The Eppley Experience

In this minilog, I talk about the 2nd most poorly executed professional managerial skill, setting clear priorities. (Defining clear expectations is the first and worst.) One of your core jobs as a manager is to help your people to focus. People can't focus if they don't know what is most important for any given period of time. (Day, week, month, quarter, year.) Absence of those clear priorities from above makes it highly likely that you're creating "unwinnable battles" for the managers below. What a terrible waste of time and resources.

This is a change of pace podcast. If you are a parent, nothing makes you feel better than seeing your kids living a very truly fulfilled life. My bride Fran and I are blessed to have two wonderful children. Both have taught me important lessons. If you've read my book Let's Be Clear, you were introduced to our son Ben. He's a geologist and works at a gold mine. Daughter Tess works with autistic adolescents. Hearing her describe the work she does and the impact she gets to have on their ability to become their best selves is inspiring. She's taught me a great deal about patience and the importance of character over accolades or trophies. I thought it would be fun to give you a glimpse of her work as well as her interpretation of mine. BONUS TIP - If you want to know my vices and favorite loungewear, this is the podcast for you!

Every manager's job, at every level, exists to "produce results and grow people". And that's still the primary reason. But in this minilog I share the third reason that your job exists... to keep marginal performers "uncomfortable". This is one of the parts of your job as an executive and manager that won't be intuitive. But it's one of the qualities that separate high performing executives from those who are average. (Or below.) This minilog will likely make you uncomfortable in a good way and show you a simple approach to improved business results!

This is the second of two podcasts about the most important skill a manager or executive can possess; the ability to grow their people. Word of advice, go listen to Part 1 and you'll get even more from this episode. In part one, Rick Packer shared the secret to getting people to retain the training you put them through, and other things he's learned in over 25 years of developing individuals and teams. In this episode, he focuses on how teams become better, how they become more aligned and cohesive. We also talk about where the responsibility for someone's development resides. He shares the impact that a "legacy event" can have on a relationship and a team and the critical importance to not ask people to get better at more than one thing at a time. If I had a manager, or an executive or a team I needed to develop, Rick's the person I would bring in to do the work. Enjoy this episode!

This is is is the first of two podcasts about the most important skill a manager or executive can possess; the ability to grow their people. Rick Packer has been one of the most influential people in my career. He was a participant in management and leadership training I conducted in the '90's. Then he became a protege in learning to deliver the same training. Next came stints with John Maxwell and today Pat Lencioni and The Table Group. Along the way he's become my "go to" any time I find a situation I've never encountered or have a particularly difficult client. That's why I wanted to spend some serious time with Rick.. so you can learn from him like I have. And go figure, we spoke way beyond our normal podcast time. If you listen to this podcast, you'll want to listen to Part 2!

Extending our personal network is one of the best ways we can create more opportunities and more options for our business. In this minilog I discuss the approach I've taken in my career to create an environment where the people I meet become genuinely interested in me. More importantly, they come away from our initial interaction seeing me as different, in a positive way, than almost all of the other people they meet. If you want to know one of my "secrets to success", this minilog is for you!

Brian Ciota is the President of Co-Owner of McClurg Remodeling and Construction in upstate New York. I have watched Brian and his executive team define and then refine their strategy so they can continue their profitable growth. It seemed only natural to include Brian in our series of podcasts on Strategy. Brian has literally grown up in this business, starting when he was 14 and living across the street from the founder, Scott McClurg. He shares how in the early days, their ideal customer was essentially "... someone who needed something done that we could do." That tendency to never say "no" enabled the business to survive and grow. It also started to become a constraint on the business as it grew. There are numerous lessons in Brian's story. You'll really enjoy this podcast about Brian's journey to appreciating the importance of strategy.

There are a couple of books that have had the most impact on my practice as a consultant. The first two are The Advantage by Pat Lencioni. The Effective Executive by Peter Drucker. The latest addition to my hall of fame is Mighty Midsized Companies; How Leaders Overcome The 7 Silent Killers of Growth, by Robert Sher. This book is powerful in making it very clear that the problems holding back your mid sized company are very predictable. In this minilog I share why I love this book and how it can help you and your company!

What's the best way to use your top talent? We only have so many truly high potential people. Where do they bring the greatest return? Where do they help the business the most? There are arguments for different approaches and in this podcast I discuss the one I prefer.... putting our best people on the opportunities or situations that have the greatest potential for the business. In this minilog I share my thoughts about how we can best use our best people. Hope you appreciate Peter Drucker as much as I do!

Jeb Zoller never thought about leadership until he ended up at West Point, ironically on a golf scholarship. After finishing his education, he served his country as an officer in the 82nd Airborne where jumping out of airplanes, at night, from 800 feet above the ground became the norm. Today, he runs a tremendously successful financial planning business. Having seen great and equally poor leadership in his career, no one is more qualified to share their ideas about how each of us can be a better leader than Jeb. You'll enjoy this episode and get to meet someone I'm proud to call my friend!

UPIC Solutions business is built to serve not-for-profit United Way agencies. Their success is proof that when you know your ideal customer and provide value they can't find from your competitors, you've defined and executed a great strategy. J.R. Howard is UPIC"s CEO and he shares some great insights about how their success has made them redo their strategy. He explains the surprising benefit of how their new strategy has energized UPIC's staff. Even more interesting is how changing the way they run meetings has made a big difference in their ability to execute. This is the most for-profit-like, not-for-profit business I've ever seen. If you want your strategy to be more effective, this is the podcast for you!

If you have plans to scale your business, you need to listen to this podcast! This is one of several that discusses the power of getting your executive team to be more aligned and cohesive, creating a better balance between Smart & Healthy. Cody Granneman and Tommy Rowlands are Co-CEO's of R.S. Hanlines Group. (If you've eaten a Wendy's baked potato, then you know part of what they do.) No structure is perfect. You've heard me say that more than once. But a structure with co-CEOs requires even more work than normal for an executive team to show up as fully aligned and cohesive to the rest of the organization. And these two young executives are proof that not only can co-CEO's work, but that the business can thrive. You will hear how they have changed when they have meetings and how they conduct them. And how much impact can come from putting a clear name to each group of executives that lead your business.

This is one of several podcasts dedicated to the professional management discipline of Strategy. Ron Schuller is a farm boy who brings a wonderfully practical approach to the often "squishy" world of strategy. We discuss the importance of defining both the quantitative and qualitative dimensions of your ideal customer and how many strategic initiatives you can reasonably attempt in any given year. You will love his description of "not no, just not now" way to prioritize your initiatives and "to get your team to buy in they need a chance to weigh in" when it comes to their involvement in developing your strategy. This is 30 minutes that can help you take your strategy to another level!

Mickey Leech became the CEO of Schumacher Electric shortly after they were acquired by private equity. He's rebuilt his leadership team, changed the strategy and rebuilt his executive team again. If anyone has earned the right to speak about leadership, it's him! In this podcast he shares the importance of having executive team members who have similar core values; the critical importance of emotional intelligence, and the need at critical times to be courageous. You'll like Mickey and enjoy his insights to leadership!

This is the next in our series of podcasts on Leadership. Blair Cook is the CEO of Agrisolutions. His company makes an integral part of the equipment that farmers use literally around the world to feed us. I've been fortunate to watch Blair move from being a functional leader to becoming the CEO of Agrisolutions. His growth as a leader has been significant. He's learned to temper his remarks; the importance of emotional intelligence and the various kinds of motivation that drive his individual C-suite members. I found his awareness of how much time he spends on clarifying the direction of the business and communicating with others astounding. Blair's comments and practical perspective about his journey to becoming a better leader will make you think about your own leadership journey.

This is one of several podcasts on what effective leadership looks like, how to develop it and why it matters more than ever. Chris Halapy is the CEO for Shook Construction. Based in Dayton, Ohio his company has seen their profitability grow significantly under his leadership. He won't take credit for that success but he's earned the right to share some very proven methods and how he's elevated his leadership during his career. You'll especially enjoy his take on "What I'm afraid of..." comments that so often show up in executive team meetings. Listen and learn from one of the successful leaders I'm fortunate to work with.

Now more than ever we need heroes. But there is one kind of hero no company needs. That's a destructive hero. In this episode I discuss the reasons why we tolerate these most damaging kinds of employees. Don't let yourself or your business be held hostage by this dangerous high-level performer!

This is the first of several podcasts on why truly great businesses find a way to strike the right balance between being Smart (right finance, technology, strategy, structure, etc.) AND Healthy (minimal levels of confusion, politics, meetings-after-the-meetings and high productivity and retention of high performing talent). Jeff Tibitts is the SVP of Operations for CESO Inc. Jeff shares why CESO's executive team has decided to take on the work to create a truly aligned and cohesive executive team. You'll appreciate Jeff's energy, passion and practical approach to this work. You'll thoroughly enjoy learning how this approach can help you and your business and executive team.

If you want to have highly engaged people, you need to build in each person a sense of loyalty. "A strong feeling of support or allegiance." Loyalty to either you as their boss or to the company. The secret lies in Maslow's Hierarchy of Needs. In this 5 minutes I'll share how you can get the very best from people for the long haul!

Building the best and most valuable business you can is the best insurance you can have to be able to exit the business on your terms, rather than someone else's. In this quick 4 minutes learn the 4 things you should prioritize to make your business worth the most!

 Meet Dan Barczak one of the owners of STA and the Chief Creative Officer of Hyperquake, STA's sister company. Dan shares what makes us different, what an ideal client might be and how his vision for the business actually exceeds mine! This creative provocateur will tap into your passion for leadership and his eagerness to lean into "the hard stuff and difficult" conversations that make a team great.

Several Thousand Alliance (STA). As we are primarily a group of consultants that help businesses and CEO's find the best answers to the seemingly difficult questions that haunt them, we also have a couple of key people who help us run our business as a business. In this episode you will meet Lee Kersting, STA's CFO. He brings a decidely practical approach to the financial aspects of our business. Most importantly, like all of us at STA, he's extremely curious about the behaviors that drive the individuals and executive teams we serve. You'll enjoy hearing Lee's perspective about why he joined STA and what he sees for our future.

This is another in our series of podcasts to introduce the audience to people with whom I work and learn more about what we do at Several Thousand Alliance. Marty Kersting is the Chief Business Officer for STA. That means he gets to deal with all the details and paperwork that the business needs in order to satisify their clients and other stakeholders. As such, Marty brings a unique perspective about our work and how it impacts our clients. You'll enjoy his observations and his insights!

What do airlines, ski resorts, and organizational health have in common? Jeff Daniels! People often ask me how I came to do this work. It's very likely that had I not met Jeff, my journey would have taken a much different path. In this episode you will hear Jeff's story about how he impacted my journey, as well as, how he became part of Several Thousand Alliance. From planes, to ski lifts, to the C-suite, you will enjoy learning more about Jeff and STA!

I recently joined forces with Several Thousand Alliance and am eager to tell you all about it! Kicking off this new podcast series, I'll be introducing you to my new team at Several Thousand Alliance (STA), beginning with its Founder, Colin Crotty. You'll learn how our lives have been connected for over 20 years, and how our interactions have impacted the trajectory of my career. It is without a doubt that my passion has only been fueled because of him, and in this episode, you'll get an understanding of why I have aligned myself with Colin and STA. My guess is by the end of the podcast, you will see why I'm so lucky to call him both my colleague and my friend.

Here's the second in our series on energy and its importance to being a high performing executive. Rob Connelly is the CEO at Henny Penny, one of the leading makers of kitchen equipment for companies like Chick-fil-A and McDonalds. He's no stranger to this podcast and he's one of the CEO's I most respect. Turns out, he has thought more about the importance of energy in doing his job than I have. More importantly, he routinely talks to his people about energy's impact in their lives and performance. He believes there is a "flow" that highly effective executives create for themselves. I have no doubt this podcast will give you plenty of energy!

Woody Swink is one of the Co-Presidents at McCall Farms. Based in Effingham SC, they are the country's largest canner of southern vegetables. (Think Allen's, Bruce's Yams, Popeye Spinach.) I've had the pleasure of helping Woody, his other Co-Presidents and their other executives in creating their latest strategic plan. While working together it became clear to me that Woody brings an unusual amount of energy to his role and company. And it made me want to do a series of podcasts to learn what executives think about energy and its importance to their jobs and success. Like me, you'll enjoy Woody, especially his 3 kinds of Family that drive his energy!

The one thing they don't tell you when you become a manager is that there will always be more work to get done, than there will be time and resources to get that work done. So every great manager has methods by which they create clear priorities for themselves and their people. In this episode I share a classic tool you can start using today to make sure more of your time and energy go to the right things.

Changing the leader in any business is a challenge. Changing one after 18 years makes the process even harder. In this minilog I share how one of my clients had raised the bar for me and my clients going forward. Listen and learn some of the things you can do, when you change the leader to make this seismic event the positive step foward we all want.

I'm not an economist, but I did stay at a Holiday Inn Express! Clients keep asking my opinion of the economy and whether my cleints are planning on a recession. Will the Fed engineer a soft landing or have they already gone too far with interest rates. In this minilog, I share my observations and predictions for how your business will be impacted.

Is Southwest a mere shadow of its former self, or was their "holiday meltdown" a one-time aberration? In this minilog I discuss Pat Lencioni's defense of America's largest leisure travel air carrier as well as Phil Baker's reasons why he thinks Southwest is no longer the role model for for purpose-driven organizations.

Jon Avery is the CFO of Necco Foster Care in Cincinnati. He joins me for this 2nd edition of discussions about how you can design a compensation system that will produce exceptional performance. Jon explains how the thinking of your people about their performance does not always align with how their performance is viewed by their boss or the company. That means that the compensation they receive may not send the intended message. Jon's top tip reminds us to dial in the compensation on what we are trying to make happen at the management level. Easier said than done!!

This is the first of three episodes dedicated to sharing best practices for designing a compensation system that produces the best results for your company. Rich Craig is the Managing Partner for the 415 Group, an accounting firm that does tax, audit and IT for its clients in the Canton, Ohio area. In his role, Rich has seen the compensation strategies of literally hundreds of businesses. He shares his experiences and recommendations to get the best return from the compensation you provide your people. Remember, people pay this gentleman hundreds of dollars an hour for his expertise and you're getting it for free!

Every one of us has someone who is marginally performing in some area of their job. The question is, what are we doing about it? In this minicast, I share key questions we should always consider to determine the root cause of the lack of performance and how the answer(s) should impact what we say and do as "the boss". When there's marginal performance on our team, we should be the most uncomfortable!

No executive with whom I've worked has ever admitted that they were a micro manager. Likewise, when I've told them I had evidence that they were micromamaging, each one doubted the feedback. Simply said, even if we are micro managers, chances are we don't think we are. In this minicast I explore what it looks like, feels like and how we can rationalize why it's in everyone's best interests when we micromanage. Even if you aren't a micromanager, this will be a great minicast to share with your managers!

If you think the last 24 months have been unusual, the next 12-14 months could be even harder to predict. Should you be cutting expenses? Should you be tightening up your supply chain? In this minicast I share what my clients are experiencing and doing to give your some additional perspective. Remember, one good thing about disruption of the status quo is that for many businesses, it creates significant opportunity.

Sound harsh? Then this mini cast is for you. A great leader takes literal responsibility for the performance of their people, especially when it's not what it should be. When we don't like the results a person gives us, do we assume it's their fault, or ours? This is five minutes to challenge how much of the marginal performance in your team is their fault, or yours.

There's no more important thing an executive team does than the meetings they hold. This is the 3rd of three podcasts designed to help your meetings produce even better results. And I can think of no organization other than Necco Foster Care to share their approach. That's because no client with whom I've worked has done more to change or improve their meetings than this executive team. Pam Priddy is their Chief Strategy Officer (and truth teller). You'll enjoy her insights about what they've learned after more than four years of working to perfect their meetings.

In my work I get to see all kinds of talented people, at all levels of an organization. It's given me the opportunity to see the consequence of having too little or too much confidence. In this minilog I discuss the consequnces of both in your own performance as well as the stress it can create. Every manager will face this challenge, with their people as well as their own performance. This minilog will help you have a plan for dealing with it!

Structure is how a business deploys all of its assets. Some of the most valuable assets of any business are the time of its executive team and the collective wisdom and thinking they bring to the business. Meetings are where truly great teams bring out the best in each other's thinking so that the business can advance. Sam and Dan Wiley, both time-proven executives and former guests on this podcast share what they have learned about running truly effective meetings. You'll love their "lessons learned"!

One of the biggest expenses in your business (if not the biggest) is the cost you have for the people you employ. Knowing that, it's amazing how many companies don't have a stratgey for their compensation. In this minilog I share some questions your compensation strategy should answer so your compesation creates the greatest engagement possible.

James Felton is one of The Table Group's top consultants. He's been working with executive teams longer than me. Which means he knows more than even I do about what it takes for teams to conduct great meetings. This is arguably one of my best podcasts because of the amount of practical and relevant information that you can put to work literally in your next meeting.

Part of every manager's job is to "grow their people". That means improving their personal productivity by 3-5% every year. And most of us unintentionally limit the growth of our people by failing to delegate enough, especially to our high potential people. Join me in this minlog as I share what other execs do to reduce the time it takes for their people to grow!

Not surprisingly, every group of people, be it a team, a business, or even a family has some dysfunction. What may surprise you is how dysfunctional a board can be. Especially a board of directors. In this minilog I explain why boards have this dysfunction and how you can help your board members better behave. And as a result, make it possible for them to better help you and your business. Remember, if your board is misbehaving, you owe it to them and yourself to help them be their best selves.

That's the question. The daily huddle is the least understood and as a result, most poorly utilized of all the different meetings you can conduct. In this minilog I describe what a huddle should be, how to conduct it and what the benefits should be for you and your team when you "huddle"! Looking for better results and less confusion in your business? Then listen to this minilog now!

Do you ever get tired of the problems your people bring to you? Wouldn't it be great if instead, they would solve those problems? This minilog shares a time-tested approach you can teach your people. Not only does this process work, most people appreciate the opportunity it gives them to help the business. Best of all, you won't believe how much more time you'll have to do your job. This is five minutes that can dramatically improve your business!

Consistent, exceptional results requires a high performance culture. Scott McComb, CEO of Heartland Bank inherited a culture that allowed mediocre performers to avoid accountability. (Ironically, it was created by his dad.) To change this culture. Scott instituted his Performance Culture model that helped reduce artificial harmony and identify internal terrorists. (They will be helped to find a better place to work!) Scott's practical and entertaining examples are a great reminder of what you can do to make your culture truly high performing!

Structure; it's the unicorn of every business. That's because trying to find the perfect structure for your business is like trying to find a unicorn. In this quick five minutes I share some reminders of some key factors that impact your structure, factors like company size, ownership, and location in the life & death cycle of the business. Remember, 50% or more of the problems in a business come from how it deploys its people, IP, equipment, money and time. Hope you listen!

How do you keep a successful company like Nationwide Insurance healthy and growing? You recruit and hire high potential people who have a great potential and then keep an "unfair share" of them! Mark Howard is the Chief Legal Officer at Nationwide insurance is no stranger to the Ed Eppley Experience. In this episode he shares his approach (and Nationwide's) to the development of their high performing talent. As you'll hear, Mark shares some practical and easily duplicated discplines that you can use to make your business even more "high performing"!

Roger Levenduski is the VP of Finance for Steamboat Ski & Resort Company. He learned many of his managerial skills during his time with the Four Seasons Hotel organizations. It serves him well. Of all the finance execs I've seen he's the most people focused. In this episode he shares key concepts like People First, Then Produce, Then Profit. Great ideas like, if I work for him and I hear something in a performance review that I've never heard before, I need to stop the performance review and tell him. Most importantly, you want the employee to leave the experience more engaged and invested in the business. If you want to develop all your talent, not just your high potentials, this episode is for you!

"Most people want to do well at their job and managers owe it to their employees to detail it for them." That's what David Besse, the managing partner for the 415 Group's IT Division believes. This is the first in a podcast series dedicated to sharing what executives I admire do to provide effective performance discussions with their people. David shares some very practical and easily replicated approaches for those of you looking for ways to improve your performance reviews and help your people develop.

Join me for our first Episode in a series on Developing Your High Potential Talent. Alan Crookes is the former CEO of BMW Financial Services for AisiaPac. No one in my career has successfully developed more high potential talent than Alan. As you'll learn It was no accident. Alan shares the different tools he used that you can adopt if developing and retaining high potential talent is crucial to your business success. This is an episode that every business owner and exec needs to hear!

This Minolog is to remind us that too often we waste time in meetings debating and dialoguing about the wrong things. It's a quick reminder that an important part of your job to make your meetings more effective is to make sure the real issue has been identified before you and your team try to solve it.

Too late in my career, I came to the realization that I spent too much of my time working towards satisfaction instead of working to achieve true transformation. There's never been a time when your high performing people have been more vulnerable to paching by other organziations. If we want them to stay fully engaged, they need to know we are committed to their success. True high performers want to be their best selves. Transformation is the key to keeping them engaged.

If you want highly engaged people on your team, this is the minilog for you!. There is seldom a discussion I have about management or leadership that Abraham Maslow's Hierarchy of Needs doesn't come up. In this time of uncertainty your job is to know at which level of the hierarchy your direct reports operate. In this Minilog I also share the three things that cause your people to disengage.

In all the formal education I've attended, I can't remember any classes that were focused on listening. In this Minilog I remind listeners of why effective listening can be so difficult. More importantly, I share some of the consequences to us as leaders when we don't listen like we should. If you want to be a better leader, become a better listener!

This is epsiode #2 of three about develping the capacity of your organization to set expectations for your people. Rex Brice is the CEO of Rex's Family of Restaurants in Steamboat Springs, CO. He's come on the full journey from not knowing what a performance appriasal was to knowing that they are one of the most powerful levers to keep good people engaged and growing. You'll like Rex's practical approach that he's developed, something that's critical if you expect your managers to do this well. Listen to this podcast and compare what your doing performance management process looks like to someone who does it better than most!

If you believe people deserve to know the expectations for their performance, this is the podcast for you! Beau Necco, CEO of Necco Foster Care and Rob Goodwin, Necco's Chief People Officer join me to in this first of three podcasts on setting expectations with our people and how they use this process to help their managers "grow people". Of all of my clients, Necco has put the most work into making this discipline a true competitive advantage. You'll enjoy learning about the journey they have been on and the things they have learned.

Peter Drucker said companies literally struggle ending the life of formally valuable products or services. Often these products (or services) were crucial to the company's past success. As a result, they hold a special place in the owner's heart. What most of us miss is how selling these products robs the organization of the investment it needs to make in the products that are the future of the company. Listen to this minilog and learn your options to avoid this trap well-hidden!

Every meeting should have a clear objective or outcome. And most don't. In this Minilog I introduce the Meeting Matrix® which is a simple, clear list of the different kinds of meetings you conduct and the outcomes they should produce. Not only does it serve as a great "north star", it also helps you diagnose why your current meetings may be less effective than you want.

In this Minilog I explain the difference between training and education and how most training is not designed to change someone's behavior or skill. Education is certainly important but the key to improving someone's productivity is seldom that they need to be smarter about their job. These five minutes will help you understand your options and what's most important when it comes to developing your people.

This is the third in a series of conversations with successful business execs to hear their input about the importance of getting the right structure in your business. Dave Hunter is the VP of Operations at Steamboat Ski & Resort Company. In this episode he shares key ideas like not confusing the symptoms being created by what in reality is the real structural problem. He explains how Steamboat intentionally reviews their structure annually and why he thinks every business should. And my favorite, you need to spend far more time on Why you are changing your structure than What the change may be. (Ultimately, it's all about the culture!)

Your Structure Needs to be Aligned With Your Strategy - If you've listened to my podcast, you know I believe that more than 50% of the problems in a company are caused by something that's wrong in the company's structure. (How it deploys its resources.) Denny Freudeman has spent his career working in and leading healthcare organizations. Some large and some very large. Denny shares how he learned that people want to be managed, but not micromanaged. He's also learned how important it is to have your structure and culture designed and aligned to support your strategy. This episode is filled with practical advice about what executives need to consider when they are trying to get the ideal structure.

Recently I've been reminded about the importance of friends. In this minlog I share a thoughts a good friend sent to me in an email. If you like short podcasts, this is one my of my shortest! (And already one of my favorites!) See if it impacts you like it did me!!

With more work on your plates than ever, and uncertainty in your supply chain and ability to fully staff your business, the ability of your team to have open and honest dialogue is more critical than ever. Vulnrability-based trust requires the boss to model the honesty and willingess to admist the she or he has doubts, fears or concerns. The team will never be more vulnerable than their boss!

Over time companies find themselves doing work that used to be valuable but is no longer. The manager's job is to identify and eliminate that leass valuable work. In this minilog I share the process of "pushing down" the work to force people at lower levels to create the desired dilemma of having too much to do. Embrace this approach and your people will thank you for making their jobs simpler and more likely to produce the results you both want!

Your job as a manager and leader is to make sure your people are able to focus. If you and your executive team don't get absolute clarity about your priorities, you make it almost impossible for your people to be as effective and productive as you want. In this minlog I review the fundamentals you can use to declare your "most important thing"!

Structure is one of the biggest causes of problems in our businesses. But those problems look like poor performing people, unhappy customers and supply chain issues, not the structural issues that are the root cause. Bill Hutter is the first of our experts on how your structure needs to keep pace with your strategy. He's watched literally hundreds of companies work to change their ineffective structures to match their strategies. You'll enjoy learning from Bill's insight and expertise!

Most executives don't understand the size or kind of "shadow" that they cast on the organization or their team. As a result, they don't always understand the impact of their words and behavior on others. The great news is these "blind spots" can be uncovered. Chris Helsel, the Chief Technology Officer and SVP of Global Ops for Goodyear is this week's guest. He shares how he's learned how to create a feedback loop from the "truth teller" in your organization is indispensable to your ability to know what's really happening. This episode is filled with practical and proven tips that can make you an even better exec!

In this episode of the Ed Eppley Experience we visit with Kirk Cordill, Dealer Principal for BMW and Jaguar/Land Rover and former CEO for BMW Financial Services in China. Kirk shares his international perspective about managing and leading people. You'll enjoy hearing about the differences in doing those things in countries like China and Germany. And what he's learned when his money is on the line. Kirk's tip for running a more sustainable company is also unique... he actually thinks that it should be different depending on the size and scope of the business.

What things do you celebrate in your company? Some companies don't think about the impact of what they celebrate... what they "make a fuss over." As a result, some things we celebrate may unintentionally send the wrong message. In this Minilog I share some things you might want to celebrate with your people. (And some you don't!)

If we are committed to getting better, who is going to help us? Do I need a coach, a mentor or even a counselor? In this Minilog I explain the difference between these valuable resources as well as how you would know which one might be right for you. Getting the right person to help you in your development is crucial. This four minutes can make your decision more simple.

What Have I Done in The Last 90 Days To Be A Significantly Better Manager or Leader?" This is the final of the 3 Critical Questions.... The first two are, "Who Have I Held Accountable Beside or Above Me by Entering Into a Dangerous Conversation?" and "What Disruptive Breakthrough That Would Be Hard for Me or The Organization, Have I Considered?" This one focuses on the tremendous leverage we can produce for the company when we improve as a manager and leader. Managers and executives must remember that our skill is not the number of years of experience we have. If I was going to be arrested for getting better at my job in the last year, would there be enough evidence to convict me?

The best leaders have high levels of self-awareness and the capacity to be courageous. (The ability to act when we're afraid.) Effective leaders have the ability to be courageous in appropriate ways and at appropriate times. Mike Neatherton, former COO of the Betty Ford Clinic shares his perspectives about how many execs are truly self-aware. (Far fewer than you think!) And he discusses how the greatest courage is the execs ability to make themselves truly vulnerable to their teams. (FYI - Lyndsay Knox, our Business Manager at The Eppley Group says this is our best podcast ever!)

Rick Packer from Pat Lencioni's Table Group joins me in this episode of The Ed Eppley Experience to share his thinking and experiences in how leaders can become more self aware. (Hint - It helps to be open to feedback.) In his work with hundreds of execs and CEO's, he's learned that the best execs focus on doing what their role demands rather than what is pleasing. And you'll love Rick's comments about "uncommunicated expectations" and "the messy middle"!

This episode of TEEE, isn't about professional management or leadership. It's about the crazy and ever changing world of business travel. Most people know I travel a great deal. (I'm over a million miles with Delta.) I often get asked for recommendations about travel. No matter what advice I might offer, I always suggest they subscribe to Joe Sent Me. For almost 20 years, Joe Brancatelli has been offering up great business travel advice. No one, and I mean no one knows more about the best way to spend your business travel dollars. Business travel isn't always enjoyable. Sometimes it stinks. Listen to this episode and learn from the best expert. Also, if you decide to subscribe to Joe's monthly service, mention that you heard about this from Ed Eppley and he'll reduce the annual rate from $149 to $99! 

I shared in an earlier minilog how 2021 has been the real year of Covid. It's also why now more than ever, leaders need to be be capable of thinking in disruptive ways. With all the uncertainty and difficulty in supply chains and finding people, this might be the time when you need to consider new and different alliances and partnerships. Maybe even different kinds of customers or suppliers. Listen and be prepared to consider options you would have never considered in the past! 

Great leaders have courage along with the ability to act despite fear. In this minilog, I explain why managers may find it hard to act when there is danger present, and dive into the consequences that come from not acting. You are sure to like the model I offer that can let you "enter the danger" with greater confidence. 

Rob Connelly is the CEO of Henny Penny. They make the equipment that makes the food for companies like McDonald's, Wendy's and yes, Chick-fil-A. Rob shares what it's like to lead a company that promises their customers they will make more money by spending more for Henny Penny's equipment. If you've ever wondered about having an ESOP company, Rob explains how their employees and fellow owners have greater interest in the company's financial results. And you'll enjoy hearing how Henny Penny always takes "the long view" in their decision making. 

Kevin Hickey, COO of All 4 Environmental is obsessed with coaching. From youth basketball to Villanova University to his own company, Kevin eats, sleeps and works daily to master this critical aspect of management. He offers a refreshingly optimistic attitude about your talents' ability to get better and move to higher levels of performance. You'll appreciate how much the coaching he's received from others as impacted how he coaches his own people. Plus he offers you the opportunity to get a copy of All 4's Coaching The All 4 Way manual. This is GREAT stuff! 

If you have a board, are on a board or are thinking about being on a board you need to listen to this podcast! Jim Brown, from Strive!, is one of the foremost experts on all kinds of boards. In this episode of The Ed Eppley Experience, Jim shares tremendous insights like: Why you want an Advisory Council (Not a Board of Advisors); why you don't want to be on a board of directors; why greeters at Walmart are better prepared for their jobs than most board members; and the number #1 reason why most business owners don't have a board. This is an episode you will want to listen to more than once! 

Ever wonder why it's so hard to execute your startegic initiatives? It's because trying to fundametally change the business while keeping it operating is tremendously hard. It's messy and it can be complex. To give yourself a real chance at success, you need to think about how you keep your strategic imperatives in front of you, in the right way, at the right time. If you have trouble getting your strategy executed, don't miss this minilog!! 

Bill Hutter has observed literally hundreds of business owners run their companies. Few people have seen the financial results of more entrepreneurs and been able to witness firsthand the impact of their decisions and behavior. In this wonderful episode of The Ed Eppley Experience, Bill shares the three things business owners do that holds them back. He also has some great practical advice about how to make it simpler to scale your business. Like all great ideas, this one is simple and practical. Listen to Bill and learn! 

Hindsight always offers a different perspective and it's certainly true when we look back at 2020. Some companies were savaged last year, while a great many actually thrived. And strangely, many of these same businesses find their roles reversed. I offer up some observations of why it still may be too soon to know how much your business will be changed because of the pandemic. 

After 40+ years of developing people and executives, I've earned the right to share why most training programs fail. This minilog episode of the Ed Eppley Experience helps you understand the difference between education and training, why the boss telling you to do better in certain areas doesn't always work, and the single biggest factor that people retain from any training program. If you are a manager or an executive, this is five minutes you won't want to miss! 

It's so simple! Your job as a manager or executive exists for two reasons and two reasons only. Produce results and grow people. In this Minilog you learn what it really means to "grow" a person. And it probably isn't what you think! When you master this skill as a manager, you have a sustainable, competitive advantage and you'll NEVER be worried about a job! 

This is one of several interviews I'm doing with some exceptional executive talent to help you deal with some of the most challenging aspects of leading and managing. Katie Brown, EVP of Sales and Marketing at Steamboat Ski and Resort Company shares her wisdom in this episode. She shares several extremely valuable ideas about knowing when to coach vs. discipline and how being a good parent can be some of the best preparation for these conversations. I also share some insights I've learned in using Situational Leadership®.

In today's world most executives are on more than one team. So the question becomes, "Which team is my 'first" team?" To which team should you have the greatest loyalty, give the highest priority? When you make your department or functional team your highest priority, you're going to make different decisions than if your first team is your team of peers. In this minilog you'll hear how to deal with this dilemma! 

Last year's pandemic helped some poor teams become better. That's because something as disruptive as Covid 19 unites dysfuncitonal teams. Remember, some "great" teams are great because they have a common enemy that makes them cohesive, when they otherwise would be in disaray. So why is it harder for great teams no remain great today? Listen to this minilog and learn the lesson! 

Recently an executive shared with me that he had 42 meetings on his calendar for the coming week. I wondered how much value he got from being in them. Have you ever done an audit of the quality of your meetings? In this minilog I share the 5 Steps to Effective Meetings. You'll learn the number one reason why meetings fail to be effective. Remember, meetings are indispensable to running a business. So we have a responsibility to make them as effective as possible. In these 5 minutes I'll share how you can quickly audit your meetings. 

Someone once said the best leaders are people who don't want the position, the inference being that when that kind of person finds themselves in a leadership role, it's not because of the money or the power. They tend to be more responsible and inclined to do what is best for the business instead of what is best for them. That describes Andy Gruber. You'll learn as he talks about the need for leaders to be courageous, the kind of leader millennials need, and the fact that no business is truly a stable business. You'll enjoy getting to know Andy Gruber and this episode of The Ed Eppley Experience! 

Ask any manager or executive what the toughest part of their job is and you are likely to hear having tough conversations with someone who isn't doing what they promised, or what their job requires. In this episode I take you through the Managerial Moment of Truth process for making these conversations much more productive to both parties. I explain a process from Bodiker and Fritz's book of the same name that you can start using today that will help you get to a better result and less stress in your job. 

George Andress is a partner in Kleshinski, Morrison and Morris CPA's. He gets to see first hand the mistakes that closely-held family businesses tend to make and how these same businesses have been dealing with the pandemic. This will be a great episode to hear how your business compares to George's clients at this point in the pandemic as well as learn from their mistakes. Listen and learn!! 

We've never had such an experienced international executive on the Ed Eppley Experience. Chris Delaney has led teams in the US, Australia, China, Arab Emirates and now Belgium. In this episode Chris shares what he's learned in building teams and producing results for name brands like P & G, Cambell's soup and Goodyear Tire and Rubber. He shares his thoughts about how leaders are created and what bad leadership experiences have taught him. And how the pandemic helped him simplify what he's asked from his team. These are leadership lessons you won't want to miss!

If you've listened to any of my podcasts, you know I frequently mention how a board of advisors can help almost any business. I use this minilog to explain what keeps owners and leaders from putting a board in place. I share the lengthy list of benefits a board can provide to help you understand why no matter what the excuse, having a board is better than not having one. If you don't have a board of advisors, you need to listen to this minilog today! 

On this episode of TEEE, my former partner, Lance Tyson digs deep into what makes for powerful and effective performance conversations. Lance shares the importance of the manager controlling her attitude under stress. (Like a pandemic.) He emphasizes that feedback must be constant. He explains why managers need to seek the input of their employees about how they want to be managed and led. You'll enjoy hearing him explain the difference between being equal as compared to being fair. And finally, he shares the hardest thing to impact through coaching. If you want to make your coaching of people more effective, this is the episode for you! 

In this minilog I share some data about what "span of control" makes sense for you as a manager and leader. It's not a "one size fits all" number. The type of work your people do makes a big difference, as does how much time you have to spend doing work vs. how much time do you have to spend coaching and developing your people. After doing this minilog, I'm certain I'll do another on this topic! 

Like so many entrepreneurs, Brad Martyn turned his passion for helping small businesses understand the power of their financials into a thriving business of providing companies with fractional/part time CFO's. He's helped hundreds of businesses become more successful. In this episode he shares his "most important tip", whether it's harder to make a small company big or keep a big company from failing or selling out, and how he's learned that great CFO's are like the famous Sherpa guides in the Himalayas. 

Chris Halapy had been groomed to become the CEO of Shook Construction for 10 years. Together with his predecessor, Bill Whistler they planned a 3-year transition for Chris to become Shook's CEO and Chris did so in the summer of 2019. All was going well and then in March of 2020 Covid hit. No amount of planning can prepare a CEO for dealing with a global pandemic. In this episode Chris shares what he's learned in leading this 90-year company through unprecendented times, the challenge of following a highly charsmatic leader and choosing the right people to be on your team.