyland & Associates is unparalleled in its customized approach to media relations, crisis communications and executive media coaching. They assist in relationships with all media — from wire services to global news organizations. Their services encompass development of crisis response plans, message development and proven strategies for making the most of every media encounter.

Learn more about the outstanding services offered by Sheila and her firm at www.fosterhyland.com.

(c) 2014 ThistleSea Business Development, LLC, All Rights Reserved

Can't find time to read that great book that was recommended to you?

by Michelle Hall, ThistleSea Business Development, LLC

With today's ever increasing pace of life, it's often hard to find the time to sit down and read many of the great books that are available. Have you tried listening to a book instead? This is a great alternative while you're driving, working out, or even performing a mundane task around your house. Below are a couple resources available to you if you'd like to listen to an audiobook.

Overdrive.com - Listen to Audio Books for FREE

Overdrive is a resource available through your local library to provide digital media to you, including audio and electronic books, on a temporary basis. They have an 'app' available that you can download to your smartphone or tablet where you can search for titles and download them to your device. To do this, you just need to use your library card number to 'check out' a book ~ usually for a 3-week period.

There is an increasing selection of titles available, and you can also place yourself on a wait list for titles that are currently checked out. I recently downloaded "Born to Win" by Zig Ziglar which is an audio book that I would highly recommend.

Audible.com - Purchase Audio Books for your Digital Library

Audible.com is a part of Amazon.com, and they offer a monthly membership or the ability to purchase audio books for a fee. If you don't already have an audible.com account, I would suggest signing up for the free 30-day trial which allows you to receive 2 books for free. You can download and play any audiobooks on your computer, iPod or mp3 player. There is also an Audible 'app' that you can download to your smartphone or tablet to allow you to access your electronic library from your device.

These apps provide some quick and easy ways to listen to some of those great books that you haven't found the time to sit down and read.  So throw on those headphones and listen to a great book while multi-tasking!

Please share some of your favorites with us in the comments section below! What are some of the best business titles that you have read?

RESULTS: Kim Kramer, Senior Vice President

Kim Kramer speaks about her work and results by working with ThistleSea.

Kim Kramer Testimonial

Client Testimonial: Kim Kramer, Senior Vice President and Financial Consultant

(click on link to view video testimonial)

RESULTS: Ken Doerbecker, Owner, Perfection Services, Inc.

Ken Doerbecker speaks about his experience working with ThistleSea Business Development, LLC

Perfection Services Testimonial Vid

Client Testimonial: Ken Doerbecker, Owner, Perfection Services, Inc.  

(click on link to view video testimonial)

John D. Laslavic, LPBC, Receives 2013 PBCA’S Founders / Legend Award

john-laslavic

ThistleSea’s President Honored By North America’s Premier Professional  Business Coaches. The Professional Business Coaches Alliance (PBCA) recognized John D. Laslavic, LPBC, President, ThistleSea Business Development, Wexford, PA,  for his dedicated work and efforts in developing and improving the business coaching profession and his leadership in the growth of the Professional Business Coaches Alliance.

At its 2013 Annual Meeting in Orlando, Florida, Mr. Laslavic was presented with the First Founders/ Legend Award by PBCA’s founder Mr. John Deagan, LPBC, of Canton, OH and Mr. Jon Denny, LPBC, PBCA’s Owner & President, of Syracuse, NY.

This distinguished award recognized Mr. Laslavic for his support and significant contributions to the PBCA.  Mr. Laslavic has been associated with the PBCA organization since its early inception in 2005.  He has served multiple years on the Executive Leadership Team, has served as the organization’s first Director of Strategic Alliances, worked as a JumpStart Coach who mentored business coaches whom desired training and those developing their business coaching practices after receiving their PBCA organization Business Coaching designations.

He was instrumental in developing and earning the PBCA Black Belt designation, which is the highest designation recognized by his peers,  demonstrating superior business coaching, knowledge and service to his community and the over 100 Professional Business Coaches in the United States and Canada.

Mr. Laslavic also founded ThistleSea Business Development in 2005.  Currently, this growing firm has 3 Licensed Professional Business coaches.  He is actively involved and serves the membership of The Chamber of Commerce, Inc, Wexford, PA, as the Vice Chair, Board of Directors and the Chairman, Personnel Committee and volunteers his time assisting men and women in their job transitions through Priority Two.

Wendy O. Lydon, LPBC, Nationally Recognized

ThistleSea Business Development's  Business Coach, Wendy O. Lydon, LPBC Receives Distinguished Recognition

During the 2013 Annual Professional Business Coaches Alliance (PBCA)  meeting in Orlando, Florida, Ms. Wendy O. Lydon, LPBC, Vice President and Business Coach at ThistleSea Business Development, LLC, Wexford, Pennsylvania, was awarded and recognized as the Eastern Region PBCA Business Coach of the Year.

This distinguished award is given annually to the most successful Business Coach who has most effectively served her business community as a Licensed Professional Business Coach,  mentor and has provided exceptional leadership to the PBCA organization and the over 100 Professional Business Coaches in the United States and Canada.

Ms. Lydon has been with ThistleSea Business Development for 4 years.  She has earned her PBCA Black Belt, which is the highest designation recognized by her peers,  demonstrating her superior business coaching, knowledge and service to her community.  She assists business owners and leaders in building more profitable businesses allowing them to achieve abundant and rewarding personal lives.   Ms. Lydon is involved in many organizations and serves as a member of the Board of Directors of the Women’s Business Network (WBN) and serves on the Board of the Cranberry Township Community Chest (CTCC).

ThistleSea Business Development, LLC,  is a business coaching, consulting, strategy development, training and business services company.  ThistleSea offers successful business owners and executive’s custom One-on-One / Face-to-Face and Group Coaching in Pennsylvania, Ohio, and West Virginia with virtual coaching across the United States.

She resides with her husband Jack and daughter Keara in Cranberry Township, Pennsylvania.

---

About ThistleSea Business Development, LLC:
ThistleSea Business Development is a business coaching, strategy development and training company with offices in Wexford, PA.  It is the only service organization in the area comprised of a team of Licensed Professional Business Coaches and is also a certified Guerrilla Marketing Firm.  ThistleSea Business Development also includes the division of CNICUS Buying Group, providing services that help businesses increase revenue, reduce expenses and improve their performance.

Great Client Testimonial For ThistleSea Business Development, LLC

Ultimate Defensive Driving School LLC.

www.ultimatedefensivedriving.us

25 February 2011

Mr. John Laslavic Thistle Sea Business Development 7500 Brooktree Rd Wexford, PA 15090

Dear John:

I just wanted to take a moment and express my sincere gratitude for your service.  We have come a long way in a short period of time in putting systems in place.  My business has evolved into a premiere driver safety training company.  We have expanded our business solely on our discussions and implementation of solid rules and sticking with them.  You have a good product and service and are easily accessible. Our discussions at 10pm on several occasions have paid dividends many times. Furthermore, you also continue to expand and provide top shelf service as well.  Recently, you added an information technology person to help with state of the art web design.  Alex Lau has brought a whole new facet to your company.  I now have a state of the art website.

As for Ultimate Defensive Driving we have had explosive growth in the safe driver training arena.  We have grown over 30 percent for the past 2 years, added 5 employees and instructed well over 300 young drivers and 250 drivers of companies in our region.  You can rest assured that our growth can be attributed to your diligence in keeping us on track.  Thanks again and continued success with your company!

Respectfully, James A. Clair President/ Founder

720 Hartland Drive Cranberry Twp., PA 16066 724.321.5655 jclair@ultimatedefensivedriving.us