Happy New Year and best wishes for a prosperous 2021.
I have an important offer for your consideration! We at Bright Water Consulting would like to ensure that your IT Infrastructure is supporting your needs. I am sure that you will agree that with all the turmoil of 2020, this area needs to be reviewed. When IT is in sync with operations, success is assured. We will evaluate everything from cyber-security and employee safety to data analytics and supply chain. We will validate that IT is in sync with your operations and/or identify needs for improvement.
Bright Water Consulting a full-service IT and Business consulting firm. Everything we do is with an agile mindset for getting to market quicker, while reducing risks, and cost. We serve companies from SMBs to Fortune 500, like The Coca-Cola Company, Fiserv, and Georgia Pacific Corporation. Although we are based in Atlanta we service clients nationwide.
Let’s schedule a discussion, at your convenience, to determine how Bright Water Consulting can ensure your success. To make it easier for you, just click here to find the most convenient time to talk.
BONUS: The first 30 people to register and attend receive a free copy of “The Franchise MBA”
David Roemer
Dave Roemer has more than 30 years of experience as a franchisor and a franchisee. He gets both sides of the relationship as he has been on both sides.
After several years as a restaurant operator and trainer, Dave began working with franchisees as a business consultant for Dunkin’, Arby’s, and TGI Friday’s. He then purchased a Business Coaching franchise and began working with small business owners in the Columbus, OH market. After a couple of years, he decided to go back to the restaurant business and was a Director of Franchise Operations for Long John Silver’s and the Einstein’s/Bruegger’s/Manhattan Bagel brands.
Today, Dave is an independent Franchise Consultant who helps people interested in purchasing a franchise determine which brands are the right fit and then helps them through the due diligence and discovery process. His services are free to the client as his fees are paid for by the various franchise brands with which he works.
We at ITB Partners appreciate your loyal business and referrals. I have heard from many of you how difficult 2020 has been and wanted to offer some assistance. Since I’m not comfortable giving advice beyond my (Service type) expertise, I have contracted with an expert Business Coach to help.
Adrian Sasine is a serial entrepreneur and client I have known and worked with for nearly 10 years. He runs a Business Coaching Firm specializing in small and medium-sized businesses like yourselves. I fully trust his expertise in Sales, Marketing, and Business Fundamentals and have seen the resources at his disposal firsthand.
Adrian is offering a complimentary coaching session to focus on what you can do to drive more business in 2021. He is committed to finding you more money, selling ideas, and marketing strategies to help you!
The first 15 businesses that take advantage of this will receive a free coaching session and FREE access to a robust online Business Academy packed with tools, resources, and training. This alone retails for $997 and includes a powerful resource library containing over $100K in previously created and tested marketing collateral.
There is absolutely NO COSTto you as I have negotiated everything as a special gift to my clients.
To book your complimentary Coaching Session NOW, send an email to adrian@salesmarketingresults.com
This offer is only good through January 20th so I highly suggest you take advantage. It is a special offer that Adrian has offered specifically for (company name) clients.
Unfortunately, Adrian isn’t able to offer this to an unlimited number of companies but we’ve secured 15 spots for our clients.
We’re glad to partner with Adrian to give you more opportunities for success in 2021!
Wishing you all the best in the year to come.
Adrian Sasine
Adrian Sasine is a Business Coach and a Marketing & Sales expert! From Start-up to Sale – Adrian delivers customized, results-based coaching for every business owner! With over 20 years of hands-on experience, Adrian offers a proven ability to increase profits and drive business growth. His clients receive invaluable business knowledge and insight from his own successes, failures, and thirst for business knowledge. What began as a hobby consulting with entrepreneurs, has turned into an undeniable passion to help serious business owners generate more clients, close more sales and increase their overall revenue and profits >> quickly and inexpensively. His expertise is as diverse as his resume, which includes having owned and exited several small businesses and leading the marketing division of a Fortune 500 company.
How many hours are spent every year in meetings conducting strategic planning sessions only to find the plan ignored? Or, in today’s Agile approach to business, the confusion reigning with a lack of effective and timely communications of shifting priorities. The human element cost can be tremendous with employees left confused with engagement levels constantly fluctuating, impacting output.
Two very successful entrepreneurs have combined forces providing your organization with access to a fresh and effective approach to strategic planning and execution:
Dr. Stephen Dawson is a strategic internal or external consultant who provides exceptional-business building outcomes in the United States and Southeast Asia by utilizing his visionary abilities to design and deliver the next generation business productivity tools to assist regulators in accomplishing economic development. He has maximized his postdoctoral work in ways to blend his exceptional education with his outgoing personality and strong communication skills. He is also an Adjunct Professor with Regent University, serving with the Department of Business, Leadership, & Management.
Dave Daniels (BA/MA) is an accomplished senior business, human resource, and DEI (Diversity, Equity, and Inclusion) executive. Having held leadership positions throughout the country, Dave’s business approach is intended to exceed financial objectives by inspiring exceptional capabilities on the part of all team members. He is an accomplished facilitator and leader of results-oriented cross-functional teams. Additionally, Dave is a Certified Coach of the IDI (Intercultural Development Inventory) process, the most respected Diversity and Inclusion (D & I) assessment in the world. While he brings a wide range of experience, Dave’s expertise in the D & I space provides for full integration of this critical piece in our approach.
What we do:
Troubleshoot (assess) current plans and levels of communications and results
Create “real” alignment and commitment to the best actions
Become a trusted advisor to the CEO and the Executive Leadership Team (ELT)
Define/refine desired outputs and impact
How are we different:
Identify and solve key pain points, immediately
Provide a strong and relevant D & I lens to every aspect of your organization
Access to the IDI process, as a value, add
Flexible and Agile customization
Contact Information: Stephen and Dave may be reached via phone or email:
Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? And how does an organization introduce these programs? These critical questions need to be answered proactively and thoughtfully before embarking on this part of the Diversity and Inclusion (D & I) strategy. Like any good business decision, there needs to be a predetermined Return on Investment (ROI = measurable results).
First, let us dive into the first question posed, because if your answer is “NO,” then usually you won’t pursue it. Here is my challenge to you, the CEO. How many times in your career have you witnessed a really good idea die on the vein due to several possible reasons? If you are like me, you file these ideas away to be utilized at another time when you can directly impact the outcome of the initiative. Examples of those failures could harken back to poor leadership, inadequate planning and/or funding, conflicting communications, or lack of commitment, to name a few reasons.
Allow me to explore the difference briefly and simply between Mentor and Sponsor programs. A standard Mentor/Mentee approach effectively establishes roles with the Mentee driving the process within well-defined parameters. A Sponsorship program should be reserved for the best of the best high potential employees, as identified by the organization’s Succession Planning process. This process is designed to be far more formal and structured with key checkpoints along the way. Unwavering commitment, communications, and accountability is a must to optimize success. While the Executive Leadership Team (ELT) member is key, I strongly recommend a central point of contact that both parties can draw on when needed.
These two powerful concepts can drive real change in your organization if you commit to the following steps:
1- Have the right person leading these processes. Competency and respect are paramount.
2- Use Succession Planning to identify the right high potentials pared with the right ELT.
3- Clearly define each program and the desired outcomes.
4- CEO commitment, follow-up, and regular involvement are a must.
5- Strive for continuous improvement with both processes. Learn from the past.
Determining the correct level of transparency will be critical to success. I work closely with CEO’s to determine what’s right for their culture. You guard current proprietary info closely. I believe that the Succession Planning process should follow this template. As a key part of this process, Mentor and Sponsor programs should follow this line of thinking.
Should you decide to implement and/or enhance Succession Planning in your company, I am available to guide you through the nuances. Next up: Diversity Councils and Resource Groups.
David Daniels, Daniels Consulting
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
All organizations can benefit from a robust Succession Planning process. Larger organizations often use sophisticated software solutions to administer the process which is often way too much for smaller businesses. Think SalesForce which I have found in several smaller organizations as their CRM and are not used due to their complexity. Like CRM’s, there are technology solutions for Succession Planning that fit the size of your company and have a much higher engagement level of use. While the administrative part of Succession Planning is important, identifying the desired “outcomes and impact” on the organization with Succession Planning needs to be clearly established along with a high commitment level from the ELT (Executive Leadership Team). Taking this step is a critical part of the equation.
Let us look at an example of a desired “outcome” of this process. An effective Succession Planning process should identify current and future gaps in organizational staffing and depth. Please remember from my previous Blogs, the D & I (Diversity and Inclusion) strategic approach is to bring an effective D & I lens to every aspect of the organization. Unfortunately, I often witness Succession Planning processes where desired outcomes and impact are not clearly defined and absolutely zero discussion on the demographic make-up of each business unit’s staffing levels. At best, company-wide demographic statistics may be available at the entire company level, but there is little to no understanding of how each business unit is doing. It becomes very easy to say: “We’ve improved representation of some under-represented groups“ and leave the session feeling progress (the Outcome) has been made.
As mentioned, a proactive and robust discussion on desired “Outcomes and Impact” will set the tone for ELT (Executive Leadership Team) preparation, expectations, and execution of the Succession Planning process. Often, it takes time for the ELT to get this critical process right, but a strong partnership of your HR and D & I leads should help you optimized this process. I recommend that your HR lead drive the Succession Planning approach with your CDO (Chief Diversity Officer) bringing the D & I lens to the process.
Now that we’ve examined one example of the desired outcome of the organization’s Succession Planning process, what’s the potential “impact.” Once gaps are established by business units and by position, the ELT member and their HR support have a much clearer understanding of the tactical step(s) to take to remedy the issue(s). Effective and focused action plans can be established i.e. targeted recruiting approaches (External) along with an improved focus on Mentorship and Sponsorship programs (Internal).
My next blog will explore the difference between Mentors and Sponsors and how they can become a strategic differentiator for the company. But for now, building a diverse pipeline of talent will enhance the future success of the organization. However, leadership, commitment, and execution by the ELT will provide the ultimate impact by creating a diverse and inclusive organization. Optimized results will follow.
David Daniels, Daniels Consulting
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Grocery stores are very competitive; and, in most areas, consumers have options on the stores where they shop. In response, Grocery stores have evolved a number of competitive initiatives such as “store cards” for discounts on purchases, frequent advertising on special prices, and tie-ins with other outlets, such as points for special deals on gasoline purchases.
Being highly competitive, the grocery industry represents a great opportunity for innovations such as Cashback Shopping. The concept is straight forward. Using Kroger as an example, the store through its normal advertising channels promotes “Kroger Cash Back Shopping” for on-line purchases. (Note: The actual name of the program will be determined by Kroger.) Shoppers shop on-line; earn cashback on every purchase, and the cash is loaded onto the shopper’s Kroger card. In turn, Kroger decides how to leverage the cashback to its greatest benefit. Examples might be:
A direct reduction on the cost of groceries at check-out based on accumulated cashback on the card
Special shopping deals for cashback shoppers, e.g. BOGO’s on select items
Tie-ins with other partners, such as gasoline purchases
A Grocery that adopts the Retail Benefits cashback shopping app will supercharge its store card with the following advantages:
Grow revenue – Retain a portion of member cashback to fund the program and be accretive to profit
Fund grocery card – Register cashback on your store card to apply directly to the shopper’s grocery bill
Drive engagement – Apply cashback to member benefits such as special offers, tie-in deals with other vendors, merchandise, etc.
Messaging – Communicate via the app on special offers, etc. Note: The Cash Back app provides direct messaging to participants.
Phillip Davis
To learn more about the cashback shopping app. and the business opportunity it represents, contact Philip A. Davis at pdavishr@comcast.net or 678-977-5578.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Measurement of business goals can be elusive. There are several measurement tools available, and my current favorite is an updated version of SMART, called FAST. FAST is much better suited to today’s Agile companies. But, this blog is not meant to discuss the merits of either approach. When it comes to the measurement of D & I goals and action steps, I often find quite a bit of resistance. For example, I often hear that setting specific demographic targets for staffing levels and/or promotability will lead to hiring and promoting individuals who are not qualified.
My response is always the same. Every goal that is set in any given organization has the potential for loss of integrity. I have seen people manipulate financials to make themselves look better. I have seen bosses give people they like (friends) slack in their performance appraisals. The list goes on & on. When it comes to D & I measurement, I often hear from ELT members that they are concerned the company will start to hire and promote undeserving individuals. This perception may or may not be true, but I always find it interesting that utilizing this reasoning to avoid D & I measurement is more freely shared vs. the examples cited above.
When it comes to staffing and promotions, it is in the organization’s best interest to widen the pool of qualified candidates. No D & I expert worth their salt would ever suggest hiring and/or promoting a person who is not the most qualified person for the position. The focus should always be on expanding the pool of candidates from under-represented groups. Why? Because it produces a diversity of thought and experience that clearly helps optimize the company’s results. Most importantly, it enhances the probability that the best available person gets the job.
This approach applies to all parts of the organization and to all groups of people. Clearly, many organizations will benefit from targeting under-representative groups of women and people of color. This focus will improve the organization and open new business streams and improved productivity. So, does this same thought process involve all demographic groups? The answer is yes. There will be situations where one or more groups are under-represented. “Reverse discrimination” is a phrase that implies that white men have been adversely impacted. I would suggest that this term does not describe this dynamic effectively. Under-representation can happen with any group, and it takes honest conversation and approaches to overcome this disparity.
Every business unit in the organization needs to honestly and openly assess where a lack of diversity exists. It is not good enough to look at overall business unit numbers; each position should be scrutinized. Why? Each department runs the risk of missing valuable diverse perspectives. This growing complex dynamic can be overcome. The right measurement approach that is driven by the organization’s values and is applied to all levels of the organization will go a long way to overcoming unintended consequences that occur over time.
Effective measurement should consider two levels: Outcomes and Impact. Unfortunately, most organizations do not spend enough time assessing the effectiveness of their measurement process which has led many organizations to avoid accountability. Allow me to share an example of the difference:
Outcomes: Short term & mostly intermediate changes that occur in organizations.
Example: Your organization increases its gender representation of its ELT.
Impact: Significant changes that occur within the broader organization.
Example: Due to the outcome noted above, your organization has gained access to new markets comprised of primarily women. Additionally, you have become an Employer of Choice for women, resulting in improved engagement scores that lead to measurable revenue growth.
As part of the DDC approach, I work closely with every ELT member and their teams to establish both Outcomes and longer-term Impact measurement. We start by assessing how workflow and decisions are made. A simple change such as discussing the make-up of cross-functional teams can have a dramatic impact. And, if your organization does not have a robust Succession Planning process, the ELT may be missing a critical opportunity to ensure that the best rise to the top. More on this topic in my next blog.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
To move your business forward in this economy, you need to be nimble and efficient to maximize profits as the marketplace changes. And of course, employee safety and cybersecurity are musts.
I’m writing to ask if you have a few minutes to discuss how to boost growth and manage risks while becoming more efficient and effective.
At Bright Water, we offer a wide range of information technology services, from ERP systems to security and infrastructure to technology evaluations and optimizations.
Most important for you to know is that we deliver cost-effective, elite services. Plus, we’re located right here in Atlanta, so you’ll get the best local consultants to help you.
Can we connect for an introductory phone call this week or next?
I look forward to the opportunity to discuss how Bright Water can help you and appreciate that you are busy, so if you’d prefer not to be contacted again, just let me know.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
As mentioned in my first Blog (Blog #1), I am not against formal classroom training for Diversity and Inclusion (D & I). As the CEO, you need to construct a strong foundation within your Executive Leadership Team (ELT), first. My last Blog (Blog #4) introduced the Intercultural Development Inventory (IDI), as the focus for ELT development. In my opinion, this assessment tool is the best at creating awareness and action-oriented development steps, when administered by a Certified IDI Coach.
As a Certified Coach with IDI, I strongly recommend that your internal Chief Diversity Officer (CDO) becomes familiar with the tool and should eventually become an IDI Administrator. Immersing your ELT to this development tool and the process will be one of the best investments that you make as a CEO. There are companies/individuals that charge up to $1000 per person for completing the assessment while providing a single feedback session. A Fractional CDO, certified in the IDI methodology, can bring this critical strategic action step to life in your organization. Once certified, it should become a critical component of the CDO’s role, as we work to identify a mid to long term solution for D & I continuity, once my “Sunset” work has been completed. The Fractional CDO should provide this service as part of their monthly stipend, except for a small Administrative Charge that IDI imposes on each assessment.
Establishing the ELT IDI foundation should take no longer than 60 days. Once the ELT journey has begun in earnest, then the CDO should work with you and your team to establish a series of ongoing “Listening Sessions.” It starts with the CEO & CDO facilitating a company-wide session followed by each ELT member replicating a similar session within their own business units. Leveraging your CDO in preparation, delivery, and follow-up should be your best approach to optimizing honest and constructive feedback. This format should occur on a regular basis for the first year, minimally.
These two steps, IDI and Listening Sessions, will go a long way in establishing your commitment as the CEO. Your team will sense your sincerity, especially if you reinforce your message by becoming a member of the “CEO Action” group, now counting over 1000 USA based CEOs from businesses of all sizes. There is no cost to join and membership provides your ELT a litany of fantastic DEI resources. Your CPO should be able to help you get signed up with this group. When you couple these three (3) steps with a strong Diversity Council and integration of a strong D &I lens in every aspect of your business, your company’s DEI approach will truly start to enhance positive outcomes and impact improving engagement that drives financial results.
My next Blog will continue Part 3 of the DDC Systemic Approach by diving deeper into measurement and expanding D & I advocates. Please remember, a Fractional CDO approach can balance results and costs, quickly and effectively. The DDC approach is meant to be a “Sunset” position that ensures sustainable value and impact for years to come. At the end of the engagement, together, we will identify the proper advocates whether a Full-Time CDO or a sharing of the responsibilities by all members of the ELT.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? 
Grocery stores are very competitive; and, in most areas, consumers have options on the stores where they shop. In response, Grocery stores have evolved a number of competitive initiatives such as “store cards” for discounts on purchases, frequent advertising on special prices, and tie-ins with other outlets, such as points for special deals on gasoline purchases.
