Navigating Business Challenges

𝐒𝐭𝐨𝐩 𝐂𝐡𝐚𝐬𝐢𝐧𝐠 𝐒𝐲𝐦𝐩𝐭𝐨𝐦𝐬: 𝐔𝐧𝐞𝐚𝐫𝐭𝐡 𝐭𝐡𝐞 𝐑𝐨𝐨𝐭 𝐂𝐚𝐮𝐬𝐞𝐬 𝐨𝐟 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬! Tired of being a fire-fighter in your own business? It's frustrating when you're constantly extinguishing crises without ever identifying their origin. But remember, overlooking the root causes equates to recurring problems and spiraling expenses. 📈💰 Here's a strategic approach to addressing these challenges at their core: 1️⃣ Embrace Root Cause Analysis Techniques: Leverage tools like the "5 Whys" or the "Fishbone Diagram" for effective problem-solving. 2️⃣ Emphasize Systems Thinking: Recognize your business as an interconnected system where issues stem from interactions among its various components. 3️⃣ Seek External Guidance: An unbiased outside consultant can help spotlight latent issues that may be hidden in plain sight. 4️⃣ Schedule Regular Check-ups: Keep an eye on your processes, operations, and performance regularly to preempt potential challenges before they amplify. Addressing these root causes paves the way for substantial cost savings, streamlined operations, and enhanced productivity in your business. What strategy have you used to find root causes in your business? Share your insights below. ⬇️ ➖➖➖ Over the past 15 years, I have worked 1-on-1 with 1,000+ business owners and taught tens of thousands of people about business. My experience includes serving as a Navy Officer, managing businesses, graduating from MIT, earning an MBA from NYU, and Achieving the CFA Designation. My Mission of “Helping 1,000,008 business owners by 2028 to sell more, make more, and get financing when they need it.” My Vision is to “Create the Ultimate business ecosystem for entrepreneurs.” ***** 👉 Feel free to visit my website to learn more about The Masterpreneur Playbook... https://lnkd.in/ebDibPVc #entrepreneurship #marketing #strategy #leadership #smallbusiness #success

After analyzing 600+ coaching sessions and helping scale multiple startups and scaleups, you run up against a hard truth: Most founders become the bottleneck in their own companies. Then I sat on the other side as a mentor to struggling CEOs (most were the company founder or co-founder). The truth hits like a flying laptop: In 95% of cases, your growth is stalling because: --> You're still doing the job of 4-5 people --> Your team can't execute without your constant input --> You're trapped in a cycle of firefighting and micromanagement You don't need another productivity hack. You need to fundamentally change how you lead. Here are 8 moves I see winning founders use to break free from the hamster wheel: 1. Redefine Your Role Great leaders shift from doer to navigator. Your place is at the helm, not below deck. 2. Create a Common Language Elite teams have shared frameworks for vision, metrics, and problem-solving. 3. Master the Art of Delegation Stop asking about tasks. Start asking about outcomes. Empower others to find solutions. 4. Build Systems, Not Dependencies Most founders become bottlenecks. Top performers create scalable processes. 5. Embrace Issues as Opportunities Challenges aren't setbacks. They're fuel for improvement and team alignment. 6. Cultivate Decision-Making Skills Your job isn't to have all the answers. It's to build a team that can make great calls. 7. Implement Rhythms and Routines Consistent check-ins and accountability structures drive progress without your constant presence. 8. Focus on Context, Not Control Each interaction should equip your team to navigate complexity, not just follow orders. __________ THE REALITY: Your company isn't stalling because of market conditions or lack of talent. It's stalling because you haven't evolved your leadership style. Stop rowing harder. Start steering smarter. P.S. Want to see how our leadership development program helps founders scale themselves and their teams? DM me "SCALE"

Handling conflicts of interest and ethical dilemmas in my role as a broker is a critical part of what I do, and I approach it with confidence and a clear sense of responsibility. Here's how I tackle these situations: 1. Transparency is Key: I firmly believe that transparency is the best policy. Whenever a potential conflict of interest arises, I address it head-on, openly discussing it with all parties involved. Transparency builds trust and ensures everyone is on the same page. 2. Stay Informed: To make informed decisions, I stay up-to-date with the latest industry regulations and ethical standards. Being well-informed allows me to navigate complex situations confidently and ethically. 3. Seek Guidance: If a dilemma seems particularly challenging, I'm not afraid to seek advice from colleagues, mentors, or industry experts. A fresh perspective can shed light on the best course of action. 4. Prioritize Client Interests: My clients always come first. When making decisions, I consider what is in their best interest above all else. It's essential to remain loyal to my clients and act in their favor. 5. Maintain Independence: I maintain my independence and objectivity in every transaction. While partnerships and relationships are essential in this business, I ensure that they never compromise my ability to represent my clients effectively. 6. Document Everything: Clear documentation is vital to show that ethical standards have been maintained. I keep records of all transactions and communications, which can be invaluable in case of disputes or ethical challenges. 7. Continual Self-Reflection: I constantly reflect on my actions and decisions to identify areas for improvement. Ethical dilemmas can be valuable learning experiences that help me grow as a professional. In the dynamic world of real estate, conflicts of interest and ethical dilemmas are bound to arise. However, I tackle them with confidence, guided by a commitment to ethical conduct and the best interests of my clients. How about you? How do you handle these challenges in your profession? Let's share ideas and learn together!

#1 skill companies hire McKinsey alumni for? Structured problem solving. Why? Because people who turn ambiguity into action and chaos into clarity are the most scarce, valuable assets. Here's the 3-step system McKinsey consultants use to tackle any business challenge: 1️⃣ Define the Problem - Clarify exactly what needs solving - Create a SMART problem statement - Identify key stakeholders and success criteria - Set clear constraints and deliverables 2️⃣ Decompose the Problem - Break down complex issues into manageable parts - Use issue trees to map relationships - Ask "how might we" questions to spark solutions - Find the root causes, not just symptoms 3️⃣ Prioritize Issues - Rank challenges based on key criteria (e.g., impact, feasibility) - Focus energy where it matters most - Make data-driven decisions about where to start - Avoid the trap of trying to solve everything at once This methodical approach is what separates strategic problem-solvers that senior leaders trust. Not magic. Not genius. Just process. And the best part? You can master this methodology too. Start with clear problem definition. Move to logical decomposition. Finish with structured prioritization. Most business problems don't need genius solutions. They need good-enough answers that create progress. Some action is almost always better than paralysis. What complex challenge can you apply this to today? ♻️ Find this valuable? Repost to help others. Follow me for posts on leadership, learning, and excellence. 📌 Want free PDFs of this and my top cheat sheets? You can find them here: https://lnkd.in/g2t-cU8P Hi 👋 I'm Vince, CEO of Sparkwise. I help orgs scale excellence at a fraction of the cost by automating live group learning, practice, and application. Check out our topic library: https://lnkd.in/gKbXp_Av

Making progress on controversial problems Have you been pulled into a problem where everyone has an opinion, no one agrees, and no one has an actual solution? Like “Should we pivot this big ongoing project that the CEO isn’t convinced about?” My early attempts to tackle these didn't go great. I’d end up presenting a cautious solution to my boss’s boss’s, while another exec vocally disagreed.  Fun, right? 🙂  I needed a process that helped me stay calm, make progress, and get back to focusing on customer impact. What worked:    1. Understand where we are in the problem-solving process.  Most problems are like a universe — they expand in size and complexity with every new piece of information, then contract as potential solutions get eliminated. That gives me a roadmap. If I’m still hearing new information, it’s too early to propose answers. If I’m hearing repetitive info, time to consider solutions. Just naming where I am helps me stay grounded. 2. Use documents to get specific and share context.  Writing down facts and assumptions surfaces obvious questions, like “Is the main goal user experience, or perception?”  It can feel remedial, but that’s how I know everyone agrees on the core info.  It also means we can separate gathering information from jumping into solutions, which saves hours in real-time meetings.  3. Over-communicate the process and status.  For big problems, everyone wants to know what's happening and how to help. A regular update solves that: “This week I’m talking with X, Y, and Z;  Monday I'll share a recommendation draft;  Wednesday I'll share with leaders A, B, and C;  please share feedback by Tuesday.”  If I get inbound questions, I can just respond with the existing written process. 4. Ask questions even if they're embarrassing.  For crucial info, like “actually, who is the most important audience for this?”, I find someone safe, ask directly, and write the answer in my list of facts.  Usually someone else is missing that context too.  5. Write an opinionated recommendation.  My core proposal includes: - Summary:  problem statement & recommendation - Information learned:  facts v. assumptions (both are important) - Goals and decision criteria  - Options & pros / cons for each - Why this recommendation - Next steps if the recommendation is agreed on, including mitigating risks - Discussion of recommendation & other options Real-time discussions are more effective because everyone has the same info. 6. Don’t hold out for a perfect solution.  If a problem is controversial, by definition there’s no clear solution.   That gives me permission to propose my imperfect solution.   This process, simple as it is, has helped me tackle even the hardest problems.  And it’s helped me figure out how to diagnose and manage disagreements rationally, so even when everyone disagrees, we can figure out what it takes to make progress.  (For regular updates + the doodle, check out amivora.substack.com!)

Over the past few weeks, I've had 4 separate conversations with Founders and CEOs worried about their company dying. FEAR is in the air. But fear won't help you. Instead use the FACE framework to face your fear and find the path to success. OVERVIEW (Almost ) every company goes through periods of existential crisis. Founders are confronted with the reality they've fallen OUT of Product Market Fit. In many cases, the idea of downsizing their team terrifies them. So what do you do? Use this 4 step framework I've built. I call it FACE. THE FACE FRAMEWORK F - Focus A - Accept C - Choose E - Evolve 1. FOCUS in Reality: Audit the Truth “You can’t manage what you don’t understand.” Review the data with ruthless clarity. - Scrutinize revenue trends, burn rate, churn, and unit economics. - Identify gaps and inflection points. - Talk to customers, advisors, and team leads. - Triangulate perspectives to move beyond narrative into objective understanding. Where exactly is the business breaking? Acquisition? Retention? Margin? 2. ACCEPT the Failure Point: Name It, Plan Past It “Avoidance makes fear grow. Action shrinks it.” Face the worst-case scenario head-on. - Acknowledge layoffs, office closures, or hard pivots if they’re needed. - Plan past the moment of impact. - Lay out the operational steps of what life looks like after the failure event. Who’s left? What are they focused on? What does survival look like? 3. CHOOSE - Map the Roads Ahead: Visualize, Then Decide “Ambiguity breeds paralysis. Define the paths.” Create 2–3 future state options, place yourself IN THAT FUTURE STATE and reflect backwards on what worked or didn't work. Examples: Path 1: Wind down in 3–6 months with dignity and integrity Path 2: Stay alive with a skeleton crew and ride the current trajectory Path 3: Pivot the business on a leaner foundation Work backwards from each outcome. What would need to be true at each 6-month milestone? What are the financial, emotional, and strategic tradeoffs? Why is shutting down your business a GOOD thing? How will it positively change your life? By placing your future self directly in the moment you can move past the panic point and calmly reflect on your decisions and what positive outcome might emerge from them. 4. EVOLVE - Reframe the Narrative: From End to Evolution “You’re not starting over. You’re starting from experience.” Shift from a fixed to a growth mindset. - This isn’t personal failure—it’s the next rep in the set. - Extract learnings and rebuild with wisdom. - Redefine success. - The goal isn’t not to fail—it’s to evolve, adapt, and play the long game. What did this teach you about markets, timing, leadership, or resilience? CONCLUSION We've all been through moments of existential fear. To work through them, you must FACE them directly - Focus on data and reality, Accept your situation to begin planning, Choose a path that meets your needs, and Evolve to grow.

Organizations today face complex challenges that require more than a traditional, top-down, decide-and-delegate approach to strategy. To adapt and thrive, they must evolve—not just in goals, but in the routines and processes that drive daily action. The intersection of evolutionary economics, dynamic capabilities, pragmatic strategy, and Strategic Doing provides a powerful theoretical and practical framework for this kind of adaptation. EVOLUTIONARY ECONOMICS Evolutionary economics sees economic change as an evolutionary process, where routines—collective patterns of behavior—are the units of selection. Organizations experiment with new routines (variation), adopt those that work best (selection), and embed successful ones (retention). The ability to create, modify, or abandon routines—dynamic capabilities—is essential in turbulent environments. DYNAMIC CAPABILITIES Dynamic capabilities explain how firms can purposefully create, extend, or modify their resource base to stay competitive in rapidly changing environments. They are about agility—sensing and shaping opportunities and threats, seizing opportunities, and transforming assets to maintain relevance. PRAGMATIC STRATEGY Pragmatic strategy complements these ideas by emphasizing practical, iterative approaches to strategy. Rather than relying on rigid, deductive plans, pragmatic strategy employs abductive logic—generating and testing hypotheses through action, feedback, and adjustment. STRATEGIC DOING Strategic Doing operationalizes these principles, providing a structured and collaborative process for developing and implementing strategies in open networks. With four questions and ten rules, Strategic Doing provides networks and teams a structured, rigorous, and fast process that helps them co-create new routines and capabilities. Strategic Doing's four core questions: - What could we do? (Identify and link assets to explore opportunities) - What should we do? (Prioritize the most promising options) - What will we do? (Commit to specific, actionable experiments) - What’s our 30/30? (Meet every 30 days to review, learn, and adjust) This cycle mirrors evolutionary learning: generating variation, selecting and testing ideas, and embedding what works as new routines. Strategic Doing enables rapid adaptation, breaks down silos, and drives measurable outcomes by turning strategy into a living, evolving process. THE FRAMEWORK By connecting evolutionary economics (the development and selection of new routines), dynamic capabilities (sensing and shaping opportunities), pragmatic strategy (iterative, hypothesis-driven action), and Strategic Doing (disciplined, collaborative practice), we now have a theoretical and practical framework that explains how organizations can continuously evolve. This integrated approach enables organizations to develop new capabilities, capitalize on emerging opportunities, and thrive in a rapidly changing environment.

The Dark Ethics of Change: When Motivation Becomes Manipulation I recently heard about a financial transformation where leadership deliberately withheld information about workforce impacts until after key milestones were achieved. Their rationale? "We needed to maintain momentum." This got me thinking about the ethical boundaries we navigate as change practitioners. 🩷 The Ethical Tension at the Heart of Change Every transformation lives in the space between two realities: - We genuinely believe the change will benefit the organization long-term - We know there will be disruption, discomfort, and potential downsides for some How we navigate this tension defines the ethical character of our change practice. 🎭 When Influence Becomes Manipulation There's a spectrum of change tactics, from transparent influence to outright manipulation: Transparent Influence: - Full disclosure of known impacts - Clear articulation of both benefits and costs - Genuine invitation for input that can alter approach The Grey Zone: - Selective information sharing ("need to know" basis) - Strategic messaging that emphasizes positives - Creating artificial urgency - Using social proof to drive compliance Potential Manipulation: - Deliberately concealing negative impacts - Exaggerating consequences of not changing - Leveraging fear or employment insecurity - Dismissing legitimate concerns as "resistance" 🤫 The Power Imbalance We Don't Discuss As change leaders, we hold significant information asymmetry – we know more about the change than those impacted. This creates an ethical responsibility often overlooked in OCM methodologies. Change management isn't just about achieving outcomes; it's about how we achieve them. ❓ Questions Every Change Leader Should Ask Before your next transformation message or intervention, consider: 1. Would I be comfortable if our full change strategy was transparent to all? 2. Am I withholding information that would impact informed decision-making? 3. Does my messaging respect the agency and dignity of those affected? 4. Would I consider these tactics fair if applied to me or my family? 📋 Beyond Compliance to Ethical Change The most respected organizations are moving beyond "get it done at all costs" to change approaches that honor transparency, even when difficult: - Co-creating change approaches with those most affected - Establishing ethical boundaries in change plans - Creating psychological safety for surfacing genuine concerns - Measuring not just adoption but also the human impact The most successful technology transformations I've experienced began with leadership publicly acknowledging: "We don't have all the answers, and some of what we try won't work." Where does your change practice fall on the ethics spectrum? Have you witnessed tactics that crossed the line from influence to manipulation? #ChangeManagement #OrganizationalEthics #LeadershipEthics #ChangeLeadership #Transformation

Last week, I shared my thoughts on the #NewYorkTimes article about HR, and I was struck by the overwhelming agreement, empathy, and comments from many of you. But all is not lost. As Hebba and others mentioned, we need to focus on the future—and it’s still bright! So, how do we tackle some of these challenges? Let’s talk about Lori from my post, who said HR's "main concern has always been keeping our own jobs." In HR and People Operations, we often find ourselves in tricky situations with much more complex truths behind the scenes. We’re tasked with balancing decisions we might not fully agree with while also being mindful of our own job security. So, what do you do when your values clash with what’s coming down from the top—like being asked to terminate someone who hasn’t been given a fair chance? First, start with open dialogue. When something feels off, it’s crucial to have an honest conversation with leadership, even escalating to the C-Suite if needed. Understanding the bigger picture can sometimes ease discomfort, but if a decision is final, focus on mitigating the impact and proactively sharing potential outcomes and consequences. For example, during layoffs, we can push for fair severance packages backed by data, provide resources like computers for job searches or resume support, and develop clear communication plans. I’ve built a "Separation FAQ" document that employees can keep and revisit as questions arise. It’s easy to forget things like how to log in for a W2 or roll over a 401k. These steps not only help us sleep better at night but also show that we’re truly supporting our teams. Documenting and reflecting on these situations is crucial. It’s not just about covering our bases; it’s about learning and preparing for future challenges. And when push comes to shove, we need to know when to stand our ground. If something crosses an ethical line, it’s essential to speak up—even if it means considering a move to a place where our values are better aligned. Sometimes, it’s better to walk away with your head held high. (Easier said than done, of course—but HR exists for HR teams, too, so take advantage of protections available through the NLRB and EEOC.) At the end of the day, HR isn’t just about following orders or keeping our jobs—sorry, Lori. It’s about finding that balance between doing what’s right and supporting our organizations. By sticking to our values and advocating for ethical practices, we can redefine HR and keep making a positive impact—cheeky comments and all. What have some of you tried when faced with these difficult situations? 🤔