By: Courtney Swift My name is Courtney, and I’m a Collaborator. My behavioral pattern and strongest natural drives serve me well in my communications role. Collaborators are approachable, outgoing, and great at assisting colleagues. We don’t impose our will on anyone – we’re more likely to support initiatives that are already in motion, or jump in to assist with team-building and culture-driving efforts. Of course, no two Collaborators are exactly the same. Every behavioral pattern is unique, and just because two people share the same Reference Profile , that doesn’t mean they’ll show up the same way in the workplace. People are nuanced, and it’s important to separate workplace perceptions (core traits and drives) from reality, which is often dictated by team dynamics and the needs of specific projects. That said, let’s dive into the basics of the Collaborator profile. My behavioral pattern The PI Behavioral Assessment™ reveals where you fall on the spectrum of four factors: 1. Dominance: Dominance is the drive to exert one’s influence on people or events. 2. Extraversion: Extraversion is the drive for social interaction with other people. 3. Patience: Patience is the drive for consistency and stability. 4. Formality: Formality is the drive to conform to rules and structure. Here’s a snapshot of an average Collaborator behavioral profile: Collaborator perceptions versus reality A Collaborator is a friendly, understanding, willing, and patient team player , who values input from others in the decision-making process. Overall, I feel my Reference Profile is an accurate representation of my natural drives and behaviors in the workplace. However, as with all profiles, some Collaborator attributes are nuanced. Those attributes may manifest differently at work, depending on what the situation calls for, as well as the other colleagues involved and their complementary behaviors. For example: Cooperative could mean: The first (or second) to volunteer to help teammates meet deadlines Actively chatting through decisions without dominating the conversation Your favorite over-sharer Empathetic shows up as: Takes time to listen whether you’re struggling professionally or personally The most emotionally intelligent person in the room. Offers the most thoughtful feedback Patient could mean: Gives others space to express each and every idea fully, even if it takes more time. Handles last-minute changes to that email you requested without visible frustration Casual shows up as: Doesn’t mind if you eat or joke (in the right context) in meetings as long as it keeps things real or breaks the ice Takes a “let’s try it and see” approach to new ideas and projects Collaborator coming through! Collaborators are open and approachable in the workplace. Co-workers might open up to me or throw problems my way to see if I can come up with a solution. It’s not uncommon for people to bounce ideas off me when they’re trying to think things through. Collaborators are also understanding, which allows us to swallow our pride more easily than others in order to support and find solutions that work for everyone. Collaborators want to contribute to the team’s success . If a co-worker requests something of me, they can be sure I’m on it. People know they look to me for anything—whether it’s comms-related or otherwise. No matter, what the problem is, I’m happy to help resolve it. “Collaborators look for managers to give them the freedom to express themselves and be creative.” How to work with (and manage) Collaborators I like to be managed with respect and with trust that I will complete tasks given to me. I appreciate when my manager gives me clear direction on what they want me to do. When working with me, it’s important to create a stable work environment; Collaborators like stability, and generally avoid risky situations. Although I love finding ways to improve, I prefer to have less change going on in my environment. I’m fine with having varied work and changing priorities, but moving my desk around or frequently changing my team members would leave me feeling unsettled, so give me time to accept change. Collaborators like to keep it friendly. We are open people who love working with others, and we will avoid situations that involve any sort of competitive pressure. Understanding that Patience is my strongest drive has helped me accept change better. It’s helped me understand why I sometimes feel more strongly about change than others. I’ve learned what skills are my strongest, and which I need to work on. When certain decisions make me feel uneasy, I remember my drives and it helps me find peace with the uncertainty. 

By: Gleb Tsipursky Editor’s Note: This is part of an ongoing series examining generative AI and its continuing impact on the business world. Peer mentoring and generative AI together create a transformative strategy that can revolutionize how organizations adopt and utilize AI. By leveraging the power of personal connections and shared expertise, peer mentoring accelerates learning, fosters collaboration, and fuels innovation. In today’s fast-paced business environment, where the mastery of Gen AI tools can mean the difference between staying competitive and falling behind, this approach is nothing short of essential. The Human Element of Embracing Gen AI Generative AI tools promise efficiency, creativity, and transformative possibilities, but for many employees, navigating these tools can feel daunting. That’s where peer mentoring steps in, offering a bridge between uncertainty and confidence. When employees learn directly from colleagues who have already mastered Gen AI, they gain not just technical know-how but also context-specific insights tailored to their unique roles. Imagine being guided through a new tool by someone who understands the nuances of your workload, rather than sitting through a generic training webinar. Peer mentors personalize the learning process, demonstrating how peer mentoring and generative AI collaborate in real-world scenarios. This one-on-one guidance makes Gen AI tools more accessible and, importantly, more relatable, while managing risks . Empowering Early Adopters as Mentors to Embrace Gen AI Organizations often underestimate the goldmine of talent within their own ranks. Early adopters of Gen AI—those employees who have enthusiastically embraced these tools to enhance tasks like coding, content creation, and data analysis—are an invaluable resource. Peer mentoring programs tap into this resource, positioning these employees as mentors who guide their colleagues toward Gen AI proficiency. Take, for example, one of my clients , a mid-sized professional services company whose leadership I helped recognize its Gen AI-savvy employees as catalysts for broader adoption. These early adopters, once scattered across departments, were brought together under a structured program focused on peer mentoring and generative AI. Their mission? To mentor colleagues eager to learn Gen AI tools but unsure where to start. This deliberate approach ensured the company didn’t just rely on scattered pockets of expertise but actively spread that knowledge across teams. Building Bridges Through Tailored Learning for Embracing Gen AI The beauty of peer mentoring lies in its flexibility and relevance. Unlike traditional training methods, which often feel detached from day-to-day responsibilities, peer mentoring sessions are tailored to the specific needs of mentees. For example, an employee in marketing might focus on content creation and effective Gen AI prompting, while a colleague in engineering could delve into coding automation. This tailored approach was a hallmark of the aforementioned professional service company’s program. Mentors shared the practical tips and tricks they had discovered, demonstrated advanced techniques, and even helped troubleshoot challenges mentees encountered. Group workshops further amplified this knowledge-sharing, allowing mentors to showcase their expertise to a broader audience while building confidence among mentees. A Win-Win for Mentors and Mentees Peer mentoring doesn’t just benefit those learning Gen AI; it’s equally rewarding for the mentors. Early adopters gain recognition for their expertise, which boosts their professional visibility and enhances their pride in their contributions. Mentors also develop their leadership and communication skills, positioning themselves as thought leaders within the organization. Meanwhile, mentees experience an equally significant transformation. Armed with hands-on guidance and personalized support, they become more confident in their abilities to leverage Gen AI tools effectively. This confidence translates into tangible improvements in productivity and innovation, as employees feel empowered to experiment, iterate, and innovate. The Ripple Effect on Workplace Culture The impact of peer mentoring extends far beyond individual skill development — it transforms organizational culture. Over the course of a 12-month peer mentoring initiative, the professional service company observed a noticeable shift: employees not only became more proficient with Gen AI tools but also more eager to share their newfound knowledge with others. This knowledge-sharing created a ripple effect, fostering a culture of collaboration and continuous learning. Employees across departments connected over shared experiences, strengthening professional relationships and breaking down silos. The workplace evolved into a vibrant hub of innovation, with employees actively seeking out new ways to integrate Gen AI into their workflows. Real Results for Embracing Gen AI: Productivity, Quality, and Innovation The results of the peer mentoring program were undeniable. Productivity soared as employees streamlined their workflows with Gen AI tools, completing tasks more efficiently and with greater accuracy. The quality of work improved as employees applied advanced Gen AI techniques to tasks like content creation, data analysis, and client outreach. And perhaps most significantly, the organization’s culture shifted toward one of enthusiasm for learning and innovation. Metrics underscored the program’s success. Teams using Gen AI reported significant time savings of over 25%, while cross-departmental collaborations increased by 30%. Employees consistently rated the program as one of the most impactful initiatives for their professional growth, with many noting that it demystified Gen AI and made it feel approachable. Why Peer Mentoring Is the Future of Embracing Gen AI As businesses navigate the rapid evolution of Gen AI, traditional training methods are proving insufficient. Peer mentoring provides a dynamic and scalable solution that not only accelerates learning but also strengthens the fabric of workplace relationships. By harnessing the expertise of early adopters and fostering a culture of collaboration, organizations can ensure that their employees are not just users of Gen AI tools but pioneers of innovation. In an era where technology often feels impersonal, peer mentoring injects a much-needed human touch into the learning process. And for organizations ready to embrace peer mentoring and generative AI, it can be one of the most potent strategies they have for long-term success. The information and opinions presented are the author’s own and not those of Vistage Worldwide, Inc. 

By Trent Lee — The CEO’s Sage If you’ve made it through the first five execution pillars—congrats. But there’s one more that quietly determines whether your whole strategy hums… or stalls: Are you aligned with how your business actually competes in the market? Most companies spend lots of time talking about internal alignment—people, processes, metrics. But execution can still break down when your external focus is unclear or misaligned. This brings us to the sixth and final pillar: Market Alignment. What is Market Alignment? Market alignment is all about knowing how you win in the marketplace —and making sure your internal strategy and structure support that. In other words: Your go-to-market strategy should drive your organizational behavior. Too often, it’s the other way around. There are three primary ways to compete—pick one: 1. Operational Excellence (Low-Cost Provider) o Think Walmart, Amazon. o You win by being efficient, consistent, and low-cost. o Execution focus: streamlining processes, automation, lean ops, and price discipline. 2. Product Leadership (Innovation Differentiator) o Think Apple, Tesla. o You win by offering something new, better, or game-changing. o Execution focus: speed to market, R&D investment, talent that thrives in ambiguity. 3. Customer Intimacy (Customization & Service) o Think Disney, Ritz-Carlton. o You win by deeply understanding and serving unique customer needs. o Execution focus: high-touch service, flexible systems, empowered frontline teams. Your job as a leader? Choose your lane—then align the rest of your business to support that lane. Signs You’re Misaligned Here are common execution symptoms of poor market alignment: You say you prioritize innovation, but your decision-making is risk-averse. You aim to be low-cost, but your systems are bloated with custom workarounds. You claim to offer white-glove service, but no one owns the customer relationship after the sale. When your positioning and your operations don’t match, employees get confused. Customers get mixed signals. Execution breaks down. Aligning Inside to Win Outside Market alignment isn’t just a marketing or sales issue—it’s an execution issue . Ask yourself: Does your structure support the speed, flexibility, or efficiency required by your strategy? Are your incentives and KPIs reinforcing the right behaviors? Do your hiring practices reflect the kind of talent that thrives in your chosen lane? If you’re an innovation shop, don’t over-index on rigid processes. If you’re a customer service powerhouse, don’t centralize everything away from the client-facing team. And if you’re a low-cost machine, don’t layer on complexity and overhead. Final Thought Strategy doesn’t live in isolation—it has to meet the market. And the companies that win consistently are the ones who make that alignment intentional, repeatable, and visible. Because when your internal execution matches your external promise? You don’t just attract the right customers—you keep them.  Trent Lee helps CEOs build companies that execute with clarity—internally and in the marketplace. Learn more at www.compassleadershipadvisors.com or connect with him on LinkedIn .

Most business owners assume that bigger is better. More products. More customers. More markets. Adam Rossi took the opposite approach. By going narrower and serving just one group of customers with one set of critical problems, he outperformed billion-dollar competitors like Lockheed Martin. It wasn’t because he had more resources or a better-known brand. He simply knew his customer better. Rossi focused exclusively on law enforcement and intelligence agencies. His team built software that helped break encrypted messages, perform facial recognition on surveillance images, and deliver intelligence to field agents, including those in active combat zones. Some of his engineers were even forward-deployed in Iraq and Afghanistan. While larger firms offered general-purpose solutions, Rossi went deep on one urgent, high-value problem: helping law enforcement and intelligence agencies process and act on massive amounts of complex data in real time. He solved it better than anyone else. That focus created Monopoly Control—a key driver of company value. Monopoly Control means owning a defensible position in the market. It’s what gives your company a competitive moat. According to data from Value Builder Analytics, companies with a monopoly are 40% more likely to receive an acquisition offer for their business. Rossi’s moat came from specialization. His company had the trust, domain expertise, and government clearances needed to operate in national security environments. These weren’t easy to replicate, and that’s what made his company so valuable. He wasn’t just another software vendor. He was the vendor for a specific, high-stakes problem law enforcement was facing and that few others were qualified to solve. That kind of positioning attracts acquirers, and in Rossi’s case, it did. When he casually floated a sale price he assumed was too high, he received five offers at or above it. No structured process. No aggressive auction. Just a company so well positioned that buyers were willing to pay a premium, including one that ultimately offered a 100% cash deal with no earnout. Takeaway If you want to build a more valuable company, don’t try to do everything. Pick one segment. One pain point. One problem that really matters. Solve it better than anyone else, and build your moat around it. That’s how Adam Rossi beat billion-dollar competitors and why his company became irresistible when it mattered most. 

There’s a kind of presence some leaders have that makes people want to drop what they’re doing and follow them into the fire. Darren Hardy nailed this idea in a recent Darren Daily video on charisma — and his take should be required viewing for every CEO. Too often, we mistake charisma as a gift of birth — either you’ve got it or you don’t. But as Darren points out, charisma is a skill. And if you’re willing to work at it, you can build it. For CEOs leading teams through uncertainty, growth, and change, that’s a message worth taking to heart. Darren breaks charisma into three components that translate directly into the way great CEOs lead: presence, conviction, and connection. Presence is about focus — real focus. The kind that’s become almost extinct in our distracted, device-driven world. When a CEO is fully present, people feel it. There’s a gravity in the room. It’s not about being the loudest voice; it’s about being fully engaged in the conversation in front of you. Bill Clinton was famous for making people feel like the only person in the world. For a CEO, that same quality translates to trust, loyalty, and alignment. People follow leaders who make them feel seen.  Conviction is the fuel of vision. Darren put it well — too many people want to be liked more than they want to lead. Charismatic leaders, on the other hand, believe in what they’re saying. They don’t hedge. They don’t wait for a consensus. They stand for something and speak with clarity and courage. Think of Phil Knight selling running shoes out of the trunk of his car — no brand, no capital, just conviction. As a CEO, your conviction is contagious. When you speak from deep belief, your people feel it — and they move. Connection is the human side of leadership. Darren used Oprah as the example — the way she connects with everyone from the janitor to the executive. For CEOs, this isn’t about being everyone’s buddy. It’s about making people feel like they matter. Learn their stories. Remember their names. Recognize their wins in specific, personal ways. Connection is what makes vision sustainable — it turns compliance into commitment. Here’s what I love about Darren’s message: charisma doesn’t require a personality transplant. It’s not about copying someone else’s style. It’s about owning yours — completely and authentically. The extroverted CEO who lights up a room and the introverted one who leads with calm precision can both be magnetic if they lead from who they truly are. So, as Darren says, charisma isn’t about changing who you are. It’s about becoming more of who you are — tuned in, locked on, and ready to lead. The world doesn’t need another polished executive with perfect posture. It needs leaders who are real, present, and on fire for what matters. Thanks, Darren, for the reminder — charisma isn’t magic, it’s mastery.

By: Andrew Barks  Generative AI is redefining the modern workplace at a pace unseen since the advent of the internet itself. The potential use cases are limitless, but full-speed-ahead innovation has a human cost, often in the form of uncertainty and apprehension among employees. This is precisely where Human Resources steps in, not just as a support function, but as the critical bridge ensuring a successful and humane transition into its organization’s AI era. We surveyed more than 1,000 employees and HR professionals about AI rollouts, training, concerns, and upskilling. One theme emerged above all else: HR teams are indispensable to navigating the human impact of AI adoption. Providing a human touch When AI adoption is driven solely by the IT department or the C-Suite, the human element can be easily overshadowed. The “speed-over-everything” approach often leads to a deficit of trust, clarity, and crucial employee buy-in. The consequences can be severe , ranging from a trail of frustrated employees to an avalanche of AI slop that negates any potential productivity gains. This is where HR’s people-first approach becomes invaluable. HR professionals are uniquely positioned to provide comfort, clarity, and direction, actively shaping an AI strategy that is both measurable through people data and grounded in human needs. We’ve identified five key areas of concentration for HR teams hoping to shield their teams from breakneck AI adoption strategies, and instead looking to instill elements of people strategy . HR’s five-point playbook for smooth AI rollouts Our research identified five key themes that empower HR to lead a balanced, people-first approach to AI adoption: 1. Satisfy employees’ appetite for AI upskilling . Despite the fear of the unknown that comes with any innovation, many employees are optimistic about AI’s professional development potential. Over 70% of our respondents expressed a positive mindset towards AI’s ability to eager to enhance their skill sets. HR can capitalize on this by crafting thoughtful, even customized, professional development plans for AI use. By using behavioral data to understand individual learning paces, HR can foster a culture of “upskilling together.” 2. Focus on training and trust-building over job security assurances: In a rapidly changing landscape, employees understand the need to adapt. Interestingly, “more training opportunities” topped the list of changes that would make employees feel more secure in their roles, even ahead of explicit job security reassurances. Transparency in communication – outlining how roles may be impacted or adjusted – will earn more long-term trust, even if the initial reception is mixed. 3. Offer information and resources ahead of any expertise: Employees overwhelmingly trust HR and their immediate peers as their most credible sources for AI information. This presents a vital opportunity for HR to act as key advisors, guiding employee understanding and experience without needing to be the technical experts. Creating open forums for discussion, inviting discourse and skepticism, to promote psychological safety and level the playing field for everyone, from the CEO to the newest hire. 4. Prioritize a cautious approach to adoption: A majority (61%) of respondents favored a cautious approach to AI adoption. This preference for thoughtful, measured guidance over rushed rollouts serves a clear mandate for HR. By collaborating closely with IT and security teams, HR can establish essential guardrails—defining AI’s purpose, scope, acceptable use, and data safety protocols—without stifling ambition. 5. Lean into AI’s potential as a cultural enhancer – rather than a divider: Despite some underlying anxieties, an optimistic 67% of employees believe AI has the potential to strengthen company culture. This optimism, however, is contingent on HR’s instrumental role in actively cultivating cultural improvement. By underscoring that AI is not a disruptive monolith, but an enhancement already present in everyday work, HR can normalize its integration and amplify cultural strengths. HR’s moment to shine This is a pivotal moment for the modern workplace and for HR. Accelerated AI adoption presents a crossroads for workers, but it also offers HR a profound opportunity to permanently shift the perception of its function from tactical to strategic. By adopting a careful, risk-aware approach to integration, coupled with a transparency-first communication strategy, HR can empower people to leverage AI’s potential while providing crucial human checks and balances. In doing so, HR teams will not just salvage culture; they will amplify its strengths, fostering an environment where innovation thrives, and people remain at the heart of progress. HR is indeed the unsung hero, ready to manifest a mindset shift and lead companies into a future where AI and humanity work in powerful, productive harmony.

By: Sam Reese Today’s business landscape is noisy. Nonstop headlines compete for attention, and social media amplifies everyone’s opinions in a complex environment. On the surface, it can sometimes seem that the loudest, most charismatic, and commanding personalities rise to the top. Throughout my career, I’ve had the chance to get to know a wide range of CEOs — and many of them are charismatic. But that has not been the difference-maker in their leadership. Instead, some of the best leaders listen deeply, ask thoughtful questions, and act with humility. This “quiet leadership” is not passive or hands-off; it is deliberate, curious, and grounded in purposeful action that drives real change. Rather than focusing on ego or spectacle, quiet leadership is about leading with intention, earning trust through consistency, and putting the success of the team and the organization first. Why Quiet Leadership Wins in the AI Era As the role of artificial intelligence grows in our lives, human qualities like empathy, humility, and curiosity become even more valuable. Technology can generate ideas and reinforce existing thinking, but it cannot replace authentic human connection. Quiet leaders understand this instinctively: They build credibility through genuine relationships, not algorithms. These leaders share a common set of principles and practices that guide how they work and show up for their teams: 1. Humility Respect grows when leaders admit their limitations, take responsibility for mistakes, and remain grounded. Employees appreciate leaders who share when they don’t have all the answers and ask others to contribute to solutions. This kind of openness increases their credibility and influence. 2. Authenticity The adage that actions speak louder than words is most true when it comes to leadership. Teams are quick to spot when leaders are performing a role rather than acting from conviction. When leaders remain true to their values, they build trust. 3. Curiosity The best leaders treat all conversations as learning opportunities. A curious leader doesn’t jump to conclusions or cut discussions short. They ask thoughtful questions and listen actively, signaling to their teams that their input matters. This kind of curiosity encourages innovation and creates space for better ideas to surface. 4. Empowerment Rather than seeking credit, CEOs who practice quiet leadership can focus on building organizations that thrive beyond any one individual. They delegate, ensuring that their team can take real ownership of projects and celebrate success together. In doing so, they create resilience and teams that can succeed regardless of who is in charge. 5. Recognition Celebration isn’t only reserved for annual awards or milestone achievements. Effective leaders consistently acknowledge team wins and weave appreciation into everyday interactions. Small, genuine recognition builds morale and signals that everyone’s contributions matter. 6. Hands-on Mindset Leaders who engage in the day-to-day work of the business gain credibility and insight. Whether it’s walking the production floor or sitting on customer service calls, this engagement deepens the understanding of the business, the customer experience, and the challenges team members face. 7. Transparency Honest communication, even when difficult, builds trust. Those who use quiet leadership don’t sugarcoat realities or spin narratives to protect their image. Instead, they choose clarity, which helps employees feel respected. 8. Respect for All Levels of Work From interns to executives, great leaders treat people with equal consideration. Some of the best insights I’ve heard come from those on the front lines of the business. Effective leaders recognize that ideas can come from anywhere and make a point of seeking feedback from employees at all levels. 9. Peer Advisory When leaders surround themselves with trusted peers and mentors , they gain outside perspectives. Hearing diverse perspectives from peers helps leaders to challenge their assumptions, strengthen decision-making and safeguard against insular thinking. Long-Term Thinking Rather than measuring success by short-term accolades, quiet leadership enables CEOs to focus on building systems and processes that create a company that endures. They care about leaving an organization stronger than they found it, ensuring sustainability well beyond their tenure. Quiet Leadership in Practice Early in my career, I was in a meeting with another CEO who has influenced me to this day. During a half-day negotiation session, I expected a CEO-to-CEO showdown. Instead, he spent most of the meeting listening, asking questions, and deferring to his team. By the end of the day, it was clear the respect and trust he inspired came from lifting others, not proving he was the smartest in the room. I see the same pattern among many Vistage members : humble leaders who earn respect by rolling up their sleeves, sometimes literally. One CEO of a roofing company I know climbed onto rooftops with her team from day one to understand the business firsthand. While it may not grab the headlines, quiet leadership builds organizations that perform at their best for years to come. Those leaders who listen, empower, and put people first leave the most meaningful impact. They are the ones who elevate businesses, communities, and everyone around them. This story first appeared in Entrepreneur .

By Trent Lee — The CEO’s Sage If you’ve heard me speak, you’ve probably heard this line: Every business problem is a people problem. And most of those people problems? They’re actually structure problems in disguise. That’s why the fifth pillar of execution— Human Capital —is not a soft topic. It’s the backbone of strategy delivery. Your ability to execute doesn’t just depend on what you want to do—it depends on who is doing it, why they’re doing it, and how you’re supporting them along the way. Unpacking Human Capital: Four Essential Facets When we talk about human capital, we’re really talking about four key areas: 1. Hiring for Fit 2. Onboarding with Intention 3. Right People, Right Seats 4. Learning & Development Let’s break them down. 1. Hiring for Fit: The Head, the Heart, and the Briefcase Great hiring isn’t guesswork. It’s decision-making based on three key data points : The Head – Behavioral drives and cognitive traits. Use tools like The Predictive Index, Caliper, or Wonderlic to assess how a candidate is wired. For example, don’t hire a hunter-style sales rep and tuck them into a quiet programming cubicle. The Heart – Values, ethics, and attitude. This is where culture lives. Are their core values aligned with yours? You’ll learn this through thoughtful interviews and meaningful conversations—not just resumes. The Briefcase – The experience, skills, and knowledge they bring with them. It matters, but only after the head and heart are aligned. When all three are aligned, you get a strong match: someone who can do the job, wants to do it, and will likely stay and grow in the role. 2. Onboarding: More Than Passwords and Paperwork Onboarding doesn’t start on day one—it starts the moment someone applies. Every touchpoint sends a message about your culture and expectations. And once they’re hired, onboarding isn’t just about showing them where the coffee maker is. It’s about teaching them the tribal norms—the unwritten rules that make your culture what it is. Fast, intentional onboarding builds trust, increases retention, and accelerates integration. Don’t wing it. Design it. 3. Right People, Right Seats: And One Boss, Please Every employee should have clarity about what they own and why it matters. This is where accountability charts (again, thank you EOS) come in. When done well: Each seat has 3–5 crystal-clear accountabilities One person = one boss (no dotted lines!) Individuals can hold multiple roles—but each one is distinct This approach creates trust, transparency, and focus across the org. 4. Learning & Development: Build or Get Left Behind Nothing’s worse than a great employee who’s outgrown the role—and hasn’t been developed to grow with the company. Learning and development isn’t just about technical skills. It’s leadership, communication, emotional intelligence—the stuff that makes people better as your business grows. If you want your company to scale, your people must scale with it. That’s an investment, not a cost. Final Thought Human capital isn’t just about “HR stuff.” It’s about execution at the deepest level. When your people are aligned, equipped, and engaged—you don’t have to push so hard. They start pulling. — Trent Lee helps CEOs turn strategy into results by aligning structure, leadership, and human capital for high-performance execution. Connect on LinkedIn or learn more at www.compassleadershipadvisors.com .

If you sell something the market sees as interchangeable, your business may be worth less. Acquirers often argue that without a competitive moat, commoditized companies are sitting ducks for a price war. Margins get squeezed. Valuations drop. After completing the Value Builder Score Report, more than 80,000 owners have received an estimate of their company’s value. That data—one of the largest private databases of its kind—offers a clear view into what drives acquisition offers. The average small business gets 3.9 times pre-tax profit. But when a company has a monopoly on what it sells—because it has clearly differentiated its product or service—that multiple jumps by 25%. These businesses are also 40% more likely to get an offer in the first place. That premium is especially valuable when you’re selling a commodity. Just ask Rich Galgano. Turning Wire Into a Brand Rich Galgano built Windy City Wire in one of the most commoditized categories imaginable: low-voltage wire. His product was the same copper everyone else sold. There was nothing proprietary about the material itself. But instead of competing on price, Galgano focused on solving small, nagging problems for his customers. His first breakthrough was color-coded insulation. While high-voltage wire had long been color-coded for safety and identification, no one had applied the same logic to low-voltage wire—until Galgano. By introducing color-coding to the low-voltage segment, he made installations faster, easier, and less error-prone for contractors and electricians. It didn’t change the product, but it completely changed the experience of using it. Suddenly, his wire saved time and reduced costly mistakes on job sites. For his customers, that meant real money. For Galgano, it meant repeat business. The Moat Is in the Delivery Galgano’s second innovation came in the form of a box. Traditional wire spools were bulky, inefficient, and prone to tangling. He developed a packaging system that made it easier to pull wire cleanly and consistently on job sites—and then patented it. The wire itself hadn’t changed. But now it came in a form that made contractors’ lives easier. And because the system was patented, competitors couldn’t copy it. That packaging became a moat, protecting his margins and reinforcing the brand’s reputation for reliability. Over time, Windy City Wire became the preferred supplier for major contractors and Fortune 500 companies—not because the wire was different, but because the experience was. When Galgano sold the business, it had grown EBITDA for 32 consecutive years and fetched just under $500 million from a strategic buyer. The Takeaway Galgano didn’t reinvent the wire. He reimagined how it was delivered. That’s what turned a commodity into a category leader.  If you sell something the market sees as undifferentiated, focus on the friction. What slows your customers down? What do they tolerate that you could fix? Solving those problems is what creates value—and gets buyers to pay a premium.