Rick Fezell gets it. Why else would he jump into the icy waters of Lake Michigan in the middle of January? As the new managing partner for EY’s Midwest Region, Fezell wanted to show everyone that there was another side to his personality than just being the boss. He was willing to step out of his comfort zone and do something that a lot of people think is completely crazy.
But as much as his polar plunge got everyone talking, it’s the more subtle actions taken by Fezell that demonstrate his understanding of what it means to be a strong leader in today’s fast-paced world.
While he was born and raised in Pennsylvania, he had spent most of his career working in California. It was there that he and his wife raised their family and built a life. The move to Chicago in 2012 was a great opportunity, but it was also a huge adjustment for his family. Fezell understood that if he couldn’t help his family adapt to their new home, it wouldn’t matter how successful he was at EY.
So he worked hard to build relationships with his new colleagues and other key people he would be working with. But he also managed his schedule so he would be home in the evenings as often as possible to have dinner with his family. There wasn’t much time to rest, but Fezell understood his leadership responsibilities both at work and at home.
It’s easier than ever to stay in touch with your work these days, but that often makes it harder than ever to disconnect from the office and have a little down time. The problem is if you try to go too long without taking those moments to step away, you risk burning yourself out.
But you also risk setting the wrong tone with your people. Everyone understands that you’re the boss who makes the key decisions that shape the direction of your company. But being the boss doesn’t mean you have to be distant and aloof and project an image that you’re different from your employees.
It could be as simple as sitting with a group in the lunchroom — or maybe just stopping by someone’s cubicle in the afternoon to talk about family or the big game last night.
If you’re really bold, maybe you’ll find an opportunity to jump in the lake in the middle of winter. But the point is that you find some way to relate to your people so they see you as a man or woman who has some of the same challenges and obstacles in life that they do.
Still the leader
A brash action doesn’t chip away at your authority. You’ll still be the leader and command the same level of respect even if you take your jacket off for 10 minutes and shoot hoops in the parking lot with your customer service team.
But when you leave a little early one day to watch your son play T-ball, and let your employees do the same thing, you’ll also send the message that family is just as important as business. And what better message could you send about what your company stands for than that? ●
Mark Scott is senior associate editor of Smart Business Chicago. If you have an interesting story to share about a person or business making a difference in Chicago, please send an email to MScott@sbnonline.com You can also follow us on Twitter at @SmartBiz_CHI
With margin pressures, cost reductions and ongoing economic uncertainty on most corporate agendas, a company’s supply chain has become a key driver of growth. The relationship between the supply chain and senior finance leaders is more important than ever as C-suite executives work to build a cost-effective operating model.
Yet, in “Partnering for Performance: CFO and the Supply Chain,” a recent EY survey that looks at the impact on the business when the CFO and chief supply chain officers collaborate, only one-quarter of finance executives describe their relationship with their supply chain counterparts as a true business partnership. Worse, only 21 percent of supply leaders report that their CFO chiefly plays an enabling, collaborative partnership role.
These are troubling statistics considering the study also shows that collaborative relationships result in stronger profitability, a wider, more detailed view, and a better-performing business characterized by higher growth, more focused management decisions, greater visibility into risk and strategic alignment.
Here is a look at four key areas where the CFO has an opportunity to enhance performance through business partnering with the supply chain:
Create strategic alignment
EY’s study shows that companies with strong finance and supply chain relationships report much stronger alignment between the supply chain and broader business strategy. Further, companies with a business-partnering model often report better results than those with a traditional finance model in place.
With greater visibility across the organization, leadership can strengthen planning, align manufacturing capacity with demand and improve the efficiency and effectiveness of supply chain operations.
Study investment choices
Traditionally, CFOs and their teams oversee investment and resource allocation. Yet, the supply chain leader is in an ideal position to help guide capital investments to build the right capabilities that align with the growth strategy.
In a business partner model, these two functions collaborate and greater value is generated from capital investment decisions.
Take advantage of experience
The CFO’s perspective across an enterprise, combined with being in a position as a trusted adviser, enables the CFO to play a vital role in helping to standardize the language, measurement, tools and key performance indicators across an organization.
When working in sync with supply chain leaders, the CFO can be sure that together, the company is driving behaviors and business strategy while keeping costs and efficiency top of mind.
Be able to deal with risk
Managing risk is one of the biggest contributions CFOs can make to the supply chain, but within complex global companies where there are primary, secondary and tertiary suppliers, identifying these risks can be challenging. By becoming more engaged in the supply chain, business partner CFOs can look more deeply at exposures and assess whether they are being mitigated appropriately.
Seventy percent of CFOs surveyed say their relationship has become more collaborative over the past three years. This is encouraging because of the many benefits to organizations that have a business partnering culture, where there is a highly collaborative, enabling and supportive relationship between the CFO and supply chain leader.
To explore if business partnering is prevalent within your organization, ask yourself how collaborative your relationship is with the supply chain. Is finance perceived as a gatekeeper or a policeman? See if there’s room for additional business partnering within your organization that could improve your company’s performance and fuel growth. ●
Rob Dongoski is the Chicago Advisory Market Leader for EY with more than 20 years of experience helping clients streamline costs, optimize capital and improve growth. You can reach EY at (312) 879-2000. Visit www.ey.com/GL/en/Issues/Managing-finance to read “Partnering for Performance: CFO and the Supply Chain.”
Learn more about EY at:
Mobile apps: http://www.ey.com/GL/en/Home/EY-Insights
Do these terms sound familiar?
Come on, you can admit it. Aren’t there times when corporate-speak makes you nauseous? Don’t get me wrong; I live in the corporate world. It’s from there where my bread is buttered and bills are paid. Yet, those running the big businesses often forget what the keys for optimizing success are, thus garnering less than stellar results.
The construction of a high-performance team needs to be centered on the how. Having worked intensely with executive teams in the last five years, we take an unconventional approach to helping them maximize performance, as reflected by the following:
Key No. 1: Vulnerability
Each individual starts out standing front and center before their peers and speaks to how they contribute to the success of both the team and organization. They must speak on the areas they believe they’re most measured against and where they believe they’re strong and where they need the most improvement.
Vulnerability can be terrifying. But it also shows tremendous strength when an individual can get up and bare all in front of his or her peers. The comical irony about this activity is those who think this is soft or too touchy-feely aren’t strong enough to be vulnerable; are you and your team members?
Key No. 2: Feedback
Author Ken Blanchard said, “Feedback is the breakfast of champions.” Unfortunately, too many people skip breakfast or don’t want to be told they have to eat it to be healthier. Feedback is the same. How can we remove blind spots that risk so many crucial business issues if we don’t get input?
Many performance reviews will discuss certain levels of improvement needs, but they often lack the specificity of observable indicators. In other words, how will we know you are improving? What actions will reflect your growth?
Perhaps the best way to create team trust and inspire a desire to improve is to provide feedback that is candid and constructive in a shared forum. It’s not for the faint of heart. It’s for those committed to optimizing their individual and team growth.
Key No. 3: Action-based standards
We’ve all driven home and taken a different route because of traffic or construction. Sometimes, retracing the route we selected slips from our memory. Yet, we know we stop at the red light, advance on the green and adhere to the driver on the right at a four-way stop sign. Why? They are the rules of the road that become memory-formed habits.
Benign mission statements are just that because they lack verbs that execute. Action-based standards don’t describe what we will be, but how we will conduct ourselves.
If they are agreed upon and authored by the group, not by one guy at the top, they become the fabric by which everyone works. It becomes much more likely that members of the group will hold each other accountable to these standards. They become the rules of the road, which become burned in our hard drives.
If you want to establish a truly high-performing team, you need to engage people in the way that team will effectively function. When they are part of that effort, it builds long-term traction and optimizes effectiveness. ●
Joe Takash is the president of Victory Consulting, a Chicago-based sales and leadership development firm. Takash is also a keynote speaker for executive retreats, sales conferences and management meetings. Reach him at (818) 918-3999 or www.victoryconsulting.com
Learn more about Joe Takash at:
The duty of leadership to effectively reward is essential to the survival and prosperity of any organization. Issues between the leader and his or her people regarding incentive compensation can undermine the entire motivation process. We really are in the “timely rewards” business as company leaders.
Here are four principles for successfully rewarding your people for a job well-done:
Deploy your people to maximize the use of their unique gifts and talents
When we have people working in areas where their individual gifts and talents don’t match the position well, employee satisfaction and employee performance suffer. Why? Because expressions of trust and gratitude from leadership become much less natural and less frequent.
Contrary to a lot of conventionally accepted wisdom, “People cannot do whatever they want to do or are asked to do.” Rather, “People can effortlessly do whatever they were wired to do.” If people’s talents aren’t lined up with what is being asked of them, redeploy them to make the best use of their gifts.
A leader’s trust and gratitude generate a great deal of employee satisfaction
I believe the greatest reward leaders can give is sincere trust and gratitude. In fact, I consider creating trust and expressing gratitude to be primary leadership requirements.
This critical combination satisfies a nearly universal desire to be affirmed and appreciated. I believe financial incentives alone are necessary, but not sufficient to motivate and drive success. Trust and gratitude create more satisfaction, engagement and enjoyment.
Design compensation rewards in advance and in detail
Compensation plans must be well designed in advance of their implementation with simple, detailed and understandable quantitative measurements, which are really leadership expectations of desired outcomes. All too often, performance bonuses, sales incentives, project milestone payments, etc., rely on qualitative rather than quantitative measurements.
To fix this, qualitative wording like “used best efforts” or “used best judgment” can easily be coupled with added quantitative language: “Used best efforts to complete the project by June 30.” or “Used best judgment in screening five bidders to two finalists by Aug. 15.”
Verify and reward outcomes, not impressions
In my experience, there is often a great temptation to reward the impression of “progress,” the impression of “improvement” and the impression of “hard work.” Yes, these are important qualitative attributes in our people’s performance reviews, but they aren’t reliable measurements for incremental incentive compensation purposes.
To be effective, compensation-based rewards need to be treated as an arm’s length accounting practice including an audit-like review of the accomplishments and calculations. Reward financially only after completing a third party, audit-like review of the quantitative measurements by human resources or accounting. This will ensure the desired final outcomes actually happen and avoid the need to go back and reverse rewards. ●
Joseph James Slawek is the founder, chairman and CEO of FONA International, a full-service flavor company serving some of the largest food, beverage, nutraceutical and pharmaceutical companies in the world. For more information, visit www.fona.com or call (630) 578-8600.
Learn more about Joseph James Slawek at:
Not long ago, I co-facilitated a World Café discussion at which a group of 50 leaders, consultants and students in organizational development brainstormed answers to two critical questions about a multigenerational workforce:
■ How do you motivate a workforce composed of several generations?
■ How do you develop and prepare the workforce for the challenges of tomorrow?
The collective thinking that emerged offers a starting point and even a list of issues for leaders to consider when creating a strategy for addressing multi-generational needs that emerge in their organizations.
Motivating the diverse age workforce
There are predominantly four generations in the workplace today: traditionalists, born before 1945; boomers, born between 1946 and 1964; Generation X, born between 1965 and 1980; and millennials, born between 1981 and 1999.
There are communication differences and needs among each generation — for example, preferences for text versus phone. There also are stereotypes within and about each generation that need to be understood and addressed.
■ Communication channels need to be both formal and informal because it is critically important to be transparent and foster open communication among all generations, especially around specific expectations and problems or discrepancies. Train everyone in the organization on the differences in communication styles.
■ Emphasize the strengths and experiences of groups and individual employees alike. Instead of mentoring, consider the concept of collaborative partnerships that emphasize learning from each other. Encourage people to share based on their passions. Drive relationships and promote collaboration. Consider diverse participation in projects to allow relationships to grow organically.
■ Maintain flexibility regarding differences among generations. Recognize that every generation will have different needs and preferences. Ensure enough communication to clearly define expectations that each group may have.
Prepare for tomorrow’s challenges
Enhancing the value of a multi-generational workforce takes planning. Before dealing with the challenges, leaders must anticipate and plan for them.
■ Build forecasting into the core competencies of every leader in your organization. Help them be great listeners, questioners and observers who are culturally and generationally sensitive and value diversity. Ensure that they have strong human relationship skills and a clear demonstration of these skills in practice. Help them be adaptable, flexible and able to embrace change.
■ Recognize that there are global issues and a need for a global-minded, multi-generational workforce. Consider qualifications for a global workforce, help each individual find his or her niche in the global picture and help each person consider why he or she should stay with the organization.
■ Create a broader relationship with your employees. Give them the freedom to think about future challenges and to be innovative in addressing them. Emphasize creativity and adaptability. Engage all employees in an ongoing dialogue. Build trust that promotes engagement. Finally, show a strong commitment to invest in each employee’s development.
A World Café is an excellent tool in developing a multi-generational workforce strategy that employs these tactics, because it is so dynamic and collaborative, drawing on the experiences and observations of all generations in the organization. There is no right or wrong, but the collective thinking of the crowd is a great starting point. If you open up communication in this way, your employees across all generations are likely to be highly motivated, engaged and willing partners in collaborating for best results. ●
Jay Colker, DM, MBA, MA, is on the core faculty teaching counseling and organizational psychology at the Adler School of Professional Psychology (www.adler.edu). He also maintains a human capital consulting practice, is founder of Crowdsourced Coaching and may be reached at email@example.com or (312) 213-3421. To learn more about Colker, visit crowdsourcedcoaching.com/about-us/.
Learn more about Jay Colker at:
Have you ever made a promise and failed to keep it? Of course you have, you’re human. That doesn’t make you a bad person, assuming it was not your intention to deliberately deceive the person or people to which you made the promise.
But sometimes in our zest to please others, we don’t always think through all the details before we open our mouths. We just push forward believing that we can make it happen. In the event that we can’t live up to the promise, we apologize and try to learn from our mistake.
Aligning commitment with a promise
Andrew Berlin makes a promise with every employee he hires at both Berlin Packaging and the South Bend Silver Hawks, the Class AA minor league baseball team he owns in South Bend, Ind. Berlin puts a great deal of thought and analysis into this promise to ensure it represents something he can live up to.
He promises to pay his employees top dollar for their efforts and to give them every opportunity to grow and advance in the company. He guarantees that they will have strong, supportive leadership and an organization that will be there for them when they run into personal challenges.
Regular training opportunities will also be offered and while he stops short of guaranteeing their job forever, he does promise that they won’t have to work in fear.
In return for making this promise, Berlin asks for a strong commitment from his employees. He expects profitability, productivity and innovation. Points are not awarded for working hard if there are no results to show for it. In these situations, Berlin advises employees to actively seek better ways to turn their energy into productivity. The stakes are high on both sides, but the results — a packaging company topping $800 million in revenue and a baseball team that offers its fans a great ballpark experience — offer proof that Berlin is on to something.
Think before you act
It’s OK to make promises to your employees if you’ve put thought into what they represent and concluded that you have the means to support them. These assurances can build confidence and trust and empower your people to give maximum effort in their work. You show them what their hard work can lead to, and they’ll go above and beyond to make it happen.
But a failed promise can do exactly the opposite to morale. It could be a raise or bonus that you can’t deliver on, or it could be something less tangible such as a more active role in shaping your product or service.
If you open the door to your people and encourage and empower them to put their creative thoughts and ideas on the table, and then you reject them in favor of your own plan, you’ll quickly lose their support.
Employees will probably understand if you have to break a promise due to circumstances you couldn’t foresee. But they will not be as forgiving if they believe they were deliberately deceived.
Berlin has found success by being upfront about expectations and making promises he can keep. All he asks is that his employees make the same commitment to him. When you have an organization that has such strong commitment at all levels, it’s hard not to find success. ●
Mark Scott is senior associate editor of Smart Business Chicago. If you have an interesting story to share about a person or business making a difference in Chicago, please send an email to firstname.lastname@example.org.
It’s a new year and a fresh start. While it could be construed as cliché to make resolutions, sometimes they are exactly what I need to refocus and recharge.
By working with multiple organizations over my career, there have been recurring themes that have stayed with me. People want to work toward something together and belong to an organization that they believe in and trust. They want simple, clear directions as well as focus, and everyone always wants to see tangible results.
With those thoughts in mind, here is how I approach my new year:
Plan — for the day, quarter and year
Short- and long-term goals are vital to any businesses’ success. What I also find important is the communication of those goals. Everyone in your organization should know your goals, should be focused on them and should tailor their actions to help achieve them daily.
The individual goals of each person in the organization need to be aligned with your goals. That will keep everyone working toward the same things you want and need to see accomplished. Your communication of these goals should be used in all of your conversations and interactions with your team. It will build the unity you are looking to achieve.
Team members will rally to help you reach your goals, because they will have been invested and in agreement with them from the start.
Once you determine your goals, or just refocus your staff on your current ones, you must prioritize. Whether it is based on ROI, or long-term benefits, your staff members need to know where they should focus and the importance of each goal. Don’t overcomplicate it! Simplification is not overrated and helps get the message across with a large staff.
Put into practice
This is the time to put your money where your mouth is. Hold yourself accountable to the high standard of actually doing what you say you are going to do. People believe in words, but the actions are what make a good leader.
If you put into practice actionable steps to reach your goals, people will notice. More importantly, people will want to follow your example.
It is OK to make mistakes along the way.
Making mistakes means that you are acting on accomplishing your goals, instead of just talking about them. It means you are trying new things and approaching your goals head-on. This is why you should have a strong executive team around you — to support you, and to help you when an obstacle arises.
I am a firm believer in the old adage, “You are only as good as the company you keep.” While I might not know every answer, I know that I can count on my team around me to help us get the right answer and strategy.
A year can seem overwhelming when you look out at all 12 months. But take it one step at a time. Take small chunks of time where your presence and ideas can be felt, and then your actions can be executed. You have to believe that your company is right where it should be at this moment, and with careful planning and a renewed focus, you will get to the next step, together. ●
Learn more about Addison Group at:
Thomas Moran is the CEO of Addison Group, a professional staffing firm headquartered in Chicago. Addison Group provides high level recruiting and placement services for finance & accounting, information technology, health care and administrative industries. For more information, visit www.addisongroup.com.
Three tips to help you get better at securing warm leads to grow business
“Before I got married, I had six theories on raising children. Now I have six children and no theories.” — John Wilmot
We all long for that road map to guide us to a higher level of success in all that we do in life, whether it is in parenting, fitness, buying a car or a house, or saving for your children’s college education.
Yet, I’ve discovered a surprising level of irony in the way many organizations and their sales divisions go about securing business. Sure, there are sales plans, strategies and tactics in most companies. But the contradicting force that sabotages a higher level of success is the lack of discipline at the individual level.
Historically, here at Victory Consulting, we have floundered in a hodgepodge, haphazard manner. We have worked with little consistency and too much randomness in our prospecting for and pursuing of opportunities. This has rendered us operationally inefficient.
Furthermore, we once rested on the convenient self-talk that the best way to get new business is to do good work. While that thinking has relevance, it often serves as a rationalization to procrastinate the necessity of systematic, disciplined selling.
When the client work we were conducting was not commensurate to producing like quantity of new business, we looked hard into the mirror and came up with a simple plan. After all, simplicity breeds execution.
All who are responsible for chasing new business must, at a minimum, apply the following approach for working warm leads:
- Make a list of every friend, family member and business prospect you know where there may even be a hint of an opportunity for you to establish a professional connection. Create it, save it; add to it and save it again. Covet this lead log.
- Prepare in simple sound bites what your business is, how it provides value to those who work with you and what your differentiators are. This must be brief and easy to digest and this is something on which you must get feedback. Most sales professionals either don’t prepare this or assume it’s an inauthentic “pitch.” On the contrary, being able to functionally and succinctly articulate your value proposition, ask smart questions and listen is a sales professional’s responsibility.
- Penetrate your lead log and work your network. Ask people if they can introduce you to others who you can approach and if you can use their names as a reference. Tell them you don’t want to create discomfort, only reciprocal opportunities. A key component here is to determine how you can help the people who are helping you. It’s another responsibility of building connections.
This three-step approach is the antithesis of complex. Yet, how diligent and self-accountable are you in applying this process?
The truth is when you put these in action on a regular basis, business not only starts coming in more frequently, but there’s an exponential benefit that feeds momentum. And the benefit is the power of higher confidence. ●
Learn more about Joe Takash at:
Joe Takash is the president of Victory Consulting, a Chicago-based sales and leadership development firm and a keynote speaker for executive retreats, sales conferences and management meetings. To learn more, visit www.victoryconsulting.com.
When you’re looking to build your team in business, it’s only natural to look toward your friends and family for both money and time. Friends and family are the ones who stick with you through the highs and lows of entrepreneurship — from that first customer to the cash crunch.
Fortunately, when starting cleverbridge, I didn’t need my friends’ money. I did, however, need their time, and I decided to hire a few of them early on in our company’s journey.
There are some obvious dangers that come into play when hiring people you know:
You risk ruining personal friendships because of personal disagreements
What happens when the boss communicates a strategy that the friend doesn’t agree with? How the friend addresses the issue with the boss can set the tone for the outcome. What about when it’s time for a performance review? Does the friend get a bigger raise because they are a friend?
You create a rift between employees that are friends and employees that you didn’t know before they were hired
The “outsiders” feel out of the loop and start gossiping about the “insiders,” never quite trusting that what the insiders see won’t get back to the boss. Conversely, the insiders need to be careful about how much of their relationship with the boss they share with the outsiders. What should be talked about when the boss and insiders go on vacation together?
A perception of favoritism develops
Since the insiders likely spend more time with the boss, they are probably privy to more information about the business. True or not, the outsiders will often feel that the insiders receive preferential treatment in some way. Perception, however, is definitely a double-edged sword — if outsiders perceive that the insiders agree with the boss on difficult decisions, it can certainly help smooth over any objections.
In order to address these issues, I have some guidelines that should help when hiring a friend or acquaintance:
- Ensure that there is a clear match between the person’s qualifications and your needs. This may be obvious, but an entrepreneur can fall into the trap of scope creep with a friend that becomes an employee and no one wins.
- Hold the friend to a higher standard than all other employees. I personally am harder on my friends than people who I didn’t know before hiring them because there can be no hint of favoritism with your friends or else the office chatter can become a cancer.
- Require that the person report directly to someone else. This also takes some of the favoritism argument out of the equation and hopefully results in the person being seen as succeeding or failing because of his or her own work, not the invisible hand of a friend.
- Be upfront about who’s the boss before hiring. There needs to be a clear distinction about who is in charge and an understanding that your friendship can’t get in the way of business.
Hiring friends can be incredibly fun and it can be rewarding to have them participate in the journey. But they need to be treated like anyone hired from outside of the company. ●
Learn more about Cleverbridge at:
Craig Vodnik is the co-founder and vice president of operations at cleverbridge — a global full-service e-commerce provider for more than 300 international software and SaaS corporations. He is also the author of “Building Keystones,” a digital e-commerce industry focused blog. For more information, visit www.cleverbridge.com.
What happens when all your hopes, your dreams and all your excitement about the future are smashed to pieces in an instant? One moment you’re on the road to being the best in the world and the next — well, you feel empty.
As we begin 2014, many fans of the Chicago Bulls are still processing feelings of despair and heartbreak over the loss of Derrick Rose to a second major knee injury in less than two years. The devastating injury on Nov. 22 leaves the Bulls on a similar path to the one the team followed last season. Rose’s teammates will likely step it up again and grind out wins under the leadership of Coach Tom Thibodeau.
Chance of a miracle fades
They won’t give up on their dreams of a title, but realistically, the Bulls are out of the running as far as this season is concerned. And unlike last season, when many held out hope Rose would come back and save the day, there is no expectation of a miracle this time.
So what do you do when there is seemingly no hope to achieve the goals you had set for yourself or your organization?
There are a number of business leaders who look at the current state of the U.S. economy and see no hope. They see companies laying off employees, and others shuttering branch offices or cutting back on what they do.
Things just aren’t going to get better, they mutter to themselves. We’ll keep going out there every day to crank out the widgets and sell to the customers we’ve got, but we’re never going to be the business we thought we were going to be.
If that’s the attitude you take toward your company, you’re right. You never will be that business of your dreams. Going back to the Bulls, some people wouldn’t blame Rose’s teammates if they didn’t work quite as hard at practice or didn’t take that charge under the basket. The odds that they’ll win an NBA title this year are slim.
But they haven’t given up and they haven’t stopped fighting for every loose ball. Part of it is no doubt the leadership of Thibodeau who won’t let them simply go through the motions before trying again next season.
Optimism must step in
You can’t dwell on the things that are holding you back and then use those obstacles as an excuse for your failures. Change your strategy. Find another way to reach new customers or develop new products and services. Look for other ways you can meet the needs of the customers you already have.
Most importantly, come into work with a sense of optimism about the future and about what your business can be.
One cautionary note: This doesn’t mean you lie to your employees or pretend that the challenges your business faces don’t exist. All that does is make you seem out of touch and deflate the confidence of your people. Be realistic about those challenges, but engage your team to find solutions. Allow them to show the talent that led you to hire them in the first place.
If you have to reset your goals, then do it.
Just don’t give up. When you do that, there really is no hope.
Mark Scott is senior associate editor of Smart Business Chicago. If you have an interesting story to share about a person or business making a difference in Chicago, please send an email to email@example.com