Have you ever put off a conversation with a co-worker or an employee because you knew it was going to be awkward or difficult? Like giving negative feedback or overcoming workplace friction?
Of all the topics I’ve covered in my column, strategy is the one to which I keep coming back. Astute readers might be asking at this point, “Why?” Especially when we hear so often that “culture eats strategy for breakfast,” and other axioms that denigrate strategy. Why does Christoph keep on writing about this “outdated” topic more than others?
One of the toughest calls I receive as the owner of a public relations agency specializing in the home services industry is from a plumbing or mechanical business owner asking for my help after they find themselves, or their business, in the middle of a crisis.
Leadership is tricky in any industry. In my time serving as a leader for various service companies and as a leadership coach for countless more, I’ve learned a lot the hard way.
Neighborly’s placement at 4,345 is a result of the company’s consistent growth year-over -year, made up of more than 4,800 franchises representing 28 total brands that repair, maintain and enhance properties, united under one platform serving more than 10 million customers across nine countries.
The skillset that spells success as a business owner is fundamentally different than the skillset for success working in the field as a plumber. Here are four things business owners must know to turn a profit that were not necessary to turn a wrench.
PT Barnum had a real problem with patrons who lingered in his museum a bit too long, which limited the crowds and cut into profits. He needed a way to get people to leave and replaced the exit signs with “This Way to Egress.”
Who here doesn’t want to grow? Who doesn’t want to improve and make more of a difference with your business? It’s a silly question, right? Everyone wants to get better and scale their business, but not everyone does.