Are you still running your company like you're in a product business, when your customers are actually buying like it's fashion?

If you're leading a brand today, you've probably felt the pressure: customers constantly asking "what's new," markets shifting faster than your product cycles, and differentiation getting harder by the quarter. In this episode, you'll hear how one CEO realized that success in the beverage industry had less to do with the product itself—and everything to do with thinking like a fashion brand driven by innovation, education, and timing.

By listening, you'll gain:

• A new way to think about your market—shifting from product-driven to trend- and innovation-driven strategy
• Practical insight into how education and continuous innovation create long-term brand loyalty
• A smarter growth approach by expanding with the right customers instead of constantly chasing new ones

Hit play now to learn the mindset shift that can help you stay relevant, innovate faster, and grow alongside your best customers.

Check out:

1. The "Fashion Business" Realization (~14:30)
Ron shares the pivotal moment at a trade show when buyers kept asking "What's new?"—leading to the breakthrough insight that he wasn't in the tea business, but the fashion business driven by constant innovation.

2. Innovation + Education as a Growth Engine (~12:00)
A deep look at how educating customers (green tea, matcha, etc.) and consistently introducing new products created a premium category—and sustained competitive advantage.

3. Growing with Customers vs. Chasing New Ones (~27:30)
Ron explains his strategy of scaling alongside key accounts like Whole Foods, Panera, and Total Wine—offering a powerful alternative to the typical "always be prospecting" mindset.

About Ron Rubin

Ron Rubin, author of GOLD IN YOUR BACKYARD, has spent more than five decades building iconic beverage brands and giving back to the communities and industries he loves. He began his career in 1972 at his family's business, Central Wholesale Liquor Co. In 1994, he purchased The Republic of Tea, which has become one of the most beloved tea brands in the United States. In 2011, he acquired River Road Family Vineyards and Winery in Sonoma County. Under his leadership, the winery is known for its quality and commitment to sustainability as a Certified B Corporation.

What if getting things done wasn't about more strategy—but about the same high-stakes instincts used by prison bosses to survive and lead?

You're busy, pulled in a hundred directions, and still expected to deliver results that matter. This episode flips the script on productivity by showing you how real execution happens under pressure—where decisions aren't theoretical, and hesitation has consequences. If you've ever felt stuck, overwhelmed, or as if your team isn't truly executing, this conversation will challenge the way you think about leadership, priorities, and impact.

• Learn how to sharpen your decision-making so you can act faster and with more confidence—even when the stakes are high
• Discover how to read people and situations more effectively to drive better outcomes and avoid costly missteps
• Understand what it really takes to build a culture of execution—not just ideas—so your team actually gets things done

Hit play now to discover a radically different approach to getting things done—and start executing at a level most leaders never reach.

Check out:

• [08:45] – Turning "Purpose" into Real Impact
  Andre breaks down why most corporate giving falls flat—and how a simple 5% shift can create meaningful, measurable change.
• [24:10] – Prison Boss vs. CEO: The Truth About Execution
  A powerful comparison showing how high-stakes environments force clarity, speed, and accountability—and what leaders can learn from it.
• [41:30] – The Gravestone Test for Better Decisions
  A memorable framework for aligning your daily actions with what actually matters in the long run.

About Andre Norman

Andre Norman is a globally renowned transformational speaker, strategist, and consultant revolutionizing correctional systems worldwide. As the founder of Second Chance University, a program designed to give access and inspiration to people seeking to improve their lives, Andre embodies resilience and innovation. As a former Harvard University fellow and collaborator with prestigious institutions worldwide, he brings a wealth of knowledge to his engagements.

Through dynamic presentations, practical strategies, and his personal journey overturning an over 105-year prison sentence to becoming a Harvard Fellow, Andre empowers audiences to overcome obstacles, navigate change, and unlock their true potential. His profound impact, global reach, and unwavering dedication make him a trusted expert for personal and professional transformation.

If mastering negotiation could instantly increase your business worth, how differently would you handle your next deal?

You negotiate every day—whether you call it that or not. From acquisition offers and partnership terms to real estate, compensation, and vendor contracts, you're constantly shaping outcomes that affect your company's growth and long-term business worth. The problem? Most leaders treat negotiation like a tug-of-war over price. In this episode, you'll learn why mastering negotiation is really about leverage, psychology, timing, and knowing when to walk away.

By listening, you'll gain:

• A smarter framework for mastering negotiation that goes beyond price and focuses on leverage, certainty, and deal structure

• Proven tactics like "never go first," strategic silence, and the flinch to strengthen your position without creating conflict

• A clearer understanding of motivation and timing so you can spot desperation, avoid overpaying, and protect your business worth

Press play now to sharpen your negotiation edge—and make your next deal one that compounds your business worth instead of quietly eroding it.

Check out:

• 07:45 – Leverage Changes Everything
  A practical breakdown of how leverage actually works in real deals—foreclosures, timing pressure, experience, and certainty of close—and why price is rarely the most important factor.

• 18:30 – The Power of Walking Away
  A sharp discussion on why the best negotiators are willing to walk, how desperation shifts leverage, and why "who comes back first" often determines who really has the power.

• 29:10 – The Flinch, Silence & Controlling the Pen
  Tactical gold: how to use silence to make the other party negotiate against themselves—and why drafting the agreement gives you structural control over the deal.

Onyi Odunukwe is CEO of Glo Tanning Centers, Inc. His specialties are:

• Marshaling limited resources to the most productive uses with the aim of creating maximum value for the company's stakeholders.
• Developing and cascading the organization's strategy/mission statement to the lower-ranking staff, and implementing appropriate rewards/recognition and coaching/corrective practices to align personnel with company goals.
• Planning by prioritizing customer, employee, and organizational requirements.
• Maintaining and monitoring staffing, levels, Knowledge-Skills-Attributes (KSA), expectations and motivation to fulfill organizational requirements.
• Driving performance measures for the operation (including a consideration of efficiency versus effectiveness), often in the form of dashboards convenient for review of high level key indicators

The podcast episode features an interview with Bill Simmons, the founder of Thrive Business Operations, discussing fractional CXO roles. The host introduces the concept of fractional CXOs, such as CFOs, CMOs, and Chief Revenue Officers, which are hired for specific needs or to fill critical positions temporarily. Bill Simmons explains how his company provides operational support for businesses through fractional CXOs, helping them navigate challenges and improve operational excellence.

They discuss scenarios where businesses might consider hiring fractional executives, such as when a company's growth outpaces its operational capacity or when there's a need for strategic guidance and execution. Simmons emphasizes the value of fractional executives in bridging the gap between vision and execution and highlights the cost-effectiveness and expertise they bring compared to full-time hires.

The interview explores the role of fractional executives in driving strategic outcomes and the importance of clear deliverables and accountability in their engagements. Overall, the conversation offers insights into the benefits and considerations of leveraging fractional CXOs for business growth and operational efficiency.

In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Doug Conant, a seasoned leader with over 40 years of experience, including roles such as Former CEO of Campbell's Soup, on the Power of People in Achieving Results. Conant shares insights on leadership and teamwork in large organizations. He emphasizes the importance of recognizing the power of the organization over individual contributions and discusses the pivotal role of community and engagement in achieving productivity and fulfillment.

Conant reflects on being fired from a job, highlighting the transformative experience it was for him and the realization of the significance of working with others. He discusses the challenge of leaders who struggle to accept help from their teams due to a belief in their own talent, stressing the importance of cultivating a team-centric mindset.

In this podcast episode, host Jim Schleckser speaks with guest, Sheila Heen, who is an expert in difficult conversations and feedback. Heen co-founded the Triad Consulting Group and has extensive experience in negotiation, including at Harvard Law School. She discusses her journey into this field and the importance of understanding emotions in communication.

Heen emphasizes the need to go beyond surface conversations and delve into the underlying thoughts and feelings in difficult interactions. She introduces three internal conversations: the "what happened" conversation, focused on narratives about past, present, and future events; the emotional conversation, addressing how individuals deal with their feelings; and the identity conversation, concerning what the situation reflects about one's self-image.

The discussion highlights the importance of shifting from blaming individuals to understanding contributions to problems within a system. Heen suggests focusing on learning from mistakes rather than assigning blame, fostering a culture where feedback is seen as an opportunity for growth. The episode underscores the significance of systems thinking in addressing organizational issues and promoting effective communication and accountability among team members.

This podcast features Jim Schleckser, host of The Lazy CEO Podcast, introducing Nicole Grinnel, founder of Mic'd Up Booking and Boseman Solutions, as a guest. Nicole shares her journey into podcasting, starting eight years ago, and discusses how podcasting can benefit various types of businesses. She explains Mic'd Up Booking's services, including assisting with hosting and guest appearances on podcasts, and highlights the importance of targeting the right audience for maximum impact. Nicole provides advice for podcast guests, emphasizing the importance of storytelling, authenticity, and preparation. She also discusses leveraging podcast appearances for networking, online presence, and content repurposing, making it a valuable tool for business owners. Finally, Nicole and Jim discuss the potential of podcasting as a marketing tool and the importance of promoting podcast appearances effectively.

In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Julian, an expert in recruiting and leadership development, to discuss the challenges and strategies for attracting top talent to organizations. Julian, a former head of recruiting at Bottle Rocket and a key leader at Reach Global, shares his insights based on over 15 years of experience in the field.

The conversation begins with discussing the ongoing "war for talent" and the evolving recruiting landscape in today's market. Julian emphasizes the importance of understanding and embracing an organization's Employment Value Proposition (EVP) as a key element in attracting top talent. He provides examples of successful EVPs, such as a private ride-hailing service that emphasizes immediate impact for software engineers.

In this episode of The Lazy CEO Podcast, host Jim Schleckser introduces Valerie Alexander, an expert on happiness and inclusion in the workplace. Valerie is known for her TED Talk on unconscious bias and her work as a screenwriter for Christmas movies on the Hallmark Channel. The conversation focuses on happiness in the workplace, with Valerie highlighting the importance of employee satisfaction for retention and recruitment. She emphasizes the need for employees to feel a sense of accomplishment, autonomy, and acknowledgment in their roles. The discussion also touches on the role of managers in creating positive work environments and the impact of happiness on turnover rates. Valerie shares anecdotes and insights to illustrate these points, emphasizing the significance of fostering a positive workplace culture.

In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Julian Harris, founder of Julian Harris Services and a former commercial lawyer. Julian shares insights from his experience working with various brands, including Manchester United and Twinings. While their initial plan was to discuss soccer, they delve into the Inside Out conceptual model, focusing on the importance of internal awareness in shaping external reality. Julian emphasizes the role of constant mental chatter in distorting perceptions and suggests cultivating awareness to discern truth from judgments. They explore philosophical perspectives on reality and discuss methods for quieting the mind to access inner wisdom and creativity, including showers as a tool for idea generation. They conclude by highlighting the importance of practice in developing self-awareness to navigate daily challenges effectively.

In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Steven Pivnik, former member of The CEO Project and founder of Binary Tree, a successful company he built over 26 years. Steven, also an elite endurance athlete, draws parallels between entrepreneurship and endurance sports, particularly Ironman competitions. He shares how he transitioned from consulting to developing migration products for email systems, which became a multimillion-dollar line of business. Steven emphasizes the importance of setting big goals and perseverance. Despite challenges, he achieved his goal of competing in the Ironman World Championship in Kona, Hawaii. Finally, Steven discusses the process of selling his company and highlights the years of hard work behind the scenes that led to its success.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the topic of liquidity events and business transitions with expert Laurie Barkman from the Business Transition Sherpa. Laurie shares her personal experience going through an M&A process as a CEO and highlights the challenges, emotions, and decision-making involved in such transitions.

Laurie emphasizes the importance of getting good advice during a business transition, considering it as potentially the largest financial transaction of one's life. She mentions her own involvement in numerous transactions and encourages entrepreneurs to seek guidance to navigate the complexities successfully.

The conversation delves into when entrepreneurs should start thinking about a transition. Laurie distinguishes between age and life stage, pointing out that age alone is not the sole factor. She stresses the need to consider external factors like health, family status, and partner issues, which can impact the value of the business and the transition process.

The Lazy CEO Podcast featured Jim Schleckser, the host and founder of the CEO Project, in a conversation with Peter Goldstein from Exchange Listing. They discussed the process of going public, specifically focusing on Initial Public Offerings (IPOs). Peter, with 35 years of entrepreneurial experience, highlighted the accessibility of IPOs for small and medium-sized companies, dispelling the myth that only unicorns can list on major exchanges.

They delved into the advantages of going public, such as increased access to venture capital, liquidity, and a broader investor base. Peter emphasized that IPOs are not exclusive to high-profile companies and provided insights into the changing dynamics of the investment community, with retail investors playing a significant role in public offerings.

Discussing the timeline for going public, Peter suggested a preparation period of 12 to 18 months, starting with a financial audit and the establishment of a well-regulated financial system. He emphasized the importance of having a strategic roadmap in place before embarking on the IPO journey.

What if improving front line performance—not more marketing or new leads—was the fastest way to grow your business worth?

If you're feeling pressure to grow revenue while controlling costs, this episode speaks straight to that tension. You'll hear how leaders in hospitality use front line performance, personalization, and smart systems to capture revenue that's already there—while creating better customer experiences and stronger loyalty. The same thinking applies to any business with customer-facing teams and real growth goals.

What you'll gain from listening:

• How front line performance directly impacts revenue and loyalty, without turning your team into pushy salespeople

• What it really takes to evolve from a services model to SaaS, while keeping your culture and your people intact

• Where AI disruption actually adds value today, helping managers coach better and make faster, data-driven decisions

Play the episode to spot practical front line performance ideas you can use right now to increase revenue and strengthen your business worth.

Check out:

• ~10:30 – Unlocking revenue through front line performance
  Where the conversation digs into how connecting frontline teams to real guest needs drives incremental revenue without hurting the experience—and why this applies far beyond hospitality.

• ~28:00 – AI disruption that actually works at the front line
  A practical discussion on how AI is being used to analyze performance data, deliver coaching insights, and improve results—without replacing people or overcomplicating the system.

• ~44:00 – The real challenge of moving from services to SaaS
  A candid breakdown of the cultural and identity shifts required to transition from a services model to SaaS, including what leaders often underestimate and how to bring the team along.

About Geoffrey Toffetti

Geoffrey Toffetti is the CEO of Frontline Performance Group (FPG), based in Florida. The firm partners with over 2,500 hotels across 120+ countries, helping them drive millions in incremental revenue. His personal journey in hospitality started humbly, as a car valet at a Florida hotel.

Today, Geoffrey leads FPG, where they work with top brands like Hilton, Marriott, and Hyatt, among others. He has guided the company through strategic growth, including the acquisitions of the company's primary competitors—Drake Beil in the U.S. and TSA Solutions in Asia, the latter during the height of the COVID-19 crisis. 

Geoffrey can share insights on conversion from a services business to SaaS, global expansion, leading a remote workforce, how leaders can build resilience by making bold yet calculated decisions, staying agile in unpredictable markets, and building a corporate tribe rather than a team. FPG is always pushing forward and he excited to say their next bold move is just around the corner. 

In this episode of the Lazy CEO podcast, host Jim Schleckser interviews Bill Bell, a partner at the CEO Project and an expert in sales, sales processes, and measurement. They discuss the challenges CEOs face in generating enough sales and the complexities of solving this problem.

Bill shares his background, highlighting his experience as a vice president of sales for 15-20 years before moving into the CEO position. He emphasizes the importance of not giving up responsibility for sales, as growing the top line is crucial for overall business growth. Bill started his own consulting practice in 2019, focusing on business development and strategic growth.

The conversation delves into the changes in how companies approach sales. Bill notes a shift from making top sales performers into sales managers to recognizing sales as a scientific process, akin to engineering. He discusses the challenges of balancing the roles of individual contributors and sales managers, acknowledging that the skillsets required for each differ.

Bill outlines a four-step approach to sales: market positioning, sales process, sales personnel, and performance metrics. He emphasizes the need for a consistent sales process, including lead management, technical sales support, go-to-market strategy, and standardized tools. The discussion touches on the importance of hiring the right sales personnel, understanding their qualifications, partnerships, motivations, and cultural fit. Performance metrics are highlighted as a crucial aspect, ensuring measurement and clarity on expectations.

They explore the concept of the ideal customer profile, cautioning against the tendency to see everyone as a potential client. Bill advises narrowing down the ideal client profile, developing a compelling value proposition, analyzing competitors, and establishing a pricing strategy. The conversation also touches on the importance of dominating a market segment before expanding into adjacent markets.

Jim raises the question of applying the sales process to different types of sales, such as short-cycle transactions versus lengthy projects. Bill affirms that a process can be applied to both but may involve varying process steps. He shares insights into his experience in an industry with an 18-24 month sales cycle, emphasizing the importance of pipeline management and forecasting.

The conversation concludes with discussions on early decision-making in pursuing opportunities, avoiding "chasing rabbits," and the significance of assessing whether a pursuit aligns with the ideal client profile early in the process.

In this episode of "The Lazy CEO Podcast," host Jim Schleckser interviews a special guest, the CEO of Glow Tanning Center, who is known for his success in the tanning industry and his viral video that mentioned Schleckser. The CEO shares insights into his business philosophy and the influence he has built. Here's a summary of the key points discussed:

1.     Introduction to Glow Tanning Center:

• Glow Tanning Center is a National Sun Spa franchise with over 75 locations in 13 states.
• The CEO, who started as a bodybuilder, originally owned a supplement store before entering the tanning business.

2.     Origin of the Tanning Business:

• The decision to enter the tanning business came impulsively when the CEO recognized a market gap in Northwest Arkansas.
• The lack of competition and the high entry cost for new businesses made the tanning industry an attractive opportunity.

3.     Tanning Industry Dynamics:

• The tanning market has not decreased but has consolidated over the years.
• The CEO mentions that their strategy involves both building and acquiring locations, making them a major player in the industry.

4.     Competition and Market Consolidation:

• The CEO emphasizes the difficulty for new entrants due to the high upfront costs, leading to limited competition.
• Mention of major fitness franchises like Planet Fitness and Crunch Fitness entering the tanning space.

5.     Managing Complexity and Leadership:

• The CEO discusses his approach to managing a large number of locations, emphasizing the importance of delegation.
• He believes in creating layers of leadership and making every position replaceable, promoting a culture of continuous improvement.

6.     Social Media Presence:

• The CEO talks about his social media presence, acknowledging the power of social media for both positive and negative influences.
• He mentions not paying much attention to others' social media to avoid comparison and emphasizes the need to use social media strategically.

7.     Harnessing Social Media for Business:

• The CEO shares how his social media presence has positively impacted his business.
• Viral videos, including an interview that went viral, contributed to brand awareness and business success.

8.     Building Leadership Through Ownership:

• The CEO discusses his approach to building leadership within the company and mentions an ownership program for employees who prove themselves.
• The program allows successful employees to become store owners with shared profits.

9.     Final Thoughts on Social Media:

• The CEO reiterates the potential negativity of social media but emphasizes the need to harness it for positive purposes and to stay focused on personal goals.

Overall, the conversation touches on the CEO's journey in the tanning industry, his leadership philosophy, and the strategic use of social media for business success.

The Lazy CEO Podcast features host Jim Schleckser, founder of the CEO Project, discussing crucial topics for leaders, especially CEOs, in a challenging employment market. The focus is on attracting and retaining top talent, often referred to as A players, who can contribute significantly to a company's success.

In this episode, Jim interviews Matt Walsh, the CEO and founder of Blue Signal Search, a recruiting firm in Phoenix, Arizona. They delve into the current state of the employment market, addressing the misalignment of expectations among leaders and the challenges in finding skilled talent. Matt emphasizes the importance of understanding the labor market dynamics, such as the lower birth rate, decreased immigration, and the impending retirement of baby boomers, leading to a shortage of qualified workers.

The conversation explores strategies for attracting top talent, with an emphasis on showcasing a company's purpose and mission. Matt suggests that educating the workforce about the impact of their roles and emphasizing career growth can be key factors in attracting talent, especially in fields like skilled labor. Purposeful work, according to Matt, is a significant motivator for millennials, Gen X, and Gen Z.

Jim and Matt discuss the issue of retention and the changing dynamics of employee loyalty. Matt shares his perspective on non-compete agreements, advocating for a focus on building a strong company culture and providing an environment where employees feel valued. The conversation also touches on the trend of shorter job tenures and the importance of ongoing communication, feedback, and exit interviews to understand and address employee concerns.

Finally, they explore the role of employment contracts, especially at the executive level. Matt notes the variety in contract structures, ranging from flexible arrangements to international considerations. He highlights the importance of understanding what top talent truly wants and being prepared for counteroffers when dealing with A players.

Overall, the podcast provides insights into the complexities of talent acquisition and retention in a competitive job market, with a particular emphasis on aligning organizational goals with employee expectations.

In this episode of the Lazy CEO Podcast, host Jim Schleckser welcomes a guest from Freedom Travel Systems to discuss strategies for gaining access to lounges, first-class treatment, and VIP travel experiences without breaking the bank.

The conversation kicks off with a discussion on the challenges of modern travel, citing changes in airline cost structures, loyalty programs, and the impact of the COVID-19 pandemic. Eli emphasizes the need for travelers to adapt and find effective ways to enhance their travel experiences.

The discussion then shifts to airline loyalty programs and the considerations for pursuing status. Eli suggests that not everyone may benefit from loyalty status and highlights the importance of evaluating one's travel habits and preferences. He advises listeners to assess the specific benefits offered by different airlines and choose loyalty programs accordingly.

When it comes to achieving airline status, Eli recommends focusing on one airline if you meet certain criteria, such as flying 30 to 40 times a year with that specific carrier. He also emphasizes the significance of credit card spending in earning points and status.

The conversation further delves into the top-tier status levels of airlines, such as Global Services with United and Concierge Key with American. Eli explains the exclusive benefits and experiences that come with these elite statuses, including priority boarding, first-class upgrades, and personalized services.

Shifting to hotel status, Eli discusses the major hotel chains—Hilton, Hyatt, Marriott, and IHG. He suggests that Hyatt offers the best value for points, while Marriott has the largest global footprint. For quick and easy top-tier status, Eli recommends the Hilton Aspire card, which grants Diamond status with Hilton.

The episode concludes with a discussion of the benefits of hotel status, such as complimentary breakfast, room upgrades, and accelerated points accumulation. Eli shares personal experiences of receiving significant room upgrades, including a stay in a $30,000-per-night presidential suite.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the considerations and preparations entrepreneurs should undertake before selling their businesses. Schleckser emphasizes the importance of viewing the process as a trade of asset classes rather than a simple sale. He highlights key factors to address well in advance, including the quality of the executive team, the protection of key team members through contracts, and the necessity of making oneself less critical to daily operations. Additionally, Schleckser delves into the significance of having reviewed or audited financials and the need to present potential upside and opportunities for the buyer to maximize the business's value. The podcast discusses earn-outs and the implications of hanging around after the sale. Overall, the episode provides valuable insights for entrepreneurs contemplating the sale of their companies.

In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Cheryl Lynn Mobley, founder of reCalibrate. Cheryl shares her unique journey that led to the creation of her book, which blends her experiences on a safari with valuable leadership lessons.

The conversation revolves around the challenges organizations face today. Cheryl highlights the issue of organizations heading in the wrong direction at a high velocity, often driven by the desire to please everyone. She observes that leaders can feel held hostage by various stakeholders, leading to exhaustion and a lack of clarity in organizational goals.

To address this problem, Cheryl emphasizes the need for leaders to make a courageous decision to change the status quo. They should redefine their organization's purpose and be clear about what they exist to do. This clarity will help save time and energy by guiding decision-making. Cheryl also advises leaders to have frank conversations with their teams and commit to sticking with the chosen path, even in the face of resistance.

Ultimately, the podcast discusses the importance of leaders being willing to make tough choices and stay focused on their organization's purpose, even if it means some individuals may opt-out. Cheryl's insights provide valuable guidance for leaders navigating the complexities of today's business landscape.

In this episode of "The Lazy CEO Podcast," host Jim Schleckser welcomes Ryan Dahnert, the CEO of Plymold, a manufacturer of furniture and fixtures for commercial service. Ryan discusses the journey of his company and the challenges he faced as a first-time CEO. Here are the key points discussed in the podcast:

1.     Plymold's Business: Plymold manufactures furniture and fixtures primarily for commercial service, focusing on fast-food restaurant chains, travel stops, and more. The company has been in business for 75 years and has been employee-owned since 1992.

2.     Reorganization Process: Ryan describes the reorganization process he initiated after becoming CEO in 2019. At the time, the company had five different business divisions with varying customer bases and product offerings. They decided to focus on what they were truly great at, which was metal frame furniture fixtures combining steel, wood components, upholstery, and laminate materials.

3.     Challenges During COVID-19: The podcast discusses how Plymold navigated the challenges brought about by the COVID-19 pandemic. Initially, their primary clients in the quick-service restaurant industry were severely impacted. However, they adapted by focusing on remodeling and adapting to changing market conditions.

4.     Lease Negotiations: Ryan shares a successful negotiation experience regarding a lease for a facility they no longer needed, highlighting the importance of assessing the unique situation and being assertive in negotiations.

5.     CEO Project Support: Ryan credits his involvement in the CEO Project, a peer group for CEOs, as a valuable source of support and guidance during challenging times. The group provided insights and helped him make critical decisions for the company's future.

6.     Dealing with Tragedy: The episode also touches on the personal tragedy of losing a key team member, which was a difficult experience for Ryan and the company. They discuss how Plymold worked through the grieving process and supported their team during this challenging time.

The podcast highlights the importance of focus, adaptability, and seeking support from peers and mentors in navigating the complexities of running a business and facing unexpected challenges.

In this episode of "The Lazy CEO Podcast" hosted by Jim Schleckser, CEO of the CEO Project, the focus is on the sensitive and vital topic of executive compensation and contracts. Jim discusses the intricacies of compensating CEOs and executive teams, touching on critical components such as base salary, bonuses, and long-term compensation. He emphasizes the importance of aligning compensation with market rates and strategic goals. The podcast also explores the concept of felt fair compensation and the need to ensure executives feel rewarded for their work. Additionally, Jim discusses the role of bonuses in aligning management and ownership interests, highlighting the significance of transparent and calculable bonus structures. He also touches on the use of discretionary bonuses for exceptional performance. Finally, Jim emphasizes the distinction between long-term compensation and equity, cautioning founder-owners about the complexities and considerations of equity distribution within a company. The episode provides valuable insights into executive compensation and contracts for CEOs and their teams.

In this episode of The Lazy CEO Podcast, host Jim Schleckser, CEO of the CEO project, welcomes Richard Routh, an expert in the field of AI from Tri 7 Services. They discuss the impact of AI on business, regulations, technology, jobs, and more. Richard begins by explaining the concept of AI, dating back to the 1950s, where the goal was to make machines intelligent like humans artificially. He highlights early AI successes, such as chess-playing programs and the development of speech recognition like Siri and Alexa.

Richard goes on to discuss how AI has become a part of our daily lives, from search engines like Google to self-driving cars. He also delves into the recent breakthrough in AI, which involves large language model solutions like GPT-3, where neural networks are trained on vast amounts of data to generate human-like text and responses. Richard emphasizes the enormous potential of generative AI, including advancements in healthcare, business analysis, political strategies, and military operations.

Jim and Richard explore why generative AI gains a competitive advantage, thanks to its ability to access and integrate vast amounts of data at a scale beyond human capability. However, they also acknowledge the need for caution, as AI systems can produce hallucinations, requiring human oversight and careful deployment to avoid unintended consequences. They conclude by mentioning the concerns of experts like Elon Musk and the potential risks associated with advanced AI systems like Skynet, as portrayed in popular culture.

In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews Raven Solomon, an expert in the field of diversity, equity, and inclusion (DEI). Raven shares her journey into DEI, drawing from her experience managing diverse teams early in her career at PepsiCo. She highlights the importance of understanding generational differences and how leadership approaches can vary based on different age groups. Raven introduces the concept of "lead language," where each generation has a primary way they prefer to receive leadership.

Raven discusses how Gen Z is the most racially and ethnically diverse generation, emphasizing their desire for transparency, authenticity, and accountability in organizations. She explains the significance of developing a diversity, equity, and inclusion (DEI) strategy that encompasses the workforce, workplace, marketplace, supplier base, and community engagement. Raven emphasizes that DEI should be seen as a business imperative, not just a moral obligation and that educating leaders about its benefits is crucial.

The episode touches on the challenges of getting buy-in for DEI initiatives, with some leaders viewing them as threats. Raven suggests that education, awareness, and a shift in perspective can help leaders see DEI as an opportunity rather than a challenge. The conversation also explores whether DEI training should be mandatory in organizations.

Overall, the episode provides insights into the importance of DEI in today's workplace, how it can benefit businesses, and the strategies that organizations can adopt to attract, retain, and engage diverse talent effectively.

Is your business worth more than your physical inventory… because of the digital assets you don't even realize you own?

If you're like most CEOs, you've delegated websites, domains, ad accounts, logins, and even AI tools to other people—and assumed everything was automatically "yours." But this episode is a wake-up call: your digital assets are some of the most valuable (and vulnerable) parts of your business, and losing control of them can create chaos during growth, vendor changes, or a future sale.

Paige Wiese breaks down how to protect what you've built before it becomes a costly blind spot.

By listening, you'll walk away with:

• A clearer understanding of what counts as critical digital assets—from domains and hosting to analytics, SaaS tools, and intellectual property

• Practical questions to ask vendors and agencies so you don't get locked out of accounts you paid for

• A smarter way to prepare your company for scaling, exiting, or AI disruption by organizing and safeguarding your digital footprint

Hit play now to learn how protecting your digital assets today can increase your business worth tomorrow—and save you from painful surprises later.

Check out:

• 5:40 – The most important questions to ask before hiring an agency
  Paige explains how CEOs can avoid losing ownership of domains, ad accounts, and logins right from the start.

• 12:15 – The hidden danger of email and asset transfer during an exit or sale
  A practical discussion on why business emails, history, and contacts become a major issue when transitioning ownership.

• 21:30 – How AI tools are becoming the newest digital asset risk
  Paige shares why companies need policies around AI accounts now—before employees unknowingly train tools on proprietary data.

About Paige Wiese

Paige Wiese (W-ee-s) is the founder and CEO of Tree Ring Digital, a top-ranked Denver-based marketing agency that develops high performance websites and digital marketing strategies for businesses nationwide. Under her leadership, Tree Ring Digital has helped thousands of businesses across industries streamline their online presence, protect their digital assets, and achieve healthy growth through data-driven marketing strategies.

During her sixteen years in the industry, Paige realized that digital asset management often exists in a knowledge silo, leaving companies unprepared for growth or transition. This led her to develop a proprietary digital asset management service that tracks and protects a company's crucial data points, protecting brands and maintaining legacies.

In this episode of The Lazy CEO Podcast, host Jim Schleckser interviews JV Crum, the founder of Conscious Millionaire, who is known for bringing elements of Tony Robbins' mental state and mindset teachings into the business world. Crum discusses how he helps entrepreneurs and professionals elevate their performance and achieve a sense of abundance. He describes his own journey, including a phase of achieving financial success but feeling empty, which led him to seek a deeper purpose.

Crum introduces a model with seven levels of mindset and performance, starting with "Infinite Abundance," where most people operate from a scarcity mentality. He explains that his approach goes beyond conventional high performance and aims to help individuals tap into a higher level of consciousness to unlock their potential. He discusses the importance of shifting one's identity and embracing possibilities to achieve desired outcomes. Crum also touches on the concept of "flow" and the three distinctions of flow, offering listeners an opportunity to explore these ideas further.

Overall, the episode explores how individuals can transcend limiting beliefs and tap into their full potential to achieve success and make a positive impact on the world.

In this episode of the Lazy CEO Podcast, host Jim Schleckser welcomes guest Mitch Joel, a luminary in visionary thinking, digital marketing, and professional travel. They discuss Mitch's diverse portfolio of projects, including his startup, Thinkers One, which connects businesses with thought leaders for personalized thought leadership content. They explore the evolving landscape of remote work and its impact on company culture and productivity. Mitch emphasizes the importance of defining the context of work and suggests that certain tasks are better suited for in-person collaboration, while others can be done remotely.

They also delve into the role of social media in corporate marketing, with Mitch highlighting the shift towards a balance between brand storytelling and direct response marketing. He points out that while direct response marketing can yield immediate results, building a strong brand story is crucial for long-term success and differentiation in the market.

In this episode of The Lazy CEO Podcast, hosted by Jim Schleckser, the discussion revolves around the crucial yet often overlooked topic of corporate culture. Jim emphasizes the significance of company culture and its impact on various aspects of business, including mergers and acquisitions.

Jim begins by defining culture as "how we do what we do" and explains that it encompasses how organizations think about their work. He highlights that culture plays a vital role in attracting talent, making partnerships, and determining the success or failure of mergers.

He identifies several measurable factors that define a company's culture:

1.     Formality: The level of formality within the organization, encompassing dress code, hierarchy, vocabulary, and communication styles.

2.     Analytics: The extent to which data is used for decision-making, ranging from intuitive decision-making to data-driven approaches.

3.     Transparency: How open the organization is with sharing data, including financial information, with its employees.

4.     Team vs. Individual: Whether the company emphasizes teamwork or individual performance in its culture.

5.     Performance Tracking: The rigor with which the organization tracks and measures individual and team performance.

6.     Innovation and Curiosity: The organization's attitude toward seeking new solutions and continuous improvement.

7.     Frugality: The company's approach to spending and resource allocation, from being cost-conscious to more liberal in spending.

8.     Humor: The role of humor in the workplace, ranging from serious and formal to lighthearted and fun.

9.     Conformity: The degree to which employees are expected to conform to established norms and practices.

Jim concludes by emphasizing the importance of cultural alignment in mergers and acquisitions and how mismatches in these cultural factors can lead to the failure of such endeavors. Understanding and measuring these cultural aspects is vital for business leaders to make informed decisions about partnerships, acquisitions, and organizational development.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the dynamics of running a business and the choice between being a "king" or being "rich" with his guest Julie. The central question is whether business owners prioritize holding onto control and maintaining their ego-driven leadership style (being a "king"), or if they focus on scaling the business and generating wealth (being "rich"). The conversation revolves around the challenges and decisions faced by founders as their businesses transition from lifestyle-oriented to growth-focused.

Julie highlights that this dilemma is particularly relevant for founder-led businesses at the crossroads of scaling successfully or reverting to a lifestyle-oriented model. The tension between ego-driven leadership and the desire for financial success often influences decisions that can impact the business's direction. The "king" aspect involves maintaining a leadership persona, often tied to personal identity, recognition, and control. The "rich" aspect relates to building wealth and implementing systems for sustainable growth.

The discussion also touches on the significance of a company's mission and values, and how these can reflect the owner's ego-driven tendencies or commitment to scaling for wealth. The podcast delves into the impact on hiring decisions, emphasizing how the types of salespeople and executives chosen can determine the success of the chosen path. The importance of hiring individuals who are motivated by scaling and wealth creation rather than personal recognition or hierarchy is highlighted.

Julie provides examples of business owners who have successfully transformed their businesses by shifting their focus from ego-driven leadership to growth-oriented strategies. The conversation concludes with a discussion about the traits of individuals who are well-suited for a growth-focused environment, including their willingness to bet on themselves, their ability to lead by doing, and their desire to take on higher-stakes risks for the sake of business growth. The idea that building wealth benefits everyone involved in the business journey is also emphasized.

In this episode of the Lazy CEO Podcast, host Jim Schleckser interviews Dave Mitchell, an expert in leadership and founder of Leadership Difference. The conversation revolves around leadership, understanding oneself, understanding others, and creating a positive organizational culture. Here's a summary of the key points discussed:

1.     Defining Leadership and Self-awareness: Dave Mitchell emphasizes that leadership is contextual and situational. The ability to inspire diverse groups of people toward a shared goal is a defining characteristic of leadership. Self-awareness is crucial for leaders, but being aware of one's toxic behaviors without addressing them can still lead to ineffective leadership.

2.     Adaptability and Flexibility: Leaders must be adaptable to different contexts and situations, as a leadership approach that works well in one scenario might not be effective in another. Effective leaders adjust their behaviors to meet the needs of their team and situation without sacrificing core integrity.

3.     Understanding Others: Dave discusses the importance of understanding the attributes of different team members. He introduces his own assessment system that assigns individuals to different personality types inspired by iconic Hollywood movie characters. This system helps leaders better understand their team members and bridge differences.

4.     Organizational Culture: Dave's recent book "CULTURE - Performance, Peak Performance, and Place" focuses on understanding and engaging with organizational culture. He discusses the five key metrics for evaluating and shaping organizational culture: Horizontal Alignment, Vertical Alignment, Employee Experience, Customer Experience, and Leadership Ideology.

5.     Vertical Alignment: This involves ensuring that the organization's core ideology aligns with marketplace demands and success metrics. It ensures that the organization's values resonate with customers and employees.

6.     Horizontal Alignment: This focuses on creating consistency between an organization's core ideology and its practices, policies, and processes. It's about embedding the organization's values in all aspects of its operations.

7.     Employee Experience: A positive employee experience is crucial for delivering a great customer experience. Leaders need to create an environment where employees can thrive and contribute to the organization's success.

8.     Customer Experience: A strong employee experience leads to a better customer experience. Organizations need to focus on aligning their culture with their customer's needs.

9.     Leadership Ideology: Leaders need to bridge the gap between those at the top of the hierarchy and those on the front lines. Open channels of communication and feedback ensure that leadership decisions are grounded in real-world knowledge.

Overall, the podcast discussion emphasizes the importance of self-awareness, adaptability, understanding others, and intentionally shaping organizational culture for successful leadership and organizational performance.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses various topics related to leadership, growth, and challenges faced by CEOs. He is joined by his partners, Pam Singleton and Julie Walker, who are experts in advising CEOs and working with executive teams. They engage in a conversation about the obstacles CEOs commonly encounter and strategies to overcome them.

The conversation touches on several key points:

1.     CEO Succession Planning: Pam emphasizes the importance of CEO succession planning. Many CEOs fail to consider who would replace them in the event of unforeseen circumstances. The emotional attachment to the company and the fear of relinquishing power often hinder the planning process. However, grooming potential successors and having a strong bench strength is vital for long-term stability.

2.     Middle Management Development: Julie discusses the significance of building strong middle management. This layer of leadership often gets overlooked, but it plays a crucial role in the organization. Investing in middle management development, coaching, and giving them opportunities to grow helps ensure a strong foundation for organizational success.

3.     Navigating External Disruptors: The discussion also focuses on how CEOs need to adapt to external disruptions, especially those related to technology. Embracing technologies like AI can lead to enhanced productivity and efficiency. The conversation emphasizes the importance of CEOs leading this transition and fostering a culture of innovation.

4.     Accountability and Hiring Decisions: The partners emphasize the challenges of holding executives accountable and making wise hiring decisions. They discuss how to identify individuals who are both skilled and culturally aligned with the company. They also highlight the pitfalls of hiring based solely on impressive resumes and titles, emphasizing the need to assess practical skills and alignment with the company's culture.

5.     Hiring Process and Mistakes: The conversation delves into the hiring process and common mistakes made by CEOs. The partners suggest that CEOs need to understand the difference between skill and will—both technical competence and a genuine desire to perform the job effectively. The importance of an outcomes-based job description and the distinction between sales and marketing roles are also explored.

6.     Handling Difficult Decisions: Addressing difficult decisions, such as terminating an underperforming executive, is another topic discussed. CEOs are encouraged to address these issues promptly rather than letting them fester. Learning from these experiences is crucial for growth and future decision-making.

Throughout the podcast, the hosts provide insights and practical advice for CEOs seeking to overcome challenges, build strong leadership teams, and foster sustainable growth within their organizations.

On an episode of "The Lazy CEO Podcast," host Jim Schleckser welcomes April Rinne, author of the book "Flux: 8 Superpowers for Thriving in Constant Change." Rinne is introduced as a globalist and futurist with a diverse background. She discusses her book and its focus on embracing and thriving in a world of continuous and unpredictable change.

Rinne explains that change has always been present, but in the modern era, technology has increased our awareness of change, leading to heightened anxiety. She emphasizes the importance of developing a "Fluxx mindset," which views all change, even challenging change, as an opportunity for growth. Rinne contrasts this with a fixed mindset that resists change.

The discussion turns to the role of culture in shaping attitudes toward change. Rinne points out that cultures differ in their approaches to change, whether individualistic or collectivist. She also discusses how trust is crucial in dealing with change and cites examples from her research on different cultural perspectives on trust.

The conversation shifts to how leaders can foster a culture that embraces change. Rinne stresses the need for leaders to start with themselves, being open to change, and modeling the desired behavior. She introduces the concept of "cognitive trust" (reliability) and "emotional trust" (caring for one another), highlighting the importance of building both types of trust within an organization.

The podcast hosts explore the idea of vulnerability as a key element in building trust and creating a safe space for dealing with change. Rinne emphasizes that leaders must be willing to admit mistakes and vulnerabilities, which can increase trust and foster a culture of open communication.

The episode concludes with a discussion of the leadership qualities needed in a rapidly changing world. Rinne highlights the importance of comfort with ambiguity and a tolerance for uncertainty, stressing that acknowledging one's limitations and not having all the answers is an essential aspect of effective leadership in a world of constant change.

In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Joey Coleman, Chief Experience Composer of Design Symphony, as his guest. Joey is a renowned speaker and influencer in the areas of customer and employee experience. They discuss Joey's first book, "Never Lose a Customer Again," which emphasizes the importance of paying attention to customers after they become clients. He explains that 20 to 70% of new customers may leave before their 100-day anniversary, highlighting the need for a strong customer experience.

Joey then introduces his latest book, focusing on employee experience. He believes that a great customer experience is only possible with a great employee experience, as employees are the ones delivering the service. The conversation delves into the challenges of employee disengagement, which Gallup's recent research reveals to be as high as 77%.

The key focus of the discussion is on the first 100 days of an employee's journey in an organization. Joey emphasizes the importance of creating a positive and engaging experience during this period to improve retention rates. He outlines an eight-phase employee journey framework, starting with the "Assess" phase, where prospective employees decide whether to join an organization and the organization determines the fit. The subsequent "Accept" phase involves extending the job offer in a way that makes candidates feel excited about their future with the company.

The conversation touches on the critical "Affirm" phase, addressing new hires' remorse and the doubts that can arise after accepting a job offer. Joey stresses the need for continuous communication and support during this stage to alleviate any uncertainty and make the employees feel valued. The remaining phases of the employee journey involve "Activate" (onboarding), "Adapt" (helping employees acclimate to the culture), "Accomplish" (setting employees up for success), "Advocate" (encouraging them to become advocates for the company), and finally, "Ambassador" (creating raving fan employees who spread positive word-of-mouth).

Joey highlights that employee experience should be an ongoing focus, with leaders continuously striving to improve and engage their workforce. They discuss the importance of aligning employee and customer experiences and how embracing the true nature of the modern workforce, which is often temporary or short-term, can lead to better hiring decisions and stronger employee commitment.

The episode concludes with insights into how emotions play a crucial role in interactions with customers, employees, and all relationships in general. They agree that prioritizing personal and emotional connection in all interactions is key to building successful and meaningful relationships.

In this episode of The Lazy CEO Podcast, host Jim Schleckser welcomes Rob Volpe, author of the book "Tell Me More About That." The discussion centers around empathy, a crucial trait for great leaders. The podcast explores how empathy is often misunderstood and considered a soft skill that leaders might struggle with. However, Rob highlights that empathy is about connecting with another person's perspective or feelings as they experience them to foster better understanding and relationships.

The conversation revolves around the five elements of empathy that can help leaders develop this essential skill. The first element is dismantling judgment, which involves recognizing and overcoming biases and preconceived notions. Rob encourages self-awareness and practicing curiosity to understand where judgments originate. He suggests keeping a judgment journal to become more aware of biases and stereotypes.

The second element is asking good questions. Leaders should employ open-ended, exploratory questions to gain deeper insights into people's perspectives and feelings. Rob advises reframing questions using "who, what, where, when, and how" instead of "why," as "why" can put people on the defensive.

Next, the podcast explores the importance of active listening. Active listening involves giving someone undivided attention, understanding both the spoken and unspoken aspects of communication. Leaders should pay attention to body language and context to comprehend the complete message being conveyed.

The fourth element is integrating into understanding. Rob clarifies that empathy does not require sacrificing one's own perspective but rather making room for others' viewpoints. He shares an exercise called the ice cream exercise, where individuals find common ground by discussing their favorite ice cream flavors.

Lastly, Rob emphasizes the significance of empathy in leadership, enhancing employee loyalty, a sense of belonging, and fostering innovation. Leaders can incorporate empathy into their decision-making process as a valuable data point that strengthens their leadership skills.

Overall, the episode highlights the importance of empathy in leadership and provides practical steps for developing this essential skill. By dismantling judgment, asking good questions, engaging in active listening, integrating into understanding, and applying empathy effectively, leaders can create a more empathetic and effective work environment.

The Lazy CEO Podcast welcomes Jim Schleckser, the host and founder of the CEO Project, and his guest, John Wilson, who runs the CEO Global Network in Toronto. Both have been coaching CEOs for many years and decided to have a candid chat about their experiences. CEO Global Network, like the CEO Project, brings CEOs together in peer groups to learn from each other and help each other succeed.

During the conversation, they discuss the top challenges CEOs face. John highlights that the most common issue is related to people and talent. CEOs often regret hiring or promoting the wrong person, and they struggle with decisions on investing in capital and technology like AI.

The hosts also share the three questions they ask CEOs during the interview process to determine if they are a good fit for their respective networks. The questions revolve around identifying a past decision the CEO would change, the most critical upcoming decisions, and the number one thing the CEO needs to improve on as a leader.

They stress the importance of transparency and vulnerability in establishing a high-trust environment within their peer groups. Both agree that as leaders, they need to be willing to show vulnerability and lead by example. They also use certain techniques, like playing games such as "two truths and a lie" during initial meetings, to create a genuine connection and build trust among the members of the peer group.

Are your current growth strategies actually increasing your business worth—or are hidden constraints quietly keeping you stuck as your company scales?

If you're feeling stretched thin, hitting growth ceilings, or wondering why scaling feels harder than it should—this episode is for you. Carl Gould breaks down the real stages of business growth and the predictable pinch points that trip up founders, especially as AI disruption accelerates change and raises the bar for how companies scale, systemize, and create long-term value.

By listening, you'll walk away with:

• A clear framework for identifying exactly where your business is stuck—and what that says about your next growth move

• Practical insight into how to shift from founder-driven hustle to scalable systems without killing momentum

• A sharper understanding of how to build a company that's not just growing, but increasing in enterprise value and exit readiness

Hit play now and steal proven growth strategies that help you scale smarter, protect your time, and build a business that's actually worth more at every stage.

Check out:

• [~12:30] – Carl explains why most founders get stuck in Stage 3 and how ego and control quietly cap business growth

• [~28:45] – A clear breakdown of systems vs. flexibility—and why consistency (not creativity) is what actually scales companies

• [~47:10] – The moment your business becomes a true asset, including the leadership shifts that dramatically increase business worth

About Carl Gould

Carl Gould is a globally recognized authority on business growth and entrepreneurship who built three multi-million-dollar companies by age 40. He is the Chief Growth Advisor at 7 Stage Advisors and has mentored the launch and scaling of over 5,000 businesses, with his methodologies now used in 35 countries and by more than 7,000 certified coaches worldwide. A multi-award-winning author and speaker, Carl co-authored Blueprint for Success with Stephen R. Covey and Ken Blanchard and wrote the bestselling The 7 Stages of Small Business Success. Known for his high-energy, real-world approach, he has delivered over 1,200 keynote speeches and lectures at institutions including MIT and Rutgers.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the process of publishing a book and its potential benefits. He shares his own experience as an author of two bestsellers on Amazon and provides insights into the various publishing models available.

Jim emphasizes that publishing a book is a personal achievement and can serve as a calling card for businesses. It establishes credibility and can be used as a tool to attract clients or speaking engagements. While the financial gains from publishing a book are typically limited, the indirect benefits can be substantial.

He explains three different publishing models: traditional publishing, hybrid publishing, and self-publishing. Traditional publishing involves selling intellectual property to a publisher, while hybrid publishing requires authors to pay for publishing services. Self-publishing gives authors full control over their work and allows them to retain intellectual property rights.

Jim breaks down the steps involved in publishing a book, starting with writing the manuscript. He discusses the importance of finding a ghostwriter who can capture the author's voice and work closely with them. He advises hiring editors for bulk editing, fine editing, and proofreading to ensure the book's quality. Jim also highlights the significance of cover design and title selection, as they play a crucial role in attracting readers.

Throughout the episode, Jim emphasizes the importance of investing time and effort into the publishing process and recommends seeking assistance from book wranglers or coaches who can help navigate the complexities of publishing.

Overall, the episode provides valuable insights and guidance for individuals considering publishing a book, emphasizing the non-monetary benefits and the different publishing options available to them.

In this episode of The Lazy CEO Podcast, host Jim Schleckser, founder of the CEO project, discusses common mistakes made by leaders and managers. With nearly 20 years of experience working with CEOs and running companies himself, Jim has encountered various patterns of errors throughout his career. He emphasizes that although individuals may believe they are making unique mistakes, there are often common pitfalls that many leaders fall into.

Jim proceeds to share the top 10 mistakes, along with a bonus 11th mistake, that he has observed. While his focus is primarily on CEOs, he acknowledges that these mistakes can also apply to managers overseeing smaller groups or departments. He assures listeners that he will maintain confidentiality by anonymizing the stories he shares, as some may be embarrassing for those involved. However, he encourages listeners to reflect on their mistakes and see if any resonate with their own experiences.

The first mistake Jim addresses is the failure to delegate. He acknowledges that delegation can be challenging and requires a high level of trust. Context is crucial in determining when and how to delegate tasks. High-risk situations or low-experienced teams may require caution, whereas low-risk and reversible tasks should be delegated whenever possible. Jim emphasizes the transformative effects of effective delegation on reducing stress, workload, and the ability to develop others.

Overall, this podcast episode aims to shed light on common mistakes made by leaders and managers, providing valuable insights for improving decision-making and performance in the workplace.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the importance of deal terms in business transactions. He introduces the concept of "your price, my terms," emphasizing that the terms of a deal can outweigh the price in determining its quality. Jim compares two theoretical deals to illustrate this point: a $20 million deal paid over 10 years with potential deductions versus a $16 million cash deal with no backside risk. He highlights the significance of closure risk, timing, level of due diligence, time value of money, escrows, and representation and warranties in deal negotiations.

Jim also discusses the impact of the buyer's fit and treatment of employees, as well as the distinction between asset sales and stock sales. He explains that the choice between the two can have significant tax implications and advises listeners to consult with their advisors to determine the most favorable option.

Throughout the episode, Jim shares personal experiences and insights from his involvement in various deals. He concludes by emphasizing the importance of paying close attention to deal terms and seeking expert advice to ensure a successful transaction.

In this episode of the Lazy CEO Podcast, host Jim Schleckser interviews Trent Gardner, a member of the CEO Project and part of a family-owned business called GJ Gardner Homes. They discuss the dynamics of family-owned businesses, including succession and emotional issues that are unique to such enterprises. Trent provides insights into the evolution of GJ Gardner Homes, which started as a small operation in 1983 and grew into a franchise business with over 150 franchises operating internationally.

Trent explains that the business was passed down from his grandfather, who also worked in the construction industry, to his father, who started GJ Gardner Homes with his mother. Trent and his younger brother are both involved in the business, with Trent primarily focusing on operations in the United States. He highlights the challenges and opportunities of running a family-owned business, emphasizing the importance of surrounding oneself with capable and smart individuals who complement one's own skills.

They also discuss how GJ Gardner Homes differentiate itself in the market by making the homebuilding process fun and engaging for customers. Trent explains their customer-centric approach, which involves open communication, collaboration, and ensuring a positive experience throughout the entire construction process. They have implemented processes like pausing construction to get customer sign-off at key stages, providing transparency, and instilling confidence in the customers.

The conversation touches on the topic of succession planning and future leadership in the company. Trent expresses his commitment to leading the business for the next 30 years but acknowledges that circumstances may change, and he remains open to adjustments in the future. He emphasizes the importance of attracting and retaining talent in a family-owned business, noting that growth and opportunity within the company are key incentives for employees, even if they may not have a direct path to the CEO position.

Trent also mentions the family's commitment to maintaining the business as a family-owned entity, with no intention of selling to private equity or pursuing a liquidity event. He emphasizes the significance of the family legacy and the desire to continue building the brand's reputation and success.

The interview concludes with a discussion about the challenges of family relationships in business and the need to make rational decisions while considering family dynamics. Trent mentions the importance of addressing nepotism and ensuring that family members earn their positions based on merit and competence. He highlights the need for professionalism and accountability within the family business.

Overall, the podcast episode provides insights into the journey and dynamics of a successful family-owned business, offering lessons and perspectives on leadership, succession planning, and maintaining a positive customer experience.

In this episode of the Lazy CEO Podcast, host Jim Schleckser discusses the importance of measurement and different measurement methodologies. He introduces KPIs (Key Performance Indicators) as backward-looking measurements that inform how the business has performed in the past. Financial metrics are highlighted as an example of backward-looking measurements that provide a scorecard view of the business's financial performance.

Jim explains the concept of the balanced scorecard, which incorporates financial, internal, customer, learning and growth metrics. He emphasizes the interconnectedness of these metrics and their alignment with the organization's strategy. The balanced scorecard provides a comprehensive view of the business's performance and helps identify areas for improvement.

Another measurement approach discussed is the strategy map, which takes the balance scorecard one step further by linking strategic goals to specific objectives and key results. Strategy maps create visibility and accountability within the organization, ensuring that everyone understands how their efforts contribute to the overall strategy.

Jim also introduces OKRs (Objectives and Key Results), a popular measurement system used in Silicon Valley. OKRs focus on short-term objectives and measurable results, typically within a quarter. They involve collaborative negotiation and a shared leadership model, encouraging commitment and accountability within teams.

The episode emphasizes the importance of having a measurement system in place, regardless of the specific methodology used. Jim encourages organizations to start implementing a measurement system and iterate over time to refine and improve it. The goal is to have observable metrics that provide a clear indication of the business's performance and alignment with strategic objectives.

In this episode of the Lazy CEO Podcast, host Jim Schleckser, founder of the CEO Project, discusses talent management within organizations. He starts by highlighting the importance of focusing not only on individual talent but also on how the executive team should engage with talent at a broader level. Jim explains the concept of A's, B's, and C's to assess individual performance. A's consistently overperforms, provides innovative ideas, and drives the organization forward. B performs as required and meets expectations, while C's consistently underperforms and fails to meet the standard.

Jim acknowledges the reluctance to rate individuals as C players due to the negative energy and conflict involved. He emphasizes the need for accurate assessment and avoiding a central tendency problem where everyone is rated above average. He shares examples of government employee evaluations that showed 82% of employees rated as above average, highlighting the issue with inflated ratings.

The podcast delves into the consequences of the central tendency problem, particularly during challenging times or raising discussions. It becomes crucial to identify C players for potential exit during a recessionary environment. Additionally, Jim discusses the challenges of giving equal raises to all employees, which can demotivate high performers and lead them to seek opportunities elsewhere.

To address these issues, Jim introduces several tools for talent management within the executive team. The first tool is stack ranking and normalization, where individual ratings are transparently discussed and analyzed collectively. This helps identify and address any disparities in ratings and promotes fair and appropriate compensation distribution.

The podcast also introduces an annual evaluation one-pager, focusing on leadership competencies and the "Five E's" (Energy, Execution, Excitement, and Edge). This one-pager allows for a comprehensive assessment of individual strengths and weaknesses and helps determine the development plan for each employee.

Succession planning is another crucial aspect discussed in the podcast. Jim suggests creating an org chart indicating individuals' current positions and rating their promotability and readiness to move up in the organization. This exercise helps identify potential successors and highlights the need to develop talent at all levels.

Jim emphasizes that talent is owned by the organization and not individual managers, discouraging shielding behaviors that hinder talent development. He encourages executive teams to engage in open discussions and assessments to ensure organizational capacity building and avoid stagnation.

Overall, this episode of the Lazy CEO Podcast provides practical insights and tools for executive teams to effectively manage and develop talent within their organizations, fostering growth and success.

In this episode of The Lazy CEO Podcast, host Jim Schleckser discusses the concept of executive gravitas. He explains executive gravitas is about exuding confidence, trust, and credibility professionally. It goes beyond just the content of what you say and encompasses how you present yourself.

Jim highlights the importance of having confidence in oneself and belonging in the role or position. He suggests that poor reference groups often undermine confidence, and one should focus on their accomplishments and merits.

The podcast also delves into gravitas's verbal, vocal, visual, and physical aspects. Verbal skills, including clean and positive language, eliminating verbal crutches, and using effective idioms, play a significant role. Vocal factors, such as tone, pace, and pauses, contribute to the impact of one's communication.

In terms of visual elements, being well-groomed, dressing appropriately in neutral and powerful colors, and paying attention to personal hygiene are emphasized. Physical aspects cover the importance of a firm handshake, appropriate proximity to others, and understanding power positions in different settings.

Lastly, Jim discusses the role of energy and emotional control in projecting gravitas. Effective leaders can calm others and maintain composure in stressful situations. Striking the right balance between managing stress and motivating the team is crucial.

The podcast provides insights and practical tips for developing executive gravitas, enabling individuals to make a strong impression and establish credibility in professional environments.

In this episode of The Lazy CEO podcast, host Jim Schleckser discusses organizational design for mid to large-sized companies. He emphasizes that there is no perfect structure and that the key question is what inefficiencies or problems one is willing to tolerate in a particular structure. Reorganizing too frequently can be detrimental to organizational performance, as it disrupts stability and takes time for teams to readjust and perform. Jim suggests using reorganization as an occasional tool when the current structure no longer delivers value or desired results.

He explains that structure should follow strategy, meaning the organization's structure should align with its strategic goals. Different strategies, such as cost focus, customer intimacy, or innovation, require different organizational structures. The organizational design should elevate critical processes that drive competitive advantage while less important processes can be minimized. The importance of roles should be based on their relevance to the company's success. Jim advises considering talent-driven approaches and ensuring that high-potential employees have room to develop and take on important positions. Middle management is crucial for organizations with around 50 to 400 employees to coordinate work and facilitate progress.

Jim also discusses the impact of reorganization on social networks, power dynamics, and influence within an organization. Reorganization can disrupt these relationships, affecting leaders' effectiveness and performance. He advises being cautious about reorganizing and emphasizes that no structure is perfect, but occasional changes can provide different forms of optimization and improved outcomes.

For more about Organizational Design, listen to the complete podcast wherever you get your podcasts.

These high inflationary complicated environments are a bit unprecedented. There are many people that, in their entire working career, have never seen interest rates over low single digits and never seen more than a couple of points of inflation. And so, 3% raises look pretty good, but that's all changed.

It's common for the people we work with to see 5-7% average raises. Some are even a bit higher because they're behind the market because we've got a few people pressing the point in a constrained labor environment to try bringing people on board. To the extent people have been talking about minimum wage, the new $7.75 an hour is $15 or $17 an hour. It is tough to get anybody to do manual labor and entry-level job for less than $15. That is still a tough number to live on. So is a lot of upward pressure on many costs, making it difficult for us to deliver our business results as we go forward.

As we go through turbulent times, many organizations are what I would call fragile. In other words, when subjected to change, stress levels increase immediately. Not to get too material science geeky, but they have a relatively low high modus, meaning it's stiff like we press on it and create stress immediately. Low modus would be something that we press on it, and it's got a little squishiness in it, right? It's got some give in it. Those are kind of the elements of organizational resilience. The definition is they can easily adapt to changing circumstances without stress, easily adapt to changing circumstances. Look at your organization as to whether that induces stress into your people and your structure in your organization.

Resilient organizations have sort of four key characteristics. One is they are robust, meaning they're not always maxed out. They've got buffers built into the organization, both economic and people buffers so that when there's a problem, we've got some ability to absorb that change with money, people, whatever, as we try to do it.

As we try to deliver results, we're always trying to optimize. Still, I'm advocating in this environment that you want to back off that just a bit to create a buffer to create robustness in your organization, which is an ability to handle change you may not have anticipated. Are we maxed out, running on fumes, pounding it out every day, getting every ounce of everything we can out of every process, person, and dollar? Then you are highly vulnerable to changes. We got some buffer built into the organization to deal with stuff. That's probably where you want to be.

Redundancy is interesting—another one. We talk about single points of failure, and this is the opposite of that, which is to have some redundancy built into your systems. It is too expensive to have a completely parallel organization, like redundant up and down the organization. And so, you may want to think about where are the critical points of failure. Building redundancy into that particular area improves your organization's resilience to change. 

Resourcefulness is the nature of people, their ability to find answers that don't currently exist or maybe piece together what you do happen to have to come up with an answer.

The last one is what they call rapidity. Do your people run to the fire, or do they run away from the fire? So houses on fire, do you grab a hose and run in? Those are the people we want in a difficult situation, or do they step back or run away? And so, the willingness to take action in the face of complications and difficulty is a key factor. 

For more revenue or cost moves to make in an inflationary environment, listen to this full episode of The Lazy CEO Podcast.

A discussion about the history of wine in Napa, between Jim Schleckser, CEO of The CEO Project and host of The Lazy CEO Podcast, and Mark Gudgel, author and wine expert.

Jim:

For those of you that know me, and maybe some of you do, some of you don't, but I have an alter ego, and my alter ego is my involvement in wine. Several years ago, I decided to get kind of into wine beyond the drinking part, but the studying part, and, if anybody has ever done this, it's got phenomenal history and agriculture and geology and, and chemistry and all of this comes together in wine across thousands of years including, wars, death, taxation and just crazy what intersects with wine. So when offered the opportunity to talk to somebody who is working on a book in the wine space, and particularly for a very, very critical moment in history, I jumped at the opportunity to talk to him. So I have today with me, Mark Gudgel.

So let's start with what got you interested in wine in the first place.

Mark:

Back when we were dating, my wife and I would drink wine. We had gone to a train concert while we were dating right after we got engaged, and Train came out with a wine they sold at Target called Drops of Jupiter, and it cost $12. And occasionally, I would splurge on that, but it cost twice as much as the wine I was used to drinking. So it was a splurge.

Jim:

That's funny. Well, even now, 90% of all wine that's drunk is below $20 a bottle. So, I get asked, is it good wine? For ten bucks a bottle. It's not a bad bottle of wine. It's all relative.

Mark:

A lot of times, people will ask me what's good wine. And I tell them every time - whatever you like, as long as you can afford it. I like Petrus, but I can't afford it. Not good wine for me. But if you like Sutter Home White Zinfandel, enjoy the heck out of it, and know that I'm jealous of you because I don't enjoy that bottle, and it costs about four bucks. So I wish I did.

Jim:

Sutter Home White Zen is known as the gateway drug to all wine drinkers. I think we all started on Sutter Home White Zindel, and hopefully, our tastes evolved over time. 

Mark:

That's so true. I reviewed Sutter Home for the American Winery Guide years ago. My editor called me; you're giving Sutter Home four stars out of five. I said this is one of the most important wineries in the world. How do people get from Bush Light to Cabernet Sauvignon? You know, not without rungs in the ladder.

Jim:

Let's go to geography for a minute. Let's go back to the beginning of Napa; what group of people really got Napa started?

Mark:

You've got this beautiful riparian space that carves its way in between these two small but beautiful mountain ranges, and everything grows there. And wildlife and game, and fish were abundant; it was an idyllic space. And the Spanish are attempting to make their way up the coast. The Mexicans become independent, but Mexico is this immense sprawling empire, and there just aren't that many Mexicans. And so they can't keep a grip on it. So, they attempt to build outposts and send expeditions up the coast and to hold onto their land. 

This is when California, as we call it today, was part of Mexico. So, they wind up engaging in a strategy, and there are whole books about this where they issue massive, what they call Ranchos to people. Huge swaths of land are usually measured in leagues anywhere. Usually, they're somewhere between six and 12,000 acres. The largest was about 80,000 acres. That one was issued to General Vijo late in the process. But they're issuing big chunks of land to people, partly to encourage them to live there and partly to get some development going, and it works. For the longest time, it was a no man's land, he named that town Sevastopol when he built it. So, you've got these pioneers, if you like to call them that. And then you've got folks really establishing the wine trade and building.

For more on the history of Napa Valley and wine, listen to The Lazy CEO Podcast.

Is your business worth more when AI writes faster—or when you show up as an authentic leader your team actually trusts?

You're under constant pressure to communicate clearly, move quickly, and keep up with AI without losing your voice in the process. In this episode, Jim Schleckser talks with Allison Shapira about the real tension leaders face today: using AI to gain efficiency while still sounding human, credible, and genuinely connected to the people who matter most.

By listening, you'll gain:

• Clear guidance on how to use AI to strengthen your voice instead of diluting it as an authentic leader

• Insight into why AI-generated communication can quietly erode trust—and how to prevent it

• Practical ideas for balancing speed, clarity, and culture in leadership communication

Hit play to discover how leading with authenticity—while using AI wisely—can increase trust, impact, and the long-term value of your business.

Check out:

• 08:45 – Allison explains why AI-written emails can quietly destroy trust—and how leaders can spot when efficiency starts replacing authenticity.

• 22:10 – A practical breakdown of how to "train" AI to reflect your voice, values, and lived experience as an authentic leader.

• 41:30 – A cautionary story about leaders trusting AI over their team—and what it signals about culture, credibility, and leadership judgment.

About Allison Shapira

Allison Shapira is an executive advisor, Harvard lecturer, keynote speaker, bestselling author, and trained opera singer who helps senior leaders speak with confidence, clarity, and authenticity—especially in high-stakes, high-visibility moments. Since 2003, she has advised leaders from prime ministers to Fortune 50 executives and has designed leadership communication programs that drive trust, alignment, and measurable results. An entrepreneur and global expert in leadership and communication, Allison brings over two decades of experience to every engagement. Her practical frameworks integrate cutting-edge AI tools to help executives sharpen their message, amplify their voice, and Speak With Impact℠. An adjunct lecturer at the Harvard Kennedy School since 2015, her work has been featured in The Wall Street Journal, Bloomberg, The New York Times, and Harvard Business Review. She is the author of three books: the Washington Post best-seller Speak with Impact: How to Command the Room and Influence Others (HarperCollins Leadership), the companion e-guide Speak with Impact VIRTUALLY, and her newest book, AI for the Authentic Leader: How to Communicate More Effectively Without Losing Your Humanity (Spa Creek Press).

Today we're going to talk about stock. As you know that there is common stock and preferred stock, but we are going to dig deep into preferred stock because it is a less understood instrument. It's particularly important for entrepreneurs because this is an investment vehicle used by private equity firms. So if you are ever considering either a partial sale, maybe bring in some cash or cash for growth, or maybe even a total sale.

You need to understand the ins and outs of private equity because this is the way that the private equity firms use to gain control to gain preference to kind of get to the front of the line. Sometimes that can have tragically bad consequences for you as an entrepreneur. This is also relevant for anybody who's sort of in an early-stage company because preferred equity is used all the time in the early stage. It can have odd and complicated outcomes if you are not careful. You may not have a choice, but at least you know what you're signing up for.

Common Stock

If I buy common stock, I have a little piece of a company; I get a vote. We're in a season where we're all getting our request for voting for annual meetings - you get to vote for your board of directors who represent your interests in the company and so forth. And if there are dividends, meaning the company does well then you get a share of those dividends, right?  Provided, of course, that the company does well. Some of these companies hesitate to drop their dividend rate because it can hurt their share price. But, you are at risk on your dividend.

Preferred Stock

We don't play any funny games with preferred stock. When you bring in your friends and family, your first round of money, your first half a million or million, and you got Uncle Bob and, your neighbor and a few other people coming in, normally you are selling them common stock when you do that. So that was common stock, and there was no preference, but preference is a thing, particularly if you get to slightly bigger numbers or involve professional money.

This would be venture capitalists or private equity groups. The first sort of fundamental thing that you get with preferred is that you are in front of the line in terms of getting paid out. So, you're preferred. When there are dividends, you get first. If the dividends are enough to pay everybody something, then all is good. If the dividends are not enough to pay, everybody preferred gets paid, common doesn't get paid.

There have been situations where preferred got their money and common got nothing. And that happens all the time in the case of dividends. And normally there is a dividend rate on preferred shares. Not always, but many times there are, particularly if you're a cash flow positive business, they might say, we're going to put the preferred shares in, and we're going to get an 8% dividend rate or 7% dividend rate. It won't look like bank debt. It will be more expensive than bank debt, but it is different than debt because you don't have all the covenants and you don't have to talk to the bank, but it does come with some other things you need to talk about. But dividends are one thing. And usually, that's in cash on an annual basis.

Cumulative Preferred Stock

You want to grow the business; we want you to have the cash to grow the business to make this thing more valuable for all of us. And so they'll do what's called cumulative preferred stock or pick and pick is called payment and kind. And what that means is there are two ways - A, don't pay me my 8% dividend; just throw it on top of the pile whenever there's a transaction. You owe me what I put in plus my 8% for whatever number of years you didn't pay me. So my 1 million turns into $1.2 million because you owe me some interest that you've never paid me, and I was okay with that, but I'll get paid when we sell the company. Or B - payment inkind or pick, when people talk about picking the interest, you may have heard that phrase before. That means putting it at the end, right? Payout at the end. The other way it's done is they go, look, we'll pick it, and you can pay me in more shares. But the idea of compounding interest and the impact on their value versus your value, particularly if you don't sell quickly, like, let's say 3, 4, 5 years, you're going be shocked at how much you owe your preferred shareholders when the time comes.

Non-cumulative Preferred Stock

There is also a bit rarer preferred, which is non-cumulative. Non-cumulative means if we can't pay you for one year of your dividend, then it just goes away, and we don't owe it to you. The other thing you get is in the case of preference, when there's a distribution of assets, meaning we sold the company or we got a big payout or something, debt goes first, but then second is the preferred shareholders, and then third are the common shareholders in terms of who gets paid.

Cumulative Participating Preferred

It accumulates interest if there is any; most of the time, they do what they call participating preferred; when you're not going to flow any cash, there aren't going to be any dividends. So there's no ongoing payment to them. So they are going to get it all on the backside. So it's going to be juicy for us if we do that. And what that means is they participate in the up. Not only do they all get all of their cash off the table, but they also participate in the upside that has been created while you use their cash participating preferred. 

 For examples of preferred stock and more from Jim on this topic, listen to the complete episode of The Lazy CEO Project.

We've got another phenomenal guest today, Ian Altman. As a business growth expert and bestselling author, Ian is recognized as one of the top 30 global gurus on sales. And his same side selling academy is ranked in the top five globally for sales development programs.

Everybody's running a business, and when I talk about the secrets of a great business, a great margin is one of them. Ian has identified some areas that are what he calls margin vampires. Ian shared with us what he sees as the biggest margin vampire we should think about as CEOs and leaders.

Margin Vampires

the biggest margin vampire is that oftentimes as organizations, we believe that our client hasn't made a decision because of price. And our sellers often lead with price, and they don't even realize it. So they'll ask somebody in a competitive environment, well, you're working with so-and-so, well, what are you paying now? Maybe I can save you money. And we've just made it so the client has been taught that the most essential part of the conversation is the price when it isn't. So it ends up being we're a victim of our undoing. We caused the problem by how we package what we do, as opposed to if we think about it as a C E O; when's the last time you made a really important decision based on price? 

It's almost a selection process when you lead with price. If you sell to them because you were 5% less than somebody else, guess what? Six months from now, they're going to switch away from you. Why? Because somebody else gave up 5% of the margin, and now you're at a race to the bottom, and as Seth Godin says, unfortunately, you might win. 

Instead, we want to say that when people are looking for this type of solution, they're usually looking for a partner who operates at one of three levels—our industry's shaped like a pyramid. The base level is what we call the effective level. The next level up is enhanced. And the pinnacle is the engaging level. As long as you fit into one of those models while you can be successful at the highest level, you're dealing with an organization that's tailoring what they deliver to what you need. They measure the results and outcomes, ensuring you're moving market share. So which level are you looking for? And now the client says, I want that top level. Now what I've just done is if my marketing, my sales, and my messaging is aligned around presenting those three levels, then I will attract the people who want that engaged level. And those people generally don't care that much about price. You can't be 300 times what other people are; those selling results are 20% higher than their competitors.

The Finish Line

When I ask people, so what's the finish line? It's the sale, the contract, and getting paid. But when you're the customer, what do you care about? It's just the results. And then people say, well, I think it's delivery on our end. It's not delivery. If you deliver everything you said you would deliver and the client doesn't get the results they're looking for; they wouldn't blame you, would they? Of course, they will. Absolutely. So we need, we need to be focused on results. And when we do that, we get that pivot where people say the price doesn't matter. If you had two vendors, one asking you about the results and the other asking who needs to sign off on this, which vendor would you rather deal with?

The one who's talking about results. Would you pay more for that one? How much more? How much less would you have to pay for it to be a good deal? So if you paid 20% less and didn't get the results, that would be a good deal. No, the answer is it doesn't matter what you pay. It wasn't a good deal if you didn't get the desired results. If we flip that around and say, how do we have that same conversation with our clients? How do we make sure our messaging from a marketing standpoint says, if you don't get results, we're not happy? 

What does that tell your client? Our results are more critical than their sale. And what's the net effect? You'll get more sales. They see value in getting better results.

To listen to the entire conversation between Jim Schlecker and Ian Altman as they export the power of selling results, listen to the full podcast wherever you get your podcast.

Jim Schlecker, CEO of The CEO Project and host of The Lazy CEO Podcast has a conversation with Dr. David Burkus. 

David:

I help leaders and teams do their best work ever. I think two things fundamentally. One is that work is central to our lives. Even if we had universal basic income and everybody was being paid, most people would still want to do something and make some contribution to the world. So work is central to our lives. And that work is teamwork. Your experience of work, whether or not you're engaged or motivated, whether or not you actually want to put your whole effort into something is shaped less so by broad company culture and more by the teams that you're on. And for a CEO, this is your job. Whether you are the CEO or a middle manager, no matter what team you lead, you are responsible for the culture of that team. That's what I focus on, is teaching teams and teaching team leaders how to have a culture that actually unlocks high performance, unlocks motivation, allows them to be more innovative et cetera.

Jim:

Let's talk about culture and culture management. Your comment is culture is experienced locally. And so how do we as leaders of scaled organizations deal with the fact that culture is experienced locally, not globally, feels like we don't have the levers of control on that one. So how, how do you help people with that?

David:

So what do you do to scale culture? You teach leaders at all levels what a great team culture looks like, and you make them responsible for the one on their team. I look at it as sort of concentric circles. What do we as an organization want to be about? What are our values, mission, vision, et cetera? And then you have to teach every leader at every level to do the same thing in a smaller circle. Inside that larger circle, you run into problems when you let leaders do something that's against the corporate-wide values, the company-wide values, and culture, but as long as it's inside of it, every team is going to have a stronger culture that is still a little bit different from other teams inside the organization. Culture is everybody's job. It's not just that senior leader job and you teach them specifically. There are decades of research on corporate culture and effective culture, et cetera. But when you dive down into team culture, it is easier to focus on. It becomes a little bit easier to teach every team leader what they're responsible for.

Jim:

I'm a CEO. What are the factors that make a great team culture that I should be thinking about and

teaching?

David:

I boil it down to three factors, which I call common understanding, psychological safety, and pro-social purpose.

Psychological Safety

What we're not talking about is a place where you'll never confront a dissenting opinion. We're actually talking about the opposite. We're talking about an environment where people feel safe to state their dissenting opinions, and where there's a climate of mutual trust and respect. When you have a high level of trust and respect, you can have task-focused conflict. You can have people speaking up when they disagree. And you get a team that's more willing to admit their failures. And I think that's probably the biggest element of psychological safety that has nothing to do with safe spaces and that sort of thing. I mean, by the way, there's no such thing as safe spaces. There are only safe people. But that's a whole other monologue. You learn from failure because you cultivate a team where people trust everyone else on the team is not going to leverage their mistakes and their screw-ups to try and step over that person into a promotion. Instead, we acknowledge we had a learning moment here. We failed. Failures happen from time to time. And as long as you're not grossly incompetent in failing all the time, as long as this isn't a performance issue, then the failure's really just a learning moment. Let's talk about it and let's learn from it. 

Common Understanding

Common understanding is how well we have clarity of roles, clarity of responsibilities, how well we have dependability, and we can trust that other people on the team are going to do what they say they do, but also how well we understand the other teammates. How well we have clarity of their person, their personality differences, and their work preferences. 

You get so much frustration on a team just because people are fighting for people to follow their favorite process. You look at a tool as simple as email. It's been around for 50 years, and no one can agree on how long an email is supposed to be used, how many main points, and what the rules for replying are. And you're not going to convince everyone to treat this tool the same, but you can understand the different preferences on your team, and you can understand who keeps a different calendar. And so they send late-night emails and you don't feel threatened by that, et cetera. You get a lot more collaboration because when you understand the preferences of your team, you know how to speak to that person better, and you know how and what to expect from them.

Pro Social Purpose

Pro-social purpose is essentially meaning and impact. It's whether we feel like we're making a contribution to work that benefits others. We're motivated to do work because we know it will benefit others because it has this sort of pro-social element to it. And so I think the big question leaders need to answer, and this is why it's also important at a team level, is who's benefiting from the work that we not why do we do what we do, but who is served by the work that we're doing? And that varies by every single team. There are customers and stakeholders for a whole organization, but some teams serve the people who serve the customer.

For more ideas about effective leaders and teams, listen to the entire conversation on this episode of The Lazy CEO Podcast - Helping Leaders and Teams Do Their Best Work.

Thank You to Our Guest

One of the world's leading business thinkers, Dr. David Burkus' forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.

He is the bestselling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, Burkus has been ranked multiple times as one of the world's top business thought leaders. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. A former business school professor, Burkus now works with leaders from organizations across all industries, including PepsiCo, Fidelity, Adobe, and NASA.