Leadership Lessons

Today we are highlighting the FIREPOWER Owner Sweet Spot Sessions! We’re about to embark on a game-changing conversation that will revolutionize the way you approach your business. It’s time to shift gears and start envisioning the future of your company in a new personal role. The Small Business Universe: Common Concerns of Owners Similar concerns echo throughout the small business universe. Maybe you feel like you’re lacking the right leadership, or worse, you don’t have any leadership at all. Perhaps your workforce has hit a plateau, or you’re dealing with the frustrating challenge of high turnover. And let’s not even get started on the never-ending cycle of decision-making, where it feels like you’re carrying the entire load on your own. What is the Work that Only You Can Do? We’re here to share a secret to successfully moving your business into the future. It all starts with a simple question: What is the work that only you can do? It’s time to tap into your natural talents and abilities that have fueled your business success from its inception and then refocus your efforts in a new way. Now, brace yourself for a little revelation that’ll bring a smile to your face. The answer to that question is much less than what you’re currently doing. Yes, you heard it right. You’re probably sporting way too many hats, it’s time to bid farewell to those unnecessary responsibilities and rediscover your true sweet spot. Enter the FIREPOWER Owner Sweet Spot sessions. These sessions are crafted to help you pinpoint those burdensome responsibilities that are holding you back from doing the work your company desperately needs from you. We’re here to lift that heavy weight off your shoulders and set you free to focus on what truly matters in achieving your future goals. Deciphering the best use of your time is the key to solving both short-term challenges and long-term business goals. It allows you to stay fully engaged in the work that only you should do, helps your teams to know your true superpowers, and ultimately unleashes your full potential to lead your company into the future. At FIREPOWER, we truly get the challenge, we live it every day. We understand the struggles you face as an owner.  Juggling numerous roles and tasks can be incredibly overwhelming and downright draining. But here’s some fantastic news – it doesn’t have to be that way. By identifying your unique strengths, you can reclaim your valuable time, restore your energy reserves, and reignite your enthusiasm for your business. So, are you ready to unlock your Owner Sweet Spot? Then it’s time to bid farewell to all the hats you’ve been wearing, delegate those unnecessary responsibilities, and rediscover the true value you bring to your company. Our owner-focused approach led by Maria Forbes, will expertly guide you through the process, empower your team, and take your business to unprecedented heights. Conclusion Remember, sustainable growth flourishes when you harness the potential of your team and become laser-focused on the work that only you can do. The number of hats you wear will shrink, while the quality of your life expands. It’s time to embrace the FIREPOWER within you and achieve the success you’ve always dreamed about. Together, we can make it happen! Fuel your people power, Maria Forbes with FIREPOWER Teams

What is the cornerstone in the strategy for scaling and preparing your business for the future, to grow, to thrive, and to build a legacy that lasts? That’s right – Regular Progress Check Meetings! Think of them as your business’s GPS, helping you navigate the winding roads of growth and strategy. These are not the same conversations as the old water cooler chats.  These are checkpoints along the journey to ensure your highly regarded employees and associates are engaging purposefully and meeting the expectations of their roles. Why are these meetings essential? Here’s the breakdown: Tracking Growth: Stay updated and informed about your Team’s collective journey to success. Ensuring Alignment: Everyone must know not only the what but the how and why behind their goals, ensuring harmony as you move forward collectively. Unify Direction: This is where your team member’s hard work shines. Each team member’s contribution is crucial and should enable the entire team to move in sync towards a common goal. When every team member is crystal clear about their role, that’s when the magic happens. That’s when a small business is not just a player, but a force to be reckoned with.  Use a Progress Check Meeting to fuel team participation and guide your business growth.  Team participation means understanding each role and its impact, assuring that every step takes us closer to our goals. Remember, in your team every voice is influential, and your team’s ideas, feedback, and perspectives are the answer to the next level of greatness and success in your business. With the guidance of Maria Forbes and FIREPOWER Teams, you can empower your team to drive sustainable growth.  Let’s Connect!  

Please join us on February 29 for our 20th annual Cocktails and Conversations program, presented by the Women’s Network of Miles & Stockbridge and featuring Brooke Lierman — the 34th Comptroller of the state of Maryland and the first woman to be independently elected to one of our state’s constitutional offices. We’ll kick off Women’s History Month a day early — on Leap Day 2024 — with a fabulous group of women celebrating women. And, we’ll take this “extra” day of the year to focus on making new connections, sharing ideas and focusing on the WHM theme of “Women Who Advocate for Equity, Diversity and Inclusion.” We look forward to networking with everyone while enjoying hors d’oeuvres and cocktails overlooking Baltimore’s Inner Harbor, capped off with a dynamic talk from our speaker. Register online at  

Whatever happened to the original 11 companies Jim Collins featured in his 2001 book Good to Great? As part of a review I recently Key Findings. The research team discovered many lessons along the way, but one “giant conclusion” stood above the others. Their research confirmed that “almost any organization can substantially improve its stature and performance, perhaps even become great, if it conscientiously applies the framework of ideas they [the Collins team] uncovered.” Additional lessons learned from the companies that went from good to great: Celebrity Leaders. Famous leaders with larger-than-life personalities who ride in from the outside were negatively correlated with taking a company from good to great. Executive Compensation. There is no systematic pattern linking specific forms of executive compensation to the process of going from good to great. Strategy. The strategic planning process did not separate the good-to-great companies from the comparison companies. Both sets of companies had well-defined strategic plans, used similar planning processes, and spent comparable amounts of time on long-range strategic planning. What Not To Do. Good-to-great companies focused less on what to do, than on what not to do, and what to stop doing. Technology. Technology-driven change has virtually nothing to do with igniting a transition from good to great. Technology can only accelerate a transformation but cannot cause a transformation. M&A. M&A plays virtually no role in igniting a transition from good to great. Merging two mediocre companies never make one great company. Focus on the business. Good-to-great companies create alignment and motivation by focusing on running their business rather than getting distracted by large-scale change management initiatives. No Launch Event or Revolutionary Process. Good-to-great companies had no name, tagline, or launch event to signify the start of their transformation. Most were evolutionary, not revolutionary. Greatness is primarily a matter of conscious choice. Good-to-great companies were not, by and large, in great industries; some were in terrible industries. Greatness is not a function of circumstance (i.e., sitting on the nose cone of a rocketship). What I Found Interesting. Few people realize that as unfortunate as Collin’s only high-profile bankruptcy was of his original 11 Good To Great companies, a rise-from-the-ashes story emerged shortly before the Circuit City bankruptcy happened. The Circuit City management team accelerated the spinoff of another one of their start-ups, called CarMax (NYSE: KMX), which has since grown into a juggernaut that today employs 32,647 people and generates $31.9 billion in annual revenue. It’s interesting to note that even when the original Circuit City business model was failing to keep pace with their larger rival, BestBuy, their leadership team had the foresight and was able to fund and launch the next great idea – while continuing to build both businesses for a few years until they were able to safely step off the sinking Circuit City ship and onto the CarMax lifeboat they had launched. Summary – The book organizes a highly complex, multi-year research project into groups of insightful examples using a framework that supports and explains their findings. The case studies were well-researched and easy to follow, and I appreciated the handy summaries at the end of every chapter. I was impressed with the breadth and depth of the research put forth to write the book. Based on years of empirical research, data gathering, interviews, and real-world examples, it provides an understandable path for helping companies move from good to great.

When a new leader takes the helm, their decisions and maneuvers can cause a ripple effect that can be felt throughout your organization – especially regarding technological infrastructure. Even the most minute change can affect the delicate balance of technology within your organization and impact your control environment. During a leadership transition, CFOs have an opportunity to play a critical role in ensuring the passing of the baton is smooth and secure. Taking the proper steps to ensure consistent operations of critical controls during times of change is essential to keeping every aspect of your company secure. Where Do Things Go Wrong? Many scenarios could occur for a leadership change to create a technological disruption. Perhaps your new CEO doesn’t have a strong technological background, so they’re not focused on strengthening internal control processes, which increases the possibility of preventable risk. Or, they want to shake things up from the beginning, introducing new services or technology. Switching vendors or adopting different software tools without proper planning, vetting, and evaluation can create vulnerabilities. Recent headlines demonstrate changes in leadership have the potential to call digital operations into question. For instance, consider the recent takeover of one of the most prominent social media companies. Immediately upon acquisition, the new CEO took a hard-lined approach by significantly restructuring staff and fast-tracking product updates. In situations where such moves occur, leaders will want to be mindful of a potential public loss of confidence or resulting operational issues, which can result in negative publicity. This can have down steam impacts: remaining staff can be left scrambling to plug vulnerabilities and shoulder the added workload left by those let go. Meanwhile, frustrated users of the company’s applications can face glitches, bugs, and other disruptive issues. Another example is the recent collapse of a well-known cryptocurrency exchange group. The absence of a robust control environment led to the first crack in its fragile framework. For businesses looking to safeguard operations with potential leadership shifts in mind, some basic business process controls can help stop or identify issues in control environments early on. While navigating a leadership change, risk management is essential to continue operating ethically and remaining compliant. With the proper considerations in place, you can position your company to be as best prepared as possible when it steers into the unknown. How to Avoid Technological Pitfalls As many CFOs know, when leadership changes in an organization, everything could change, or nothing could change. Being proactive instead of reactive is the key to being prepared for any scenario. You must ensure all your bases are covered if changes are made to processes and technology, and perform due diligence to confirm other areas aren’t affected. When anticipating a change in leadership, consider how that change will affect your organization’s processes and technology and the continued operation of your internal controls. Be ready to address any potential problems swiftly and with proper communication from the top. Conduct an assessment of all IT systems, and evaluate and audit security protocols. Also, be sure to equip your team with the necessary knowledge and tools required for data protection today. And finally, analyze how third-party services might help reduce risk during times like these when changes require you to depend on them more than ever before. Having an independent party study your controls to ensure they’re secure and ready for a leadership transition can help increase consumer and stakeholder confidence. Furthermore, Connect with our seasoned experts today. Copyright © 2023, CBIZ, Inc. All rights reserved. Contents of this publication may not be reproduced without the express written consent of CBIZ. This publication is distributed with the understanding that CBIZ is not rendering legal, accounting or other professional advice. The reader is advised to contact a tax professional prior to taking any action based upon this information. CBIZ assumes no liability whatsoever in connection with the use of this information and assumes no obligation to inform the reader of any changes in tax laws or other factors that could affect the information contained herein. CBIZ MHM is the brand name for CBIZ MHM, LLC, a national professional services company providing tax, financial advisory and consulting services to individuals, tax-exempt organizations and a wide range of publicly-traded and privately-held companies. CBIZ MHM, LLC is a fully owned subsidiary of CBIZ, Inc. (NYSE: CBZ).

“So far I have been a great CEO, but I am not sure that I am the best person to take my company to the next level,” confided this CEO of a fast-growing company. It looked like his recipe for success didn’t work anymore: he was constantly fighting fires and couldn’t streamline his operations. He was trying though – unsuccessfully. In short: he felt stuck, overwhelmed, and doubted his ability to improve the situation. I hear similar stories of “imposter syndrome” from many CEOs. The imposter syndrome is the belief, grounded in self-doubt and fear, that you don’t belong where you are. Often these CEOs’ reaction is to work harder to prove that they deserve to be in their position. Unfortunately, this negatively impacts their performance: they are not at the top of their game because of increased self-doubt, persistent fears of failure, and long working hours. If you experience imposter syndrome, you need to tackle it head-on. In a few instances, they are not the right person in the right seat indeed. Very often though they just lack tools, methodologies, and self-confidence to clarify their priorities to move more decisively toward their goals. Many CEOs experience imposter syndrome Many more CEOs and successful people than you may think experience at some point the imposter syndrome – even though few admit it openly, as Starbucks’ CEO Howard Schultz put it: “Very few people, whether you’ve been in that job before or not, get into the seat and believe today that they are now qualified to be the CEO. They’re not going to tell you that, but it’s true.” Tom Hank once shared: “No matter what we’ve done, there comes a point where you think, ‘How did I get here? When are they going to discover that I am, in fact, a fraud and take everything away from me?” Research estimates that 70% of the US population experiences it at some point in their life, and it disproportionately affects high-achievers: Facebook’s former COO Sheryl Sandberg admitted: “Every time I excelled, I believed that I had fooled everyone yet again. One day soon, the jig would be up. There are still days when I wake up feeling like a fraud, not sure I should be where I am.” David Bowie struggled with self-esteem too: “I had enormous self-image problems and very low self-esteem, which I hid behind obsessive writing and performing. I really felt so utterly inadequate.” Even Agatha Christie, despite selling two billion copies of her books: “I don’t know whether other authors feel it, but I think quite a lot do – that I’m pretending to be something that I’m not, because even nowadays, I do not quite feel as though I am an author.” Practically speaking: What can you start doing today? Find out practical ways to deal with your imposter syndrome here:

In their book The Execution Premium, Harvard’s Norton and Kaplan stated that 80% of companies never achieve the full value of their strategy.  That is a frightening statistic.  In our experience, the greatest reason is that short term needs take precedence over long term strategic choices. So, what can leaders do differently to be among the 20% that achieve all your strategic objectives? Embrace the discipline of strategy management. Consider these four principles of strategy management: Focus – Strategy provides focus to make the complex more manageable. It helps to manage the allocation of resources toward the most promising opportunities. Alignment – Focus results in organizational alignment. A clearly articulated strategy brings everyone together—owners, family, management, and employees—to work collaboratively to achieve the strategic objectives. Commitment – Alignment results in commitment to achieving the Mission, Vision, and Objectives. Commitment builds confidence and drives excitement about the future. Accountability – Commitment creates an environment where employees will hold each other accountable to deliver on their personal responsibilities. By embracing strategy management, you can become part of the 20% of companies to achieve the full value of your strategic plan.  Do you have an explicit strategy that you can clearly communicate to all your employees?  Does everyone understand their role in making strategy happen?  Are you holding everyone responsible and accountable to achieving the full value of your strategic plan?  Let us know what you are doing to make strategy happen. Please share this newsletter with your friends and associates as you see fit. Quote: “Without strategy, execution is aimless. Without execution, strategy is useless.” — Morris Chang, CEO of TSMC

Do you provide an employee orientation? That is great news, now what about onboarding?  If you are leaving this one out you are missing part of a winning team performance structure.  What is the difference and why utilize both?  One is informative and one is integrative, both are intended to get your new employees off to a great start.  What you really want is a simple way to engage and retain your employees so you can continue to grow without performance set-backs, so here is what you need to know. Let’s get a few current catch phrases out of the way.  Quiet Quitting is a symptom of the Great Resignation.  It simply means that employees are doing their expected work but they are not investing time in achieving broader company goals.  There are many reasons for this sentiment and it is not a new condition of the American workforce, except that post Covid, the personal need to engage in something more than a set of responsibilities has become top of the mind and it is driving employment decisions.  If your employees feel they are doing a job, they are functioning as a job holder, this weakens your business model.  A transition to business contributor roles across your company will strengthen your biggest asset and your best competitive advantage in meeting and surpassing growth goals.  No more quiet quitting. People are a moving target and talent must be nurtured in order to avoid performance set-backs.  Getting the right people in the right position and keeping them, requires a simple and effective process for retaining the interest of new members beyond an offer letter or employment agreement.  If you want them to stay, you need to bond new hires to your company starting day one.  Building long-term associations begins with orientation and onboarding. One of these is about the company and one is about the person and the role.  Employers often use orientation and onboarding interchangeably, and that is risky business.  The processes are related, but different.  Understanding the elements of a structured onboarding process vs orientation can help you to prepare new employees for success and encourage them to stay with you long term.  The onboarding process will enable new employees to achieve success in their new role and boost bonding as they accomplish each new level outlined in their personalized plan. Making your best day-one impression and turning that impression into a true and lasting bond with your organization, requires visualization of the new role, an agenda for learning, knowing with whom you will collaborate, and time required for each learning and doing segment over a 90-Day period. Employee orientation provides new hires with company information.  There might be some interactive elements, such as tours and question-and-answer sessions, but it’s primarily designed to give employees the information they need to get started quickly. Onboarding engages new hires in their role, including what is learned, how work is executed, and what they will lead, all of which are planned with written and verbal learning, and hands-on experience. The onboarding process will include one-on-one training, meetings with supervisors, group training and other customized processes based on what each employee needs. Benefits of employee orientation Aimed at introducing new employees to the company policies such as breaks and lunch times, required meetings and general code of conduct, usually found within an employee handbook. Your new hires will set up benefits, systems log-ins, and payroll. All new hires typically go through the same orientation. Benefits of employee onboarding Onboarding engages talent as soon as a new employee starts working at your company. It helps a team member learn the role in an organized fashion and increases productivity. Boosts new hire confidence in their role with regular feedback and ongoing support. Encourages early relationships between new hires and current employees. Reduces the chances of miscommunication and confusion about individual and collaborative work. Onboarding is personalized for each new member and the plan is edited, based on their progress over the first 90 days of employment. The process can be extended to six months or a year based on an employee’s progression. Observing less than desirable performance, such as misaligned efforts, from a new employee? It may be due to the lack of a structured onboarding process.  Skipping the onboarding process will have costly consequences.  Leaders experience lack of productivity, increased inefficiencies, higher rates of employee turnover, reduced employee morale and engagement, and difficulty meeting strategic goals. Remember, the employee experience on day-one either seals the deal or erodes a new employee’s confidence in their decision to join your company.  Orientation and onboarding are complementary processes to help your new employees succeed.

Every CEO strives to be a strong leader and push their company forward, but when it comes to determining what the mindsets and characteristics of a successful CEO are, opinions vary. It’s hard to be all things all the time and many CEOs struggle to know where to spend their time, how to allocate resources, and what’s really going to drive shareholder value. They’re left feeling frustrated, worried, and fearful that they might make a wrong decision. Every CEO deserves to have a business with a strong financial future. To be a successful CEO, it appears that’s no roadmap, no playbook, no Wizard of OZ pulling levers behind a green curtain. It takes an exceptional set of mindsets that precede any skill set a CEO may possess. A CEO doesn’t need to excel in all the mindsets; they can excel in a few. But, they do need to have some level of proficiency in all of them according to Dewar, Keller, and Malhotra in their book, “CEO Excellence”. The first mindset is around setting company direction and being bold. Continue reading:

How to shift from doom to possibility so you can serve your clients well during this uncertain time.  I say it all the time, but I want to gently remind you.  Your mind’s activity works in a way that sometimes is NOT helpful.  Especially in these days, living in the catastrophe’s and pandemic life right now, our minds are on overdrive protecting us.  How in the world do we stop worrying and fretting right now? Remember that Circumstances trigger not only thoughts but stories.  I.e. the stock market dips and our mind says we are going to lose everything.  Our mind is a frickin’ drama king/queen. And it steals our joy and our ability to be focused on the people and the activities we love.  It robs us of our flow/productivity at work. What’s a person to do? Interrupt the story, get curious about the story, give yourself some grace while you peek in and look at what your mind is doing there.   The action of interruption is powerful. What does interrupting, getting curious look like? 🗣In conversation: “Wow, with all that is going on today, I am making some really crappy conclusions.” SPEAKING THE THOUGHTS OUT LOUD helps you to look at them instead of think them, believe them. ✍🏽In journaling:  Listing everything that you’re thinking and reading it over, can create a powerful awareness instead of BEING IN those thoughts. WE DO NOT HAVE TO THINK DIFFERENTLY. Just watching and observing our thoughts creates a powerful agency over ugly thoughts. 🧠In your mind:  Ask better questions.  Ask open ended questions and keep them coming until you feel a shift to a less dire state.   OPEN ENDED QUESTIONS disrupt powerfully, pointing the brain in another direction.  What is possible here? What shift could I make? What’s another way to think about it? Could I give myself some grace here? Lean into 🧠✍🏽🗣 and see what works for you here. Diana Mindset/Life Coach for Expert Advisors and Owners in Exit ps I discuss all of these issues on my podcast.  Here is one of my favorite recent episodes on building momentum. pss my website is full of resources:  dianamurphycoaching.com

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Qualified Small Business Stock is a type of stock that includes immense tax relief for investors. Those benefits serve to stimulate investment in small businesses by mitigating the tax consequences that attach to their returns. Below is an article that discusses the definition of QSBS, the relevant IRC section at play, the tax benefits flowing from QSBS, the standards for obtaining QSBS, and the costs and importance involved in gaining a QSBS certification. What is Qualified Small Business Stock? Qualified Small Business Stock is that class of stock issued by a small C corporation that meets specific qualifications specified in the Internal Revenue Code. It enables the investor in QSBS to exclude from federal income taxation up to 100% of the capital gain realized upon the sale of such stock, provided certain requirements are met. The provision is meant to incentivize investment in startups and small businesses as a means of promoting innovation and driving economic growth. Governing Section of the Internal Revenue Code Treatment of QSBS is given under Section 1202 of the Internal Revenue Code. This section was enacted as part of the Revenue Reconciliation Act of 1993 and has undergone several amendments to expand the benefits available to investors. Section 1202 outlines those requirements that must be satisfied for stock to qualify as QSBS, along with particular tax benefits available to the investors. Examples of Qualified Small Business Stock Tax Benefits Investing in QSBS offers substantial benefits in terms of tax. Example: Exclusion of Capital Gains: Depending on when the QSBS was acquired, up to 100% of the capital gains from the sale of QSBS can be excluded from federal income tax. The exclusion percentages are as follows: 50% of the stock acquired from August 11, 1993 to February 17, 2009. 75% for stock acquired between February 18, 2009 and September 27, 2010. 100% for stock acquired after September 27, 2010. Limitation on Gain: The amount of gain to be excluded is limited to the greater of $10 million or ten times the adjusted basis in the stock. The generous cap allows for significant tax savings by investors. The Alternative Minimum Tax (AMT) stipulates that gains exempted under Section 1202 do not qualify as preference items for the purposes of AMT, potentially offering supplementary tax relief. State Tax Benefits: Some states follow federal QSBS exclusion rules, giving additional state tax benefits. Investors should check the particular rules of the state pertaining to QSBS. How to Meet the QSBS Requirements To qualify for QSBS treatment, certain requirements must be met: Qualified Small Business: The issuing corporation must be a domestic C-corporation and it must meet the definition of a “qualified small business.” A qualified small business is one in which the corporation’s aggregate gross assets do not exceed $50 million at any time before and immediately after the issuance of the stock. Active Business Requirement: During at least 80% of the period the investment is held, assets of the corporation must be used in the active conduct of one or more qualified trades or businesses. The following types of businesses specifically do not qualify:. The stock must be obtained directly from the corporation when the stock is originally issued, in exchange for money, other property but not stock, or as compensation for services. Holding Period: The investor must hold the QSBS for more than five years to qualify under the capital gains exclusion. These requirements are often complex to navigate, and guidance is usually sought from a tax specialist to ensure compliance with the law. What is a Qualified Small Business Stock Attestation? A Qualified Small Business Stock Attestation is the declaration of a corporation; a formal statement that the stock of the particular corporation meets all the qualifications necessary for the classification to be deemed a QSBS under Section 1202 of the Internal Revenue Code. This certification gives assurance of qualification both to investors and the tax authorities, confirming the eligibility for the tax advantages to the owners. Importance and Cost of a Qualified Small Business Stock Attestation Investor Confidence: It enhances investor confidence because the attestation is basically a documented proof that the stock is qualified for favorable tax treatment; thus, making it more attractive to prospective investors. Tax Compliance: An attestation plays a crucial role in confirming adherence to tax regulations and can promote more efficient engagement with tax authorities. It functions as proof that the corporation satisfies the QSBS requirements, which may streamline the tax reporting procedure. Risk Mitigation: The attestation works by giving a risk mitigation of disputes or challenges in the future that may develop in the mind of the IRS about the stock’s QSBS status. Cost The costs for obtaining a QSBS certification will depend on many factors, such as the extent of complexity of the company’s organizational structure and how much any given professional services company charges for providing the certification. In most cases, the costs range between several thousand to tens of thousands of dollars. Regardless of the monetary investment, the tax advantages likely to be gained for the backers, coupled with increased certainty of conformity, could make the expense a wise investment. Conclusion Qualified Small Business Stock provides substantial tax advantages to investors in the interest of enabling small businesses to energize the economy. Controlled by Section 1202 of the Internal Revenue Code, QSBS enables considerable exclusions from federal income taxation of capital gains. However, fulfilling these requirements can be tricky, and the ability to get a QSBS attestation may provide much value through assurance with compliance and qualification for huge tax benefits. Although obtaining such certification does involve some costs, the potential tax incentives and reduced liabilities make it an important consideration for companies and investors alike.

Depending on who you are talking to, Private Equity is either the Great Satan or the savior of small and mid-market companies in the United States. The stories depend a lot on the personal experience of the speakers. Once a vehicle for high-risk investment plays in corporate takeovers (see Bryan Burrough’s Barbarians at the Gate,) Private Equity has morphed into tranches where specialists seek opportunities in everything from a Main Street entrepreneurship to multi-billion-dollar entities. What is Private Equity? The term itself is relatively generic. According to Pitchbook, there are currently 17,000 Private Equity Groups (or PEGs) operating in the US. The accepted business model for our purposes is a limited partnership that raises money to invest in closely held companies. The purpose is plain. Well-run private businesses typically produce a better return on investment than publicly traded entities. The current Price to Earnings (or PE – just to be a little more confusing) ratio of the S&P 500 is about 27.5. This is after a long bull market has raised stock prices considerably. The ratio is up 11.5% in the last year. That means the average stock currently returns 3.6% profit on its price. Of course, the profits are not usually distributed to the shareholders in their entirety. Compare that to the 18% to 25% return many PEGs promise their investors. It’s easy to see why they are a favorite of high net worth individuals, hedge funds and family offices. As the Private Equity industry has matured and diversified, they have even drawn investment from the usually more conservative government and union pension funds. Private Equity Types Among those 17,000 PEGs the types range from those who have billions in “dry powder” (investable capital,) to some who claim to know of investors who would probably put money into a good deal if asked. Of course, which type of PEG you are dealing with is important information for an owner considering an offer. private equity moneyThe “typical” PEG as most people know it has a fund for acquisitions. It may be their first, or it may be the latest of many funds they’ve raised. This fund invests in privately held businesses. Traditionally PEGs in the middle market space would only consider companies with a free cash flow of $1,000,000 or greater. That left a plethora of smaller businesses out of the game. For a dozen years I’ve been writing about the pending flood of exiting Boomers faced with a lack of willing and able buyers. I should have known better. Business abhors a vacuum. Searchfunders Faced with an overabundance of sellers and a dearth of capable buyers, Private Equity spawned a new model to take advantage of the market, the Searchfunders. These are typically younger individuals, many of whom graduated from one of the “EBA” (Entrepreneurship By Acquisition) programs now offered by almost two dozen business schools. These programs teach would-be entrepreneurs how to seek out capital, structure deals, and conduct due diligence. Some Searchfunders are “funded”, meaning they have investors putting up a stipend for their expenses. Others are “self-funded.” They find a deal, and then negotiate with investment funds to back them financially. Both PEGs and Searchfunders seek “platform” companies, those that have experienced management or sufficiently strong operational systems to absorb “add-on” or “tuck-in” acquisitions. The costs of a transaction have bumped many seasoned PEGs into $2,000,000 and up as a cash flow requirement. Searchfunders have happily moved into the $500,000 to $2,000,000 market. In the next article we’ll discuss how PEGs can promise returns that are far beyond the profitability of the businesses they buy.

Early last month, the Occupational Safety and Health Administration (OSHA) proposed the Heat Injury and Illness Prevention in Outdoor and Indoor Work Settings rule. The aim is to curb heat related injuries or death which OSHA identifies as “the leading cause of death among all hazardous weather conditions in the United States.” The proposal places new responsibilities on employers: establishing heat thresholds, developing Heat Injury and Illness Prevention Plans, regularly monitoring temperatures, and establishing safety measures when heat thresholds are met. This rule is yet to be finalized however, it is a sign of what’s to come. The standard applies to all employers except for the following: Work activities for which there is no reasonable expectation of exposure at or above the initial heat trigger. Short duration employee exposures at or above the initial heat trigger of 15 minutes or less in any 60-minute period. Organizations whose primary function is the performance of firefighting and other certain emergency services. Work activities performed in indoor work areas or vehicles where air conditioning consistently keeps the ambient temperature below 80°F. Telework (work from home). Sedentary work activities at indoor work areas that only involve some combination of the following: sitting, occasional standing and walking for brief periods of time, and occasional lifting of objects weighing less than 10 pounds. Heat Thresholds There are two heat thresholds which will trigger employer action: An “initial heat trigger” means a heat index of 80°F or a wet bulb globe temperature (defined below) equal to the National Institute for Occupational Safety and Health (NIOSH) Recommended Alert Limit; and A “high heat trigger” means a heat index of 90°F or a wet bulb globe temperature equal to the NIOSH Recommended Exposure Limit. The “heat index” is calculated by measuring the ambient temperature and humidity. Wet bulb globe temperature is a heat metric that considers ambient temperature, humidity, radiant heat from sunlight or artificial heat sources and air movement. Employers may choose either method of measuring the temperature.   Heat Injury and Illness Prevention Plan (HIIPP) Requirements If an employer does not fall under the exceptions, it must develop a HIIPP with the input of non-managerial employees and their representatives for occasions when the heat threshold is surpassed. This plan may vary on the worksite but must be written if the employer has more than 10 employees and use a language employees will understand. The HIIPP must contain: A comprehensive list of the type of work activities covered by the HIIPP Policies and procedures needed to remain compliant with the standard. Identification of which heat metric the employer will use heat index or wet bulb globe temperature. A plan for when the heat threshold is met. Along with creating the HIIPP, employers must designate one or more “heat safety coordinators” responsible for implementing and monitoring the HIIPP. The HIIPP must be reviewed at least annually or whenever a heat related injury or illness results in death, days off work, medical treatment exceeding first aid, or loss of consciousness. Employers must seek input from non-managerial employees and their representatives during any reviews or updates. The definition of “representative” is not defined; if this is broadly defined, this could be a major complexity employers must face. Identifying Heat Hazards Employers must monitor heat conditions at outdoor work areas by: Monitoring temperatures at a sufficient frequency; and Track heat index forecasts or Measure the heat index or wet bulb globe temperature at or as close as possible to the work areas. For indoor work areas, employers must: Identify work areas where there is an expectation that employees will be exposed to heat at or above the initial heat trigger; and Create a monitoring plan covering each identified work area and include this work area in the HIIPP. Employers must evaluate affected work areas and update their monitoring plan whenever there is a change in production processes or a substantial increase to the outdoor temperature. The heat metric employers choose will affect the thresholds. If no heat metric is specified, the heat metric will be the heat index value.  Employers are exempt from monitoring if they assume the temperature is at or above both the initial and high heat trigger, in which case they must follow the controls below. Control Measures When Heat Triggers are Met When the initial heat trigger is met, employers must: Provide cool accessible drinking water of sufficient quantity (1 quart per employee per hour). Provide break areas at outdoor worksites with natural shade, artificial shade, or air conditioning (if in an enclosed space). Provide break areas at indoor worksites with air conditioning or increased air movement, and if necessary de-humidification. For indoor work areas, provide air conditioning or have increased air movement, and if necessary de-humidification. In cases of radiant heat sources, other measures must be taken (e.g., shielding/barriers and isolating heat sources). Provide employees a minimum 15-minute paid rest break in break areas at least every two hours (a paid or unpaid meal break may count as a rest break). Allow and encourage employees to take paid rest breaks to prevent overheating. At ambient temperatures above 102° F, evaluate humidity to determine if fan use is harmful. Provide acclimatization plans for new employees or employees who have been away for more than 2 weeks. Maintain effective two-way communication between management and employees. Implement a system to observe signs and symptoms of heat related problems (e.g., a Buddy system). When the high heat trigger is met, employers are additionally required to: Provide employees with hazard notifications prior to the work shift or upon determining the high heat trigger is met which includes: the importance of drinking water, employees right to take rest breaks, how to seek help in a heat emergency, and the location of break areas and water. Place warning signs at indoor work areas with ambient temperatures exceeding 102° F. Other Requirements Training: all employees and supervisors expected to perform work above the heat thresholds must be trained before starting such work and annually.   What’s Next? The rule is yet to be published in the Federal Register. Once this happens, there will be a 120-day comment period when all members of the public may offer OSHA their opinion about the rule. Whether this rule comes to fruition may also depend on which party wins the White House. Furthermore, if finalized this rule would likely be challenged in the courts, which now have more discretion to overrule agency rules following the US Supreme court case of Loper Bright Enterprises v. Raimondo and Relentless Inc. v. Department of Commerce (overturning the Chevron deference decision). Employers should review their heat illness prevention policies to maintain compliance with regulations. If you have questions, call competent labor and employment counsel. Brody and Associates regularly advises management on complying with the latest local, state and federal employment laws.  If we can be of assistance in this area, please contact us at info@brodyandassociates.com or 203.454.0560  

Today we are highlighting the FIREPOWER Owner Sweet Spot Sessions! We’re about to embark on a game-changing conversation that will revolutionize the way you approach your business. It’s time to shift gears and start envisioning the future of your company in a new personal role. The Small Business Universe: Common Concerns of Owners Similar concerns echo throughout the small business universe. Maybe you feel like you’re lacking the right leadership, or worse, you don’t have any leadership at all. Perhaps your workforce has hit a plateau, or you’re dealing with the frustrating challenge of high turnover. And let’s not even get started on the never-ending cycle of decision-making, where it feels like you’re carrying the entire load on your own. What is the Work that Only You Can Do? We’re here to share a secret to successfully moving your business into the future. It all starts with a simple question: What is the work that only you can do? It’s time to tap into your natural talents and abilities that have fueled your business success from its inception and then refocus your efforts in a new way. Now, brace yourself for a little revelation that’ll bring a smile to your face. The answer to that question is much less than what you’re currently doing. Yes, you heard it right. You’re probably sporting way too many hats, it’s time to bid farewell to those unnecessary responsibilities and rediscover your true sweet spot. Enter the FIREPOWER Owner Sweet Spot sessions. These sessions are crafted to help you pinpoint those burdensome responsibilities that are holding you back from doing the work your company desperately needs from you. We’re here to lift that heavy weight off your shoulders and set you free to focus on what truly matters in achieving your future goals. Deciphering the best use of your time is the key to solving both short-term challenges and long-term business goals. It allows you to stay fully engaged in the work that only you should do, helps your teams to know your true superpowers, and ultimately unleashes your full potential to lead your company into the future. At FIREPOWER, we truly get the challenge, we live it every day. We understand the struggles you face as an owner.  Juggling numerous roles and tasks can be incredibly overwhelming and downright draining. But here’s some fantastic news – it doesn’t have to be that way. By identifying your unique strengths, you can reclaim your valuable time, restore your energy reserves, and reignite your enthusiasm for your business. So, are you ready to unlock your Owner Sweet Spot? Then it’s time to bid farewell to all the hats you’ve been wearing, delegate those unnecessary responsibilities, and rediscover the true value you bring to your company. Our owner-focused approach led by Maria Forbes, will expertly guide you through the process, empower your team, and take your business to unprecedented heights. Conclusion Remember, sustainable growth flourishes when you harness the potential of your team and become laser-focused on the work that only you can do. The number of hats you wear will shrink, while the quality of your life expands. It’s time to embrace the FIREPOWER within you and achieve the success you’ve always dreamed about. Together, we can make it happen! Fuel your people power, Maria Forbes with FIREPOWER Teams

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