Numbers Coach Helps Education Company Communicate Game Plan to Team Leaders

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About The Company

Green Building Education Services (“GBES”) is a leading educational services firm that provides the number 1 LEED exam prep solution since 2007.  GBES has served over 150,000 customers with comprehensive solutions to help people advance their careers with the sustainability credentials.  Not only does GBES help its customers pass the LEED exam to get their credentials, but it also continues to support them with continuing education credits to keep their credentials active and relevant.  GBES also provides Well AP certification exam prep and continuing education.  (To learn more, visit the GBES Website at www.gbes.com)

The Situation

In 2020 the GBES team wanted to enhance understanding across the organization for their financial results.  They wanted to find a platform that could communicate the company’s key performance indicators (“KPI”) and help educate its team leaders on what drives the company’s financial results.  In addition, the GBES team wanted a road map that could guide them as they made financial decisions impacting their growth strategies.

The Solution: Numbers Coach Leadership and Numbers Navigator Services

The Numbers Coach’s financial leadership services were an ideal fit for GBES.  Numbers Coach Mike Iverson developed a financial scorecard to focus on the financial measurements that drive company profits and cash flow critical to sustained profitable growth.  The scorecard offers the GBES team an “at a glance” view of results. The Numbers Coach developed a financial model from its proprietary software, the Numbers NavigatorR .  The software provides a road map for the GBES team to see where they are positioned with profits and cash flow.  In addition, the software’s rolling financial forecast gives the GBES team a tool to make critical decisions and see where they are headed financially.

 Results

The Numbers Coach pulled together financial and non-financial data to complete a scorecard and financial model.  Each month, the Numbers Coach meets with the GBES team to methodically review results and provide the input and analysis from the Numbers NavigatorR software.  From the monthly financial coaching meetings, the GBES team has been able take actions on activities that improve the company’s bottom line results and get the team to all row in the same direction.

For more information on Green Building Education Services visit www.gbes.com

To learn more about the Numbers Coach services, click here

“Mike has become an important part of our team.  His approach to educating us on our financial results gives our team the right tools to help us understand how to navigate our finances successfully and stay focused on our financial goals.”  

Dean D’Angelo, President

Leadership

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I recently read a short article that addressed 5 interesting metrics to measure as you build your leadership skills.  The author, Verne Harnish, who wrote the book “Scaling Up” has these key measures that will help you grow the impact of your leadership.

  1. Initially when a business owner is starting out, it pays to say “yes” to a lot of opportunities to network and gain experiences.  However, as you get clear on your strategy, Verne recommends turning this upside down and aim for a ratio of 20-to-1 “no”.  Why?  So you can get laser focus on getting to the results that you want.
  2.  A “meet and greet” strategy with other influencers in your industry.  Set a goal of how many coffees, breakfasts or lunches to have so that you will gain knowledge from other leaders in your field
  3. Spend uninterrupted time “in the flow” for at least 90 minutes a day.  Put this on the calendar for every day.  If you don’t focus on your high priority items, they will not get done.
  4. Get input from lots of other brains that can help propel your company forward.  Get a brain trust or advisory team who have experience and wisdom that you want to obtain.
  5. Spend time thinking to let your best ideas incubate.  Even Ben Franklin took time devoted to learning each day.  Reading and thinking are a must for a leader.  As its been said “leaders are readers”.

Measure these leadership metrics on a regular basis and give yourself a chance to take your leadership skills to the next level.

Mike

5 Ideas for Becoming a Better Leader

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I recently read a short article that addressed 5 interesting metrics to measure as you build your leadership skills.  The author, Verne Harnish, who wrote the book “Scaling Up” has these key measures that will help you grow the impact of your leadership.

1. Just say “No”. Initially when a business owner is starting out, it pays to say “yes” to a lot of opportunities to network and gain experiences.  However, as you get clear on your strategy, Verne recommends turning this upside down and aim for a ratio of 20-to-1 “No”.  Why?  So you can     get laser focused on getting to the results that you want.

2. Spend time with other leaders. Develop a “meet and greet” strategy with other     influencers in your industry.  Set a goal of how many coffees, breakfasts or lunches to have so that you will gain knowledge from other leaders in your field.

3. Put the highest priorities first. Spend uninterrupted time “in the flow” for at least 90 minutes a day.  Put this on the calendar for every day.  If you don’t focus on your high priority items, they will not
get done.

4. Use a sounding board. Get input from lots of other brains that can help propel your company forward.  Get a brain trust or advisory team who have experience and wisdom that you want to obtain.

5. Make space for thinking. Spend time thinking to let your best ideas incubate. Even Ben Franklin spent time devoted to learning each day.  Reading and thinking are a must for a leader.  As it’s been said “leaders are readers.”

Measure these leadership metrics on a regular basis and you’ll give yourself a chance to take your leadership skills to the next level.
  
Here’s to becoming great leaders! Mike

Is It Time to Hire a Business Coach?

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It has become more accepted today to get a coach for various reasons.  You might want one for physical strength training, for accountability, for financial wisdom, or one for a favorite sport.  Coaches have been more associated with sports teams until recently when CEO’s and others in leadership positions within organizations began to see the benefit of a coach (some might call it a mentor) for work. 

When is the best time to hire a coach?  Here might be a few ways to spot it when you:

  • Feel stuck and the business is not moving in the right direction for you
  • Don’t understand your financial numbers
  • No longer enjoy the work you are doing
  • Are frustrated with your career

Coaches these days come in all shapes and sizes in their expertise.  There are coaches for writing, coaches for finances, coaches for exercise, coaches for cooking….and so on.  When you are leading an organization, the saying “It’s lonely at the top” seems all too true.

I heard a conversation the other day from a colleague who mentioned they hired a coach to help him with his business.  After two years he still felt stuck and the business going nowhere.  He was going to fire his coach who responded “Well if you don’t take any of my advice, it’s no wonder you are still in the same place.”  My colleague took this as a challenge and began taking the advice.  Ten years later, he has the same coach and the business has gone even further than he thought it would. 

The morale of the story?  If you hire a coach and decide not to take any of the advice and expect different results, then you have just entered the “insanity zone.”  As we all know, the quote goes something like this “Doing the same activities every day, but expecting different results is the definition of insanity.”

Don’t go insane.  Not all of the advice from a coach will be right, but if you get the right one who asks the right questions, you should come out ahead.  What are the key traits to seek out in a coach?

  • Curiosity. A good coach is curious and asks lots of questions, and then listens as much or more than talks
  • Business experience. Do they have experience in the business world in leadership or entrepreneurship?
  • Direct. They are direct and are not afraid to push you outside your comfort zone.They tell you what you sometimes don’t want to hear.
  • Humor. Business is hard work and your coach should help lighten it with laughter

Is this your year to get a coach?  If a sports team can’t win a championship without a coach, what makes you think that you can lead an organization to “best in class” without one?  Start working with a coach to take your business game to the next level.

If you need a “numbers” coach for your business, Trillium is here to help.  Check out our services and schedule a complimentary consultation with us today.

7 Traits of Successful Leaders

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All business leaders are not alike. There are many different leadership styles, all of which can be successful. However, if you take a handful of department heads with unique management styles, and you will see very similar traits in all of them.

The seven traits that are common to most successful business leaders include the following:

  1. Authenticity.  People can sense authenticity and authenticity is directly related to trust. Employees are much more likely to work hard for someone who is the “real thing.” True leaders stay true to their values regardless of the pressure that they are under to act otherwise. They are honest with themselves and others, and take responsibility for their mistakes.
  2. Resilience.  There will always be challenges in work and home life — what’s important is how one responds to the challenges. A great leader not only faces challenges head on, but also grows stronger as a result.
  3. Ability to delegate. Delegating is difficult for many leaders, but it’s important. Leaders who are good at delegating show employees that they have trust in them and have confidence in them. Delegating promotes learning and growth in employees.
  4. Empathy.  Empathy can make the difference between good and bad leaders. Being able to put yourself in someone else’s place is a skill that many managers or top executives lack. A leader who shows empathy toward direct reports is more likely to be viewed as a better performer by “higher ups.” People will work hard for and appreciate an empathetic leader who demonstrates compassion.
  5. Excellent communication.  This one seems obvious but can sometimes be overlooked. This means communicating with a variety of people in a variety of ways, including social media, text, phone calls, Zoom meetings, email and face-to-face. Don’t forget that active listening is just as important as talking. Listening to concerns, asking for feedback, and showing appreciation all play vital roles in how a leader is viewed. Communication is also not always verbal, but seeing non-verbal cues is a quality in an effective leader. The quality of excellent communication directly correlates to the success of a business.
  6. Honesty. It’s often hard to speak up in the workplace, especially to executives, but it’s a trait that is essential to a thriving business. It’s easy for resentment to build and gossip to begin when employees don’t feel comfortable sharing ideas and opinions. Good leaders have the courage to be honest and demonstrate the ability to discuss difficult topics. Leaders intentionally create an environment that encourages employees to do the same.
  7. Respectful.  People who feel like their boss respects them work much harder to meet goals than those who don’t. Respect motivates people to trust others and to work hard to meet and exceed expectations. Employees who have the respect of a manager, also have a sense of purpose and feel valued by their company. A lack of respect can oftentimes lead to a lack of motivation and mediocre work.

What traits are your strengths?  Where are you not as strong?  Having these traits as part of your leadership team will help set the tone at your business and its course of success.

Mastermind is the Name of the Game

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What is a mastermind group? This timeless concept is explained by Napoleon Hill in his books published in the 1920s and ’30s, The Law of Success and Think and Grow Rich.

Some mastermind groups are informal with 2-3 people and other groups are more formally organized, such as organizations like Vistage (www.Vistage.com), YPO (www.YPO.org), or View From the Top (www.viewfromthetop.com).   More formal mastermind groups consist of approximately 8-12 peers who meet on a regular basis (weekly or monthly) either in-person or via Zoom. Members pay monthly dues, and their fee often covers in-person speaker(s), activities, and/or retreats.

CEO & Co-Founder of Sustainable Investment Group (www.sigearth.com), Charlie Chichetti, has belonged to a 10-person mastermind group, Iron Sharpens Iron (“ISI”) as part of the View From the Top, for the past six years. Chichetti says the strength of a group lies in the diverse personal and business experiences of its members. Participants share best practices and hold each other accountable for tackling problems and meeting goals. Each member takes a turn in the “hot seat,” while the rest of the group brainstorms strategies and solutions to aid them in facing their challenges head on. A successful mastermind group enhances its members’ business AND personal lives.

Make no mistake, these formal groups like Vistage and ISI are not laid-back clubs.  Attendance and participation are  required. Members are expected to present problems, as well as provide feedback. The group devises a method of holding members accountable for following through, which keeps everyone focused and on track.

Charlie Chichetti offers the following guidelines to create an efficient and productive mastermind group:

  • Meetings are not the time to multi-task; they should be structured and begin and end on time.
  • Be present – both physically and mentally.
  • Members should come with a giving—as opposed to taking—mindset.
  • Include a mix of members, including “solopreneurs,” people from small- to large-size businesses and from different industries.

Trace Blackmore, owner of Blackmore Enterprises (www.blackmore-enterprises.com), has been part of a mastermind group for the past 10 years. He currently facilitates a mastermind group, Rising Tide (www.scalinguph2o.com/mastermind), and is a firm believer that learning from others’ mistakes and successes is one of the best tools for good decision making. Like Chichetti, Blackmore contends that the structure of mastermind groups is key to their success. He provided the following guidance to anyone who is part of a mastermind group, or is considering joining one:

  • All devices should be on silent mode during the meetings.
  • Progress is expected every week and a group may choose to offer consequences for members who come unprepared.
  • Before deciding to join a mastermind group, be sure you have the time, energy, and desire to make it a priority.
  • Each meeting should start by celebrating wins. Support and accolades are integral to keeping members motivated.
  • Ask questions! Questions help people think and look at circumstances from different perspectives and keep people from jumping to conclusions until they have all the information.
  • Members should be honest, while doing so in a tactful way. A book titled Fierce Conversations by Susan Scott is a good resource.
  • Individual goals and plans should be clearly verbalized to the group and should include deadlines for completion. This keeps people focused and on track.
  • What happens in mastermind stays in mastermind. Like all of life, business and personal events overlap, and problems and solutions are often of a personal nature.

Now you are officially aware of the who, what, when, where, and why and of mastermind groups. The benefits— accountability, strategy development, and healthy business and personal habits—are invaluable. Perhaps you will think it over and decide that membership is right for you.

As a member of a mastermind group for 10+ years now, I’m happy to advise you if you are thinking of joining one.   Feel free to contact me to discuss.

An Environmental Services Firm Uses The Numbers Coach to Achieve Financial Results

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The Company

Sustainable Investment Group (“SIG”), founded by Charlie Cichetti and Jason Kiefer, provides sustainability services to commercial property owners.  SIG provides high quality services for LEED certification with commercial buildings.  A LEED certified building ensures the property uses sustainable activities to help protect our environment.  SIG offers LEED training, consulting, and engineering services domestically and internationally.  SIG has become an industry leader and expert in LEED practices.

Situation

In 2020 the SIG team wanted to enhance their financial management and reporting.  They were looking to create a platform to communicate the company’s key performance indicators (“KPI”) that drive its financial results.  In addition, the SIG team wanted a “road map” that could guide them as they made financial decisions impacting strategies for growth.

Solution: The Numbers Coach Leadership Service

The Numbers Coach (“NC”) financial leadership services were an ideal fit for developing SIG’s performance metrics.  NC developed a financial scorecard focusing financial drivers that give the team visibility into the profits and cash flow critical to sustained profitable growth.  The scorecard offers an “at a glance” view of results.  NC developed a financial model from its proprietary software the Numbers NavigatorTM that provides the road map for the SIG team to see where they were headed with profits and cash flow.  The model provides a rolling forecast during the year so that SIG team could make financial and operational decisions “on the go” to achieve their goals.

Results

NC pulled together financial and non-financial data to complete a customized scorecard and financial model.  Each month NC meets with the SIG team to methodically review results and provide the input and analysis from the Numbers NavigatorTM financial software.  Each monthly financial coaching meeting, the SIG team can take actions on activities that improve the company’s bottom line results.

For more information on Sustainable Investment Group visit www.sigearth.com

To learn more about the Numbers Coach financial leadership services, click here

“Mike has been an important part of our team.  His understanding of financial processes, cash flow, and how to explain our results gives our team the right tools to navigate our finances successfully and stay focused on our financial goals.”  

– Charlie Cichetti

Numbers Coach Helps Medical Firm Stay Financially Focused

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The Company

 Georgia Pain and Spine Care (“GPSC”), founded by Dr. Charles Brownlow in 2010, is a leading pain management medical services firm that provides comprehensive solutions to help restore each patient to their original lifestyle.  The company uses progressive approaches to pain management with education, counseling, and minimally invasive procedures.  Their mission is to relieve pain, increase productivity, and improve the quality of life for its patients using technologically advanced treatment regimens through is various metro Atlanta offices.

Situation

 In 2020 the GPSC team wanted to enhance their financial management and reporting capabilities.  They wanted to create a platform to communicate the company’s key performance indicators (“KPI”) and help educate its key team members on what drives its company’s financial results.  In addition, the GPSC team wanted a “road map” that could guide them as they made financial decisions impacting strategies for growth.

Solution: The Numbers Coach Financial Leadership Services

 The Numbers Coach (“NC”) financial leadership services were an ideal fit for developing GPSC’s performance metrics.  NC developed a financial scorecard to focus on the financial measurements that drive company profits and cash flow critical to sustained profitable growth.  The scorecard offers an “at a glance” view of results.  NC developed a financial model from its proprietary software the Numbers NavigatorTM .  The software provides a road map for the GPSC team to see where they are headed with profits and cash flow.  The software’s rolling financial forecast provides the GPSC team with a tool to make critical decisions “on the go” to achieve their desired results.

Results

NC pulled together financial and non-financial data to complete a scorecard and financial model.  Each month NC meets with the GPSC team to methodically review results and provide the input and analysis from the Numbers NavigatorTM financial software.  From the monthly financial coaching meetings, the GPSC team can take actions on activities that improve the company’s bottom line results.

For more information on Georgia Pain and Spine Care visit www.gapaincare.com

To learn more about the Numbers Coach financial leadership services, click here

“Mike has become an important part of our team.  His understanding of financial processes, cash flow, and approach to educating us on our results gives our team the right tools to help us understand how to navigate our finances successfully and stay focused on our financial goals.”  

Dr. Charles Brownlow, Founder / Medical Director
 

Prioritization: The Foremost Rockefeller Habit for Success

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There is a belief that the best way to improve your work productivity is to emulate the habits of someone highly successful. John D. Rockefeller, who founded the Standard Oil Company in 1870 and ran it until 1897, is one of the true titans of American business. And so, the book Mastering the Rockefeller Habits by Verne Harnish made its way onto my reading list.

As the book documents, Rockefeller’s approach to running a growing business was really quite simple.  He identified three underlying habits that he considered essential to good business management:

  1. Setting priorities for the organization.
  2. Collecting and analyzing sufficient management data.
  3. Establishing an effective organizational rhythm.

Of the three key habits, setting priorities is first, and arguably the most important.

Setting Company Priorities

Rockefeller developed a list of the Top 5 priorities of his business for the upcoming year and the next quarter.  He also ranked those top priorities in order and set a clear Top 1 priority from among his Top 5. He communicated these priorities throughout his company and encouraged employees to set personal priorities that aligned with and supported the company’s priorities.

It seems to be common sense to solve the problem at hand before moving to another challenge, but not every team or employee has the discipline to follow through to completion of a difficult task. Rockefeller’s managers provided the discipline needed to make sure the top priority was completed before the second priority was undertaken.

As productivity tools go, Rockefeller’s Top 5 priorities list is one of the most widely used in American business history.  As an example of the effectiveness of the tool and how soon it came to be appreciated by others, Harnish relates the story of a management consultant who was summoned to the office of Charles Schwab in the early 1900s. At the time, Schwab was the CEO of Bethlehem Steel, and he was looking for ideas to improve the business.

The consultant told Schwab how he could improve Bethlehem Steel’s bottom line by using a simple productivity tool. It was Rockefeller’s Top 5 priorities list.

The consultant told Schwab to start each day by writing down the top 5 things he wanted to accomplish for the company’s benefit. They had to be prioritized from 1 to 5, with 1 being the objective likely to have the greatest impact on the business.

Schwab was instructed to work only on priority 1 until it was completed. If it was not accomplished by day’s end, it remained the top priority the next day. Under no circumstance could he move to priority 2 without completing priority 1.

The consultant told Schwab to implement this principle and afterwards pay him whatever he felt the advice was worth. If it didn’t work, Schwab owed him nothing. A period of time elapsed and one day the consultant received a check in the mail from Mr. Schwab. The check was written for $25,000, which was a great deal of money in those days – something over $600,000 in today’s terms. That’s how beneficial the borrowed productivity tool was to Bethlehem Steel, which became a world leader in its industry.

Rockefeller knew, and Schwab learned, this: Management of any business, large or small, needs to clearly establish and communicate to employees important priorities that will help the company make progress towards its vision.

How well have you identified and articulated to employees your company’s priorities? If you’re not sure, give Trillium Financial a call at (404) 353-2148 and we’ll help find the answer.

Numbers Coach Helps a Content Publisher Stay Financially Focused

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The Company

EB Medicine (“EBM”), founded by Robert Williford, and it is carried on by family members Stephanie Williford and Robin Wilkinson.  EBM provides high quality content for the physicians who want to stay on top of issues in their specialty.  This includes study guides for a physician to keep up their continuing medical education and stay abrest of new methods or technologies.  EBM products are produced by practicing physicians from leading institutions around the world with a broad range of clinical expertise.

 

Situation

In 2016 the EBM team wanted to enhance their financial management and reporting.  They were looking to create a platform to communicate the company’s key performance indicators (“KPI”) that drive its financial results.  In addition, the EBM team wanted a “road map” that could guide them as they made financial decisions impacting strategies for growth.

 

Solution: The Numbers Coach Financial Leadership Services

The Numbers Coach (“NC”) financial leadership services were an ideal fit for developing EBM’s performance metrics.  NC developed a financial scorecard focusing financial drivers that give the team visibility into the profits and cash flow critical to sustained profitable growth.  The scorecard offers an “at a glance” view of results.  NC also developed a financial model that provided the road map for the EBM team to see where they were headed with profits and cash flow.  The model provides a rolling forecast during the year so that EBM team could make financial and operational decisions to achieve their goals.

 

 

 

Results

NC pulled together financial and non-financial data to complete a customized scorecard and financial model.  Each month NC meets with the EBM team to methodically review results and provide the input and analysis from the scorecard and financial model.  From the monthly financial mentor meetings, the EBM team can take actions on activities that improve the company’s bottom line results.

For more information on EB Medicine visit www.ebmedicine.net

To learn more about the Numbers Coach financial leadership services, click here

“Mike has been an important part of our team over the past year.  His understanding of financial processes, cash flow, and how to explain our results has provided our team with the right tools to navigate our finances successfully and stay focused on our financial goals.”  

Stephanie Williford, CEO

Numbers Coach Helps Manufacturer Improve Financial Results

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The Company

Direct Refrigeration Sales (“DRS”), founded by Tim Litsch, provides a high quality alternative to OEM replacement parts for the refrigeration industry.   One of their primary parts is a gasket that seals a refrigeration unit when closing the door and ensures the contents remain cold and intact inside the unit.  DRS products are of such quality that even several OEMs in the food service industry source with DRS for their replacement parts.

Situation

In 2016 Tim Litsch wanted to enhance his financial management and reporting.  The DRS team was looking to create a platform to communicate the company’s key performance indicators (“KPI”) that drive its financial results.  In addition, they wanted to see what needed to be done for the company to extract themselves from financing that was non-traditional but necessary to carry the business forward.  The DRS team wanted visibility through a financial model that would tell them what needed to be done to move from non-traditional financing to traditional bank financing at a lower cost.

Solution: The Numbers Coach Financial Leadership Services

The Numbers Coach (“NC”) financial leadership services were an ideal fit for developing DRS’s performance metrics.  NC developed a financial dashboard scorecard focusing financial drivers that provide visibility into the profits and cash flow critical to sustained growth of a business.  The scorecard offers an “at a glance” view of results.  NC also developed a financial model that provided a road map for the DRS team to see where they were headed with profits, cash flow, and the pay down of debt.  The model provided a rolling forecast during the year so that Tim and his team could make financial and operation decisions to achieve their goals.

Results

NC effectively pulled together the required financial and non-financial data to complete a dashboard scorecard and financial model.  Each month NC meets with the DRS team to methodically review results and provide the input and analysis from the scorecard and financial model.  From the monthly meetings, the DRS team implemented actions to take on activities that would improve the company’s bottom line results.

For more information on Direct Refrigeration Sales, visit www.directrefrigeration.com

To learn more about the Numbers Coach financial leadership services, click here

“Mike has been an integral part of our team over the past year.  His solid understanding of financial reporting processes and cash flow has provided our company with the right tools to navigate our finances successfully and help us stay focused on our financial goals.”  

Tim Litsch, Founder / CEO

Numbers Coach Establishes Financial Infrastructure for Start-Up

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SITUATION

BodyBlocks Nutrition Systems began their business launch in 2003.  The Founders were excited about their plans and the products that they would offer.  The Company received seed capital from friends and family to take the business from an idea on paper to a proof-of-concept.  The idea passed the feasibility study, and they were ready to raise the necessary capital to launch the business.

Body Blocks realized they needed a financial consultant who could take them from an idea to launch, and on to the next level as an emerging growth business. What did they need?

  • A comprehensive financial model designed to match their business strategy
  • Capital
  • Basic Financial Reporting
  • Administrative Infrastructure (financial, risk management, and human resource functions)

SOLUTION: Numbers Coach Financial Services

At the end of 2003, BodyBlocks hired the Numbers Coach “NC”) to help them in their financial leadership.  They did not have a need for a full-time CFO, but did need the financial expertise.  NC immediately designed a financial model so the company could begin the process of telling its “story” to potential investors, and raise the necessary capital to launch its products.  Within a few weeks the model was complete and ready for investor meetings.

At the same time NC began establishing infrastructure for the company finance and accounting functions.  A foundation was created so that costs were variable and fit the specific needs of an emerging growth company in the early stages of its evolution.  NC also advised Body Blocks on how to secure the right level of business insurance to protect company assets.

NC managed and designed the human resource functions, bringing together key HR resources to develop critical documents, formal personnel files, and policies.  Payroll solutions were implemented to ensure all taxes were reported in a timely manner.