2SBD New Site - CEO, Owners

Starting A Thriving Local Business in a High Market Area

dmazzella@is-incorp.com — Mon, 24 Mar 2025 20:18:12 +0000

Choosing where to launch a profitable business in a competitive market requires having some key strategies for success.

Choosing where to launch a profitable business in a competitive market requires having some key strategies for success. Victor Alofe shares his thoughts from his experience founding and driving Crew Collective's growth, offering property management and design services.

Small Business Leaders Need To Create Cultures Based On Good

dmazzella@is-incorp.com — Tue, 19 Oct 2021 15:29:21 +0000

The reality is that the pandemic, for all the tragedy it caused, greatly improved how many of us work. Perhaps even more important: The last eighteen months inspired a change in how people think about work, especially for front line employees.

Working long hours for a near-minimum wage for an old-school manager within a one-sided company culture is no longer acceptable for many. Good people now have higher expectations; their “new normal” has changed.

This change has led to “The Great Resignation.” Finding their replacement has become difficult for many small businesses.

In all regions of the country and most industries, small businesses are finding it difficult to find (and keep) good employees. Many consider this post-pandemic phenomenon a “labor shortage.”

However, the small businesses perceived as great places to work aren’t as impacted as those operations with poor reputations and toxic company cultures. In other words, the good companies haven’t lived the labor shortage narrative.

In fact, many of the best small businesses—and their owners—are benefiting from people leaving less-than-inspiring jobs, leaders and companies. Instead, those people move on to small businesses, like theirs, with company cultures based on the doing of good. And—as we say in How Small Businesses Compete in the Post-Pandemic New Normal

To be competitive in the future of work—a future that is already here—small business owners must:

Define a work culture that puts good first, where employees can expect respect as they help drive results
Craft a servant purpose and establish company values that ensure equitable treatment of all stakeholders (not just the business owners and investors)
Monitor, measure, and reward alignment to the agreed-upon company values and workplace behaviors

Yes, these are lofty goals. No, they probably weren’t contained in your original business plan. But these goals—which are imperatives for small business owners in today’s marketplace—are the heart and soul of a purposeful, positive, and productive company culture. They help create a workplace where employees feel their work matters—really matters. As they feel more valued, employees gain a sense of belonging. Soon, they don’t want to work anywhere else. Just as important, they tell their friends and peers that your company provides a respectful, rewarding workplace. The result: You have even more qualified, engaged employees ready to help achieve your business goals.

Let other small businesses, perhaps your competition, struggle to find and keep employees. As they do, you’ll continue to build a company culture where good comes first.

And for you, the labor shortage will be short-lived.

Mark Babbitt is a speaker, author, blogger, culture architect, executive coach, and career mentor. He serves as President of WorqIQ and CEO and Founder of YouTern. His latest book is

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CEO, Owners

Best Ways SOHO Businesses Can Really Shine this Gift-Giving Season

dmazzella@is-incorp.com — Wed, 18 Aug 2021 22:38:33 +0000

Especially this year, there’s a lot riding on this holiday season, especially for small businesses.
Holiday shopping can be emotionally charged with customers trusting retailers with a big task: ensure loved ones get the perfect gift.
Those who succeed can win loyal customers for life with more new customer orders throughout the year!
Therefore, small office/home office (SOHO) businesses that want to make a lasting impression during the holidays must do everything they can to elevate the customer experience and make their brand memorable – for all the right reasons.
Jeff Schmitz, Chief Marketing Officer (CMO) and Chief Human Resource Officer (CHRO) at .

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CEO, Owners

Ethical Leadership Can Lead To Greater Profits

dmazzella@is-incorp.com — Thu, 15 Aug 2019 14:28:20 +0000

When asked, most small leaders say they want to lead ethical companies.
In fact, a recent Small Business Digest survey indicated 73% of respondents voted for ethical leadership as a key component of success.
Given the choice millennial employees, who value socially responsible employers, according to Nicole Zwieg Daly, J.D., Ed.D director of the University of St. Thomas Opus College of Business,
Companies with ethical cultures often find it easier to attract and retain loyal employees, customers and partners, adds Dr. Zwieg.
In addition as Dr. Zwieg points out aspiring to ethical business practices should be an end in itself, but business turns on profits. And there is no shortage of financial justification for building an ethically strong organizational culture.
She believes that apart from earning loyalty and recognition, ethical organizations stand to gain a significant marketplace advantage – leading to financial gains.
According to Dr. Zwieg, there are three key pillars to building and maintaining an ethical business culture: principled leadership, equitable systems and ethical citizenship. Establishing and living those standards must start at the top.

Principled leaders articulate their values, make decisions guided by their values and consistently model their values. Principled leaders can be identified at any level of an organization. Individuals in positions of authority within an organization should most certainly be virtuous persons with principles that drive their action.
Because human beings have a psychological need to identify with a role model, it is incumbent upon all business leaders to practice behavior worth emulating – integrity, honesty, fairness and trustworthiness.
Equitable systems are necessary for an organization to truly develop and maintain an ethical culture. Yes, establishing and publishing an ethical code of conduct is an excellent way to build an ethical foundation and codify an organization’s values; however, this is not enough to drive human behavior.

Consider this: the Compliance and Ethics Institute’s 2018 National Business Ethics Survey found that employees were feeling more pressure than ever to cut corners in their workplace; and, of those surveyed, 84% observed ethical misconduct in their workplace!
An equitable rewards and punishment system across an organization will help ensure more ethical behavior far beyond a codified document.
Finally, organizations should develop ethical citizens through ongoing learning. Ethical citizens engage with their professional environment, looking beyond self-interest to the needs of the greater good. They could be an organization’s most valuable asset, because they will promote ethical practices and preserve ethical standards.
Ethical citizenship evolves over time through ongoing learning. Developing ethical citizens requires employees to have the ability to seek understanding and assistance on a variety of ethics and compliance issues freely and openly.
While ethics presentations and annual compliance training are important, they are not enough. Humans internalize information more when given the opportunity to choose how and what they’d like to learn. Encourage employees at every level of the organization to learn more about ethics and compliance.
Visit the Business Ethics Resource Center (berc.centerforethicsinpractice.org) for more insights into how to build a strong ethical culture.

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CEO, Owners

Saying "No" May Actually Being Building Success

dmazzella@is-incorp.com — Thu, 01 Nov 2018 09:29:03 +0000

Juggling many responsibilities often takes the focus of small business leaders away from growing their companies.
According to Erin Shea, North America Manager at Vistaprint, her company recently surveyed 400 SBOs to understand what is keeping them busy and how this impacts their business and personal lives.

Seventy-two percent (72%) of those surveyed say administrative tasks are keeping them the busiest, followed by customer service (70%) and project management (62%)
Nearly 70% are so busy at work that they skip meals
The majority (63%) are spending less than five hours a week on marketing their business

Adds Shea, "people normally start businesses to make a career out of doing something they love, not to be bogged down by routine tasks. While administrative tasks need to be done, our survey shows that they are most likely to keep small business owners busy, eating into their day and leaving them with less time to work on rather than in their businesses. Small business owners must also find time to focus on strategy, product development and marketing, all of which are vital for growing their businesses."
Shea said Vistaprint asked small business leaders to offer a few tips for feeling less busy and more in control at work:

Take a break: Just as you schedule meetings, it is important to plan time to decompress from work activities. Even if it is just a few minutes every day, time away from work can help you clear your mind and be more productive. Whether stretching your legs, meeting up with a friend for lunch or taking a weekend trip, it is important to switch your focus away from work occasionally.
Set priorities: Creating a priority list of what is most beneficial to your business is a great way to plan your day. Some tasks that take a lot of your time might not have the biggest impact on your bottom line.
Don’t be afraid to outsource: When small business owners use outside sources to save time, our research reveals that they are much more likely to seek help for their social media, sales and marketing, than for admin or project management-related tasks. You can also automate these more routine tasks, for example, by leveraging technology to streamline project management and exploring how virtual administrative support can free up more time. This could give you the headspace to focus on the more strategic and creative areas of running a business.
Saying no or I need help is ok! For many small business leaderss, saying yes is very natural but not always the answer that’s in their best interest. When saying yes to a time-consuming activity, you might be pushing another priority off your list. Being mindful of this can help you think again before committing to something.

View more survey results along with the

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CEO, Owners

Saying "No" May Actually Being Building Success

dmazzella@is-incorp.com — Tue, 30 Oct 2018 16:10:18 +0000

It’s no secret that small business owners (SBOs), juggle many responsibilities -- from business planning and strategy to answering phones and ordering supplies.
According to Erin Shea, North America Manager at Vistaprint, the compan recently surveyed 400 SBOs to understand what is keeping them busy and how this impacts their business and personal lives.
Some survey results indicated 9 in 10 SBOs enjoy being busy, but at what cost?

Seventy-two percent (72%) of those surveyed say administrative tasks are keeping them the busiest, followed by customer service (70%) and project management (62%)
Nearly 70% are so busy at work that they skip meals
The majority (63%) are spending less than five hours a week on marketing their business

Adds Shea, people normally start businesses to make a career out of doing something they love, not to be bogged down by routine tasks.
While administrative tasks need to be done, a recent Vistaprint survey shows hat sma they are most likely to keep small business owners busy, eating into their day and leaving them with less time to work on rather than in their businesses. Sll business leaders are most likely to keep small business owners busy, eating into their day and leaving them with less time to work on rather than in their businesses. Small business owners must also find time to focus on strategy, product development and marketing, all of which are vital for growing their businesses.
Shea than asks, "how can you avoid become a Chief Everything Officer and ensure you’re allocating your time to activities that create the most value?
Vistaprint then asked SBOs to offer a few tips for feeling less busy and more in control at work:

Take a break: Just as you schedule meetings, it is important to plan time to decompress from work activities. Even if it is just a few minutes every day, time away from work can help you clear your mind and be more productive. Whether stretching your legs, meeting up with a friend for lunch or taking a weekend trip, it is important to switch your focus away from work occasionally.
Set priorities: Creating a priority list of what is most beneficial to your business is a great way to plan your day. Some tasks that take a lot of your time might not have the biggest impact on your bottom line.
Don’t be afraid to outsource: When small business owners use outside sources to save time, our research reveals that they are much more likely to seek help for their social media, sales and marketing, than for admin or project management-related tasks. You can also automate these more routine tasks, for example, by leveraging technology to streamline project management and exploring how virtual administrative support can free up more time. This could give you the headspace to focus on the more strategic and creative areas of running a business.
Saying no or I need help is ok! For many SBOs, saying yes is very natural but not always the answer that’s in their best interest. When saying yes to a time-consuming activity, you might be pushing another priority off your list. Being mindful of this can help you think again before committing to something.
Additionally, business efficiency expert Carson Tate recommends that SBOs “focus on being productive in the areas that create the most value and help them look more professional, instead of trying to do everything.”
View more survey results along with the full infographic.

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CEO, Owners

As Economy Grows, Small Business Leaders Face Needs For Financing, Technology, Trained Talent

admin — Tue, 13 Mar 2018 21:21:48 +0000

With years of regulatory restraint seemingly behind them, small business owners are focusing on growth in 2018.

Surveys from diverse sources including the National Chamber of Commerce show small business owners believing that not only are they confident about their own prospect, business sectors, geographic region but also the national economy.

This confidence is reflected in small businesses hiring, investment in property, plant, and equipment as well as borrowings, say most recent surveys.

Small businesses appear to have started 2018 with a healthy sense of confidence, a sentiment reinforced by projections of 3% global economic growth for this year.

However, the optimism remains tempered by a few factors – among them, the perennial cash management, talent shortages, and the disruption caused by emerging technologies plus for some the continuation of geopolitical and social tensions.

While the new tax bill put additional dollars into small business coffers, there are as always many demands for each dollar including but not limited to upgrading assets such as technology, equipment, property, plus compensating workforce and growth cash outlays before payments.

Finding the dollars to finance investment in growth factors remains a major concern of small business leaders according to almost all surveys conducted this year and reported in the press.

To cope with worker and skill shortages down the road, survey results tell us that small businesses are fundamentally rethinking the composition of their future workforces. In one survey, nearly 80% of small business owners and leaders foresee greater use of contingent non-traditional employees. Moreover, three-quarters of them anticipate a rise in digital labor solutions such as robotic process automation.

A desire to have cultures that are inclusive, engaged, high-performance, customer-focused, and resilient is signaled throughout the responses to this year’s survey.

At the same time, the impact of the New Digital Economy is clearly being felt in the daily processes and practices of businesses, and through the emergence of new competitors; owners and leaders want to foster a culture of innovation that encourages cooperation across functions and business units and promotes risk taking in order to stay ahead or abreast of the marketplace.

Another concern of owners and leaders is creating new business models because of disruptive technologies. For instance, less than half of owners and leaders (48%) see their firms as a technology leader in their industries. Moreover, less than 10% of owners and leaders say they are extremely satisfied with their organization’s ability to innovate, and they continue to struggle with how to measure innovation.

The latest job numbers show three contrasting trends: more people working, salary growth slowing, and the need for better trained employees. While the number of people working has increased, salaries have not moved upward as fast as economist predicted and small businesses report many applicants lack fundamental skills to succeed.

These are the challenges facing small business owners and leaders as they seek to participate in the economy’s growth.

Leadershhip Is More Than Leading; It Is At Times, Letting Others Lead

dmazzella@is-incorp.com — Tue, 02 Jan 2018 11:00:45 +0000

What’s the difference between a boss and a leader?
According to Barry Kaplan and Jeff Manchester, authors of The Power of Vulnerability, “The boss is the person who owns the ultimate decision.”
They add, “He or she is accountable for a particular decision.
In a management team, the boss may be the functional expert that has authority over a specific domain. The CFO is the boss over accounting issues. The HR Director is responsible for employee-related issues. The COO will have final say on product delivery. The President or CEO will have the final decision about key areas of strategy and other management issues that have reached a stalemate between department heads.
A leader can be anyone on the team—anyone, including the boss. That’s because everyone has something to offer. Leaders bring their power to the team—their voice that shares their ideas, opinions, and concerns. Everyone who exercises his or her personal power in this way is a leader.
Most of us have been caught in the cultural context of hierarchical organizational models. Some of us may have been exposed to an organizational model based on more of a matrix. Both of these have implied leadership roles, based on position. Obviously different responsibilities come with different positions. But a work team is like a football team: each position has its roles and responsibilities.
You may be under the impression that if you don’t have people reporting to you, then you are NOT a leader. That’s just not true! Even if your role does not require you to have people reporting to you, you are still a leader. You are in your organization for a reason. You are giving your life energy and skills to your company. You are meant to bring all that you have to the team, and operate at the peak of your abilities. In this way, you are absolutely a leader!
While the boss may have the final decision, you owe it to yourself— and your team—to bring all that you have to discussions and meetings. There are many times where management team members wait for the boss to take the lead or defer to his/her direction without completely expressing their views. That shift can begin with any leader on a team, not just the hierarchal boss. Anyone who is in his or her power can play a leadership role. When you are in your power and truly own it, you step into your individual leadership and speak your truth, disrupt the toxic rhythm, and inspire others to follow outside their comfort zone.
Neither the organization nor the boss can grant you the power of the leadership that is already inside you. You must give yourself permission to exercise your power as a leader. Anytime you withhold your ideas, opinions, or viewpoints, you’re not only cheating yourself, but you’re cheating your team. The most effective bosses know that the best team is one filled with leaders.

Adapted from The Power of Vulnerability: How To Create A Team Of Leaders By Shifting INward (Greenleaf Book Group Press) by Barry Kaplan and Jeff Manchester. Copyright (c) 2018 by Barry Kaplan and Jeff Manchester. All rights reserved. This book is available at all bookstores and online booksellers.

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CEO, Owners

Owners Looking To Sell Should Use Inductive Reasoning More

dmazzella@is-incorp.com — Mon, 30 Oct 2017 16:23:45 +0000

Using bottom-up Inductive Reasoning can create a strong case for a sale when Deductive Reasoning won’t. Put it another way. Selling a business is essentially telling a story that is substantiated by the facts.
According to Andy Peters is the Managing Partner at AAKEN, the potential downside of using the De-ductive Reasoning approach can be significant when considering a sale. Successfully selling an organiza-tion can be a long and arduous process. Starting the process with a self-defeating perspective can of-ten deteriorate into accepting a "so-so" deal with bad terms. Clearly, it will adversely affect decision-making throughout.
Adds Peters, owners using Deductive Reasoning often fail to leverage the fundamental data of their business in arguing its value. I’ve seen many information memorandums replete with unsubstantiated — or even contradictory — assertions. In due diligence, a buyer that discovers undisclosed risks and liabilities can use them as leverage to renegotiate the price or terms.
The errors associated with Deductive Reasoning also apply to common valuation methods. Many bro-kers use tools like Pratt’s Stats and Bizcomps to access data about past sale transactions. They extract information from these sources, compile it in a spreadsheet and calculate a composite-average-multiple.
For argument's sake, let’s say the calculation results for a sample firm, let’s call it Sam’s, is 3.5. Given the company’s three-year average earnings of $1 million, a broker might recommend negotiating a $3.5 million sale price. Let’s think about the composite average, it aggregates un-weighted results from multiple businesses. Some of the businesses in the data set may have sold for two times earn-ings, and some sold for six times, maybe more. You might liken this to arriving at the average price of cars by compiling the sale prices of three Hyundais, four Chevys, two Mercedes and a Ferrari. The real question is what business is most like Sam’s. Coming to that conclusion requires Inductive Reasoning based on the analysis of the specifics of the business.
No matter the company, be it a tenant improvement contractor, a metals-related business or a sign manufacturer, determining the sale and valuation potential should come from the merits of their unique cases. To do this, owners should challenge their brokers to utilize Inductive Reasoning.
Andy Peters is the Managing Partner at AAKEN Business Brokerage that helps small to mid-sized com-panies improve their operational performance to generate more profits and interest from potential buyers. He can reached at andy@aakeninc.com

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CEO, Owners

Survey of Successful Business Owners, Entrepreneurs Reveals Some Universal Truths

dmazzella@is-incorp.com — Sun, 22 Oct 2017 16:38:37 +0000

It is always interesting to learn more about what drives the success of business owners and entrepreneurs.
A recent survey of 248 such high-net-worth business owners and entrepreneurs by Bank of America, U.S. Trust explored their experiences from start-up to expansion to exit.
According to Karen Reynolds Sharkey, National Business Owner Strategy Executive at U.S. Trust the survey was designed to gain insight into the mindset and challenges at each stage of business ownership.
She amplified the results of the survey during her appearance on Path to success: the desire to work for themselves, take control of their own destiny, and make their own decisions drives business owners and entrepreneurs. Few inherited their business – rather, they founded it or acquired it on their own, some at a very young age.

Starting-up: Obtaining seed capital is the biggest hurdle for business founders -- and most used solely personal or family resources. But, nearly half would fund their business differently if they had to do it over again.

Biggest concerns: Small business are most concerned with compliance with government regulations, while middle market and large corporations are most concerned with the economy – and businesses of all sizes are concerned about actions by the Trump administration and the impact of national policies on their business.

Personal risk: a surprising amount of successful, high-net-worth business owners are leaving their personal financial security and business assets to chance – few have basic protection such as a will, life insurance, umbrella insurance, durable power of attending, secure data storage and backup, and instructions for digital assets.

Moving on: Half plan to exit their business within the next 3 years – to retire, start another business or something else – yet, most don’t have a formal exit strategy in place to ensure a smooth sale or transfer, and aren’t prepared for unexpected circumstances such as health issues or law suits that could diminish the company’s value.

Making an impact: business owners are commitment to making a positive difference in the world – by creating economic opportunity and jobs for others, investing for impact, philanthropically supporting non-profit organizations and causes, and serving on boards.

The survey also reveals that a new generation of exceptionally entrepreneurial-minded Millennials is approaching business ownership very differently than their older counterparts – starting at a younger age, using a mix of outside resources to fund their start-ups, co-owning with family, and planning deal activity within three years.

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CEO, Owners