Bill
Hard Versus Difficult – You Can’t Survive Both When Scaling Your Business
Scaling a business is and will always be hard work, but we almost always make it more difficult than it needs to be. The distinction between “hard” and “difficult” is critical: hard refers to the inherent effort and discipline required: Relentless focus, willingness to step out of your comfort zone, and consistent hard work. Difficult,…
Lesson 3: Clarity Above All Else: Getting Laser Focused on Who You Are, What Value You Provide, And What Numbers Matter Most
Scaling and selling a telemedicine company to Walmart taught me that clarity isn’t just a leadership virtue – it’s a survival skill. In the chaos of hypergrowth, new opportunities, and relentless demands, the companies that thrive are those that stay ruthlessly true to their purpose, their value, and their numbers. Clarity, when consistently reinforced from…
Lesson 2: Intentional Culture: Creating a Performance-Driven Culture Centered on Collaboration, Kindness, and Execution
Building a high-performing, positive workplace culture is not accidental. It requires intention, consistency, and leadership. As organizations grow and evolve, the temptation to prioritize short-term results over long-term cultural health can be strong. Yet, neglecting culture as you scale, tolerating toxic behaviors, or failing to clearly communicate values and expectations can undermine even the most ambitious…
Lesson # 1 from Scaling and Selling Your Business for a High Valuation: Ensuring Your Business Model Can Rapidly Scale Without Breaking
Scaling a business is exhilarating—until your systems, people, or processes start to crack under the pressure. Doubling a telemedicine company in two years and selling it to Walmart taught me firsthand that rapid growth is only possible if your foundation is rock-solid. Here’s how to ensure your business model is built for scale, with the…
CEO Lessons Learned From Scaling And Selling A Business To Walmart
So you want to scale and sell your business for a high valuation in just 2–3 years? It’s an ambitious goal, but it’s possible if you get the fundamentals right. In fact, it’s exactly what I and my team achieved by doubling a telemedicine company in two years and selling it to Walmart. But here’s the…
Five Steps To Turn Your Executive Team Into A Growth Accelerator
CEOs, founders and executive leaders know the pressures: craft a disruptive strategy, build flawless execution plans, and expect to deliver breakthrough results. Yet, months later, many organizations find themselves failing short – despite having “done everything right.”. Why? Because even the best strategy and execution cannot compensate for an executive that isn’t fully aligned. To…
The Cornerstones of Ongoing Employee Engagement – And Compensation isn’t One of Them
As CEOs and executive leaders, we can often sense when employee engagement is high. We can feel the energy—moods are better, collaboration flows seamlessly, and results exceed expectations. Employees seem “all in” on their work, driven by a passion for what they do. However, this level of engagement rarely lasts forever. Over time, the enthusiasm…
How Best to Handle The Four Extreme Employee Types
Every organization has the four extreme employee types, and it is imperative leaders know how to handle each type. The four extreme employee types are at the far ends of value alignment and productivity, with each one requiring a separate set of actions. Not addressing these extreme employee types in the proper manner will negatively…
The Seven Critical Attributes of Compelling Brand Promises
Prospects need to know what your brand stands for, and so often as leaders of companies, we think we have strong brand promises. However, ask current clients, informed prospects, even employees what your brand stands for, and you may get blank stares or generic answers. Most leaders and companies underinvest in this critical aspect of positioning. Verne…
The Culture Vulture – Every Organization’s Number One Internal Enemy That They Do Nothing About.
Check out the original publication on LinkedIn. As a leader, have you ever said or thought something like the following: “John is our top sales person and has the relationship with our top clients – even though we know he can be negative we can’t let him go – we would lose too much business.”…
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