By: Andrew Barks Even the most high-performing teams go into slumps – often at inconvenient times. The September slump spares few, creeping in as summer closes and employee engagement wanes. From starting pitchers to the stock market, everyone seems to suffer as school gets back in session and shorter days set in. But the most resilient organizations don’t just weather these seasonal changes; they flip them to their advantage. By understanding the underlying causes of performance dips and proactively preparing for them, businesses can not just minimize negative impacts, but capitalize on what’s known as the September surge. This surge represents a unique opportunity for businesses to invigorate their teams and operations by strategically harnessing available talent and renewed energy. For HR teams, it’s key to understand the factors behind the slump, so you can better predict – and positively respond to – how it might manifest at your organization. Understanding the September Slump September can be a real challenge for can HR teams and business leaders aiming to sustain engagement and production. Several factors can contribute to this seasonal shift, including: Vacation hangover: Returning from summer vacations can leave employees feeling less engaged and focused, struggling to re-acclimate to demanding work schedules. Seasonal Affective Disorder (SAD): The onset of shorter days and less sunlight can trigger symptoms of SAD in some individuals, leading to decreased energy and mood. Shifting work-life balance: The return to school for children often means a significant shift in family routines, increasing stress and diverting focus for many employees. Energy depletion: The cumulative effect of summer activities, combined with the anticipation of a demanding Q4, can lead to a general sense of fatigue and lower energy levels. recruit millennials on social media Failing to address these factors can lead to tangible negative outcomes for businesses: More sick days and mental health-related absences: A dip in well-being often translates to more time away from work. Higher turnover rates: Employees may seek new opportunities if their current environment doesn’t support their well-being or career aspirations during challenging periods. Decreased productivity: Q4 planning and execution can suffer significantly when the workforce isn’t operating at full capacity. More workplace conflicts and less collaboration: Stress and disengagement can strain interpersonal relationships within teams. Reduced participation in company initiatives and meetings: Apathy can lead to a lack of enthusiasm for organizational goals. Capitalizing on the September surge so employees can thrive While the slump presents challenges, it also sets the stage for the so-called September surge. This is a period characterized by a renewed sense of purpose. In many cases it means more hiring – a fresh influx of talent and potential for growth. This can translate to: A refreshed talent pool: Many professionals consider career changes in the fall, making it a prime time for recruitment. Other people whose children are back in school may have more availability and inclination to explore new roles. Renewed focus and planning: The end of summer often brings a desire for structure and forward momentum. Employees and job seekers might be eager to set new goals and contribute meaningfully as the year progresses. More contract- or project-based Workers: The freelance market often sees an uptick in talent availability as summer engagements wind down, offering flexibility for short-term projects or specialized needs. How employers can adopt a proactive and supportive approach Prioritize employee well-being and flexibility. Acknowledge the seasonal shifts and offer support. Consider flexible work arrangements, mental health resources, and programs that promote work-life balance. Initiatives like “wellness Wednesdays” or focused mindfulness sessions can help employees navigate stress and re-engage. Start strategic recruitment drives. Launch targeted recruitment campaigns in September. Highlight your company culture, professional development opportunities, and commitment to employee well-being. Focus on roles that can invigorate existing teams, or fill critical gaps for Q4 and beyond. Invest in professional development. Autumn can be an ideal time for training and upskilling. Employees are often receptive to learning new skills as they settle into new routines. Offer workshops, online courses, or mentorship programs to boost morale and capabilities. Leverage project-based talent. For specific projects or seasonal needs, consider bringing in contract or freelance professionals. This can provide a valuable injection of production without the long-term commitment, allowing your core team to focus on strategic initiatives. Communicate and set clear expectations: Transparent communication about upcoming goals and challenges can help employees feel more prepared and less overwhelmed. Break down larger objectives into manageable steps to maintain momentum and reduce stress. By understanding the ebb and flow of seasonal impacts on the workforce, businesses can turn what might traditionally be a period of decline into an opportunity for growth and revitalization. The September surge is a powerful antidote to the slump, offering a chance to recruit top talent, invigorate existing teams, and set the stage for a strong finish to the year. But the most resilient organizations minimize the damage by recognizing the reasons behind performance dips, preparing for them, and helping employees offset their effects before most companies’ end-of-year crunch times.

We analyzed 47 leadership development programs serving CEOs and executive teams, evaluating them against measurable criteria for business impact and long-term outcomes. When you’re responsible for leading a company or developing executive talent, you need programs that deliver measurable results rather than theoretical concepts. We examined programs based on their ability to drive actual business outcomes, provide accountability structures and enable long-term leadership transformation. Our analysis shows that the most effective leadership development programs combine expert facilitation and peer learning with structured accountability systems. Below are the top 8 programs that consistently produce results for leaders and organizations. Ranking Criteria We evaluated leadership development programs using 5 critical factors that determine real-world effectiveness: Business Impact Measurement (30%): Programs must demonstrate quantifiable improvements in business performance, revenue growth and decision-making quality through member outcomes and third-party validation. Peer Learning Quality (20%): The caliber and relevance of fellow participants directly impact learning quality. Programs with carefully vetted, revenue-matched peers provide more valuable insights and networking. Expert Facilitation (20%): Professional guidance from experienced practitioners with real P&L responsibility creates better outcomes than peer-led or academic-only approaches. Accountability Systems (15%): Effective programs include structured goal-setting, progress tracking and follow-through mechanisms that ensure participants implement what they learn rather than just consume information. Sustained Engagement Model (15%): Long-term development requires ongoing interaction rather than one-time events. Programs that offer continuous support and foster relationship-building produce lasting transformation. Top Leadership Development Programs for 2025 Top Leadership Development Programs – Descriptions & Reviews 1. Vistage Vistage provides monthly peer advisory groups for CEOs of $5M+ companies, combining professional executive coaching (Chair) facilitation with structured accountability systems. Members work through real business challenges using proven frameworks while building sustained relationships with non-competing peers. For those seeking to expand leadership development to their C-level teams and beyond, Vistage offers tailored programs for every level of leadership in an organization: the Key Executive Program for the CEO’s direct reports, the Advancing Leader Program for experienced managers and team leads, and the Emerging Leader Program for high potentials and rising stars. • Business Impact Measurement: Vistage members have a history of growing 2.2x faster than non-members and sustaining their businesses 4x longer than average companies. Member companies report consistent improvements in revenue growth, decision velocity and operational efficiency. • Accountability Systems: Monthly progress reviews with both peer groups and individual Chair coaching create multiple layers of accountability. Members set specific business goals and track measurable outcomes. • Peer Learning Quality: Groups include 12-16 CEOs from non-competing companies generating $5M+ in revenue, ensuring relevant operational complexity and strategic insight exchange. • Expert Facilitation: Accomplished Chairs with 15+ years of P&L responsibility guide sessions using proven issue-processing methodologies developed over 65 years. Summary of Online Reviews Sustained Engagement Model: Monthly full-day meetings, combined with individual coaching sessions, foster ongoing relationships that deepen over time, rather than ending after Vistage members report “doubled the annual revenue to $22 million” and “business has grown significantly — up 30%.” Members consistently cite strategic guidance: “they recommended acquisition as my best option… within 3 months, I acquired a company” with measurable accountability driving results. 2. Stanford Executive Program Stanford’s Executive Program provides intensive leadership education through case studies and strategic frameworks, complemented by networking with global executives. The program focuses on building critical thinking capabilities for senior leaders. Business Impact Measurement: Participants report improved strategic thinking and expanded professional networks, though quantifiable business outcomes vary significantly across participants. Accountability Systems: Limited to program duration with some alumni networking opportunities, but lacks ongoing accountability structures for implementation. Peer Learning Quality: Attracts high-caliber international executives and entrepreneurs, creating valuable networking opportunities with diverse global perspectives. Expert Facilitation: World-class Stanford faculty with strong academic credentials and consulting experience to guide curriculum delivery. Sustained Engagement Model: Intensive residential format with GSB Alumni Status after program completion, but limited ongoing structured support. Summary of Online Reviews Stanford Executive Program participants call it “the best program in the world” and report “SEP gave me brilliant knowledge to transform our organization, while establishing a worldwide network of connections.” Participants describe how “it widened the realm of what’s possible” for career transformation. 3. Harvard Business School Executive Education Harvard’s Executive Education programs utilize a case-study methodology and draw on world-renowned faculty to develop strategic leadership capabilities. Programs range from short courses to extended leadership development tracks. Business Impact Measurement: Strong brand recognition and networking value, with participants reporting enhanced strategic perspective and career advancement opportunities. Accountability Systems: Program-specific assignments and peer feedback during sessions, but minimal post-program accountability structures. Peer Learning Quality: Attracts senior executives from Fortune 500 companies and international organizations, creating high-value peer connections. Expert Facilitation: Harvard faculty bring academic excellence and consulting experience, although they may have limited hands-on operational leadership experience. Sustained Engagement Model: Intensive program format with alumni access but relies primarily on individual initiative for ongoing development. Summary of Online Reviews Harvard Business School participants report “the program was instrumental in helping me secure my new position as CEO” and describe the experience as “completely life changing. It’s changed how I look at the world.” Participants note building confidence at “this incredible institution.” 4. Center for Creative Leadership The Center for Creative Leadership specializes in behavioral leadership development, combining assessments and feedback with experiential learning. Programs focus on self-awareness and interpersonal effectiveness. Business Impact Measurement: Strong focus on leadership behavior change with documented improvements in 360-degree feedback scores and team effectiveness measures. Accountability Systems: Includes action planning and some follow-up coaching, with structured feedback processes throughout program participation. Peer Learning Quality: Mixed participant backgrounds from various industries and company sizes, providing diverse perspectives but varying relevance. Expert Facilitation: Specialized leadership development facilitators with behavioral psychology backgrounds and practical coaching experience. Sustained Engagement Model: Multi-month programs with coaching support and some ongoing development resources for continued growth. Summary of Online Reviews Center for Creative Leadership participants describe “nothing short of transformative” experiences that provide “insights into how my personality traits drove my behaviors and the impact those had on other people.” Members value the “dynamic environment” for leadership exploration and strategic development. 5. Dale Carnegie Leadership Training Dale Carnegie offers practical leadership skills training through workshops focused on communication and interpersonal effectiveness, building team leadership. Programs emphasize confidence-building and relationship management. Business Impact Measurement: Participants report improved communication skills and team relationships, with some documentation of productivity improvements. Accountability Systems: Workshop assignments and peer practice sessions provide accountability during program participation with limited post-training follow-up. Peer Learning Quality: Open enrollment attracts leaders from various backgrounds and company sizes, creating networking opportunities with mixed strategic relevance. Expert Facilitation: Trained facilitators utilize a proven curriculum that emphasizes practical skill development and confidence-building. Sustained Engagement Model: Multi-session workshop format with some ongoing reinforcement materials and practice opportunities. Summary of Online Reviews Dale Carnegie participants report “my self-confidence is sky high” and immediate career advancement: “halfway through this course, I was promoted to Director, and now I manage 100+ people.” Graduates gain hiring advantages with “full-time position” offers over internships. 6. Franklin Covey Leadership Franklin Covey offers leadership development based on Stephen Covey’s principles, emphasizing personal effectiveness, trust-building, and organizational culture transformation. Business Impact Measurement: Organizations report improvements in employee engagement and culture metrics, with some productivity gains documented. Accountability Systems: Includes planning tools and some follow-up support, though implementation depends heavily on organizational commitment. Peer Learning Quality: Corporate-sponsored participants from client organizations, creating internal networking but limited external peer learning.  Expert Facilitation: Certified facilitators trained in Franklin Covey methodology with a focus on principle-based leadership development. Sustained Engagement Model: Multi-day workshops with organizational implementation support and ongoing resource access. Summary of Online Reviews Franklin Covey participants describe profound impact: “This session has changed me inside out,” and professional improvements, including “I have grown in the organisation, improved my organising skills.” Participants note “Franklin Covey programs have been an eye opener” for cross-functional communication enhancement. 7. Korn Ferry Leadership Development Korn Ferry combines leadership assessment with development programs, leveraging their executive search expertise to create leadership profiles and development plans. Business Impact Measurement: An assessment-driven approach provides a measurable baseline and progress tracking, with some correlation to improvements in leadership effectiveness. Accountability Systems: Assessment follow-up and coaching support provide some accountability, though it varies by program design and organizational commitment. Peer Learning Quality: Program participants are typically from client organizations, creating valuable internal networking with limited external peer exposure. Expert Facilitation: Korn Ferry consultants bring executive search perspective and assessment expertise to leadership development programs. Sustained Engagement Model: Assessment-based approach with coaching support, though ongoing engagement depends on organizational program design. Summary of Online Reviews Korn Ferry participants call it “simply the most important development experience in my long professional life” and report “life-changing experience” that “completely shifted my thinking about myself as a leader.” Members value getting “what I really needed” through assessment-driven insights. 8. Gallup Leadership Development Programs Gallup offers strengths-based leadership development programs that utilize assessment tools to pinpoint individual strengths within teams and organizations. Their programs combine the CliftonStrengths assessment with workshops and coaching designed to enhance leadership effectiveness and employee engagement. Business Impact Measurement: Organizations using Gallup programs report measurable improvements in employee engagement metrics, though business impact varies significantly based on implementation quality and organizational follow-through. Accountability Systems: Assessment-based approach with structured follow-up sessions and coaching support, though long-term accountability depends heavily on organizational commitment and internal champions. Peer Learning Quality: Programs primarily focus on internal team development within client organizations, offering limited opportunities for external peer learning or cross-industry insights. Expert Facilitation: Gallup-certified facilitators deliver a standardized curriculum based on CliftonStrengths methodology, with training in assessment interpretation and organizational development principles. Sustained Engagement Model: Programs range from one-time assessments to multi-month engagements with coaching support, though ongoing development typically requires additional organizational investment and program renewals. Summary of Online Reviews Gallup program participants comment that “it’s the best investment someone could make” and that the “time invested in the sessions was always worth it.” One member noted that the experience “really allowed me as a manager to use my team in a more sophisticated way.” Specialized Leadership Development Categories Best Leadership Programs for Executive Teams These are the best programs for CEOs in executive development programs who want to offer leadership development training to their teams. Rank Program #1 Vistage Leadership Development Programs #2 Harvard Advanced Management Program #3 Wharton Advanced Management Program #4 Stanford Executive Leadership Development Best Leadership Programs for Local Networking These programs are ideal for individuals seeking local networking opportunities and referral groups that prioritize connections with local business owners. Rank Program #1 Business Network International (BNI) #2 Local Chamber of Commerce CEO Forums #3 YPO Regional Chapters #4 Vistage Small Business Program Best Leadership Programs for Emerging Leaders These programs are ideal for CEOs and small business owners at the beginning stages of their leadership journey. Rank Program #1 Vistage Small Business Program #2 Center for Creative Leadership: Emerging Leaders #3 Franklin Covey Emerging Leaders #4 Dale Carnegie Emerging Leader Institute Why CEOs Choose Vistage for Leadership Development If you’re evaluating leadership development programs for yourself or your executive team, you need more than classroom learning. You need practical support that drives business results through real-world application. For Your Development You get monthly sessions with CEOs facing similar challenges, guided by a Chair who’s walked in your shoes. Instead of theoretical frameworks, you work through actual decisions affecting your business using proven methodologies. For Your Executive Team Your leadership team members gain access to specialized programs designed around the operational challenges they face daily. They learn from peers managing similar responsibilities while developing skills that directly impact their business performance. Measurable ROI Unlike programs that end after a few weeks, Vistage creates sustained accountability that ensures implementation. Members consistently report faster decision-making, improved strategic clarity and stronger business performance. Local Impact with Global Resources You work with leaders in your market who understand your business environment while accessing insights from 45,000 members across 40 countries when specialized expertise is needed. The investment in leadership development pays dividends when it’s structured for real-world application rather than academic theory. Vistage provides the accountability, peer insight and expert guidance that transforms how you lead and how your business performs.

By Trent Lee — The CEO’s Sage One of the most common traps I see in growing businesses is this: They measure everything… except what actually moves the business forward. Leadership teams often show me dashboards packed with KPIs—revenue, margins, pipeline, utilization—and assume they’re in control of execution. So I ask:“Which of these metrics helps you course-correct before a result shows up in your P&L?” Crickets. This is where the third pillar of execution comes in: Balanced Metrics . Lagging vs. Leading: Know the Difference Most companies are over-reliant on lagging indicators—metrics that tell you what’s already happened. Revenue, profit, EBITDA… important? Absolutely. But they’re the outcome, not the input. To manage execution in real-time, you need leading indicators—those signals that tell you if your strategy is working before the financials come in. Want to improve revenue? Then track:  • Number of sales conversations held • Proposal-to-close ratios • Follow-up velocity • Referral rates • Net Promoter Score • Employee engagement These are the gears that turn the revenue engine—not just the readout at the end of the month. What a Balanced Scorecard Looks Like A strong, execution-focused scorecard includes metrics across five categories: 1. Financial – Revenue growth, margins, cash flow 2. Customer – Retention, satisfaction (NPS), complaints 3. Internal Process – Efficiency, cycle times, error rates 4. People & Culture – Turnover, engagement, training completion 5. Sales Activity (Leading Indicators) – Daily/weekly outbound touches First-time meetings booked Conversion rates at each sales stage Sales cycle length CRM hygiene & pipeline velocity Sales activities are often overlooked but are essential execution indicators. They reflect effort, focus, and momentum—all critical levers in B2B and service-based businesses. The Problem with Misaligned Metrics Many leadership teams say they want innovation, agility, or customer intimacy—but then measure only financial efficiency. That’s like saying you want to lose weight, then only tracking how much you spend on groceries. If your metrics don’t align with your strategy, your teams will chase the wrong goals with perfect precision. Final Thought: Don’t Measure for Measurement’s Sake Metrics should drive conversations, decisions, and accountability—not fill dashboards to make us feel productive. Here’s a rule of thumb I share with CEOs: Just because you can track a number doesn’t mean you should. Ask yourself: “Would I do anything differently if I had this data?” If the answer is no? Don’t track it. Balanced, intentional metrics turn confusion into clarity—and strategy into execution. — Trent Lee helps CEOs and leadership teams scale execution by aligning strategy, leadership, and performance systems. Connect on LinkedIn or visit www.compassleadershipadvisors.com to learn more.

By: Patrick Ungashick This is Part 2 of a three-part article series. In Part 1 of this series, we examined how to handle the stream of inquires that you may receive about potentially selling your business. We also discussed how to conduct an introductory call with a inquirer if you decide to investigate that opportunity, including important mistakes to avoid and information you should gather. Finally, we left off with asking the potential buyer to send a non-disclosure agreement (NDA) if you wish to continue the discussion with that party. From this point, let’s look at the next steps. Step 1: Engage a mergers and acquisitions (M&A) lawyer to review the NDA on your behalf. Too many business owners skip this step because NDAs appear short and harmless. Do not make that mistake. A small legal bill can protect you and your company against big potential problems later. Use a lawyer who is an M&A specialist. M&A is a highly specialized legal field. Just as you would not ask a general practitioner medical doctor to do heart surgery, do not ask a general-purpose attorney to do M&A work. Your M&A lawyer will review the NDA and, if necessary, recommend edits. NDAs are usually not contentious, so if this potential buyer becomes difficult to work with on the terms of the NDA, then you might have just learned that it’s time to conclude discussions with this party. Step 2: Getting your M&A lawyer to approve the NDA is usually simple compared to this step. Before you submit the signed NDA, you must be ready to provide the potential buyer with the information they are going to ask for. In most cases, your potential buyer will immediately ask for financial reports starting with your company’s previous three to five years’ income statements and balance sheets, and additionally the company’s current financial results year-to-date. Do not sign and submit the NDA until you have these reports available and up-to-date, and specifically formatted to share with a potential third-party buyer. Many owners will not have these reports already formatted in the necessary manner, so let’s examine that issue. Step 2a: Review the financial reports to remove any overly sensitive information that may be visible, such as the names of specific customers, distributors, vendors, lenders, or employees. Rename or redact any protected information. Step 2b: Make sure that the income statement shows the company’s adjusted EBITDA. If you are 100% certain that the company financial report accurately shows the adjusted EBITDA, then you can proceed to Step 3 below. If your company has not historically tracked adjusted EBITDA (and many companies don’t), or if you are not fully certain about what constitutes adjusted EBITDA and how to calculate it, keep reading. In many situations, potential buyers will typically first look to a company’s adjusted EBITDA to determine their interest in acquiring that company and at what price. EBITDA stands for Earnings Before Interest, Taxes, Depreciation and Amortization. Contrary to popular perception, EBITDA does not calculate a company’s profitability. However, buyers put such importance on EBITDA because it shows the company’s current earnings power. Many owners do not regularly calculate EBITDA while operating their company, instead focusing on revenue and profits. Yet for most buyers, EBITDA is the first and most important step in determining what they will pay for a company. If that’s EBITDA, then what is adjusted (also described as “normalized”) EBITDA? Like many business owners, you might not always make decisions that maximize your company’s EBITDA. Often you have other priorities, most commonly minimizing taxes. Many tactics that reduce taxable income also artificially reduce EBITDA. Common examples include: Above-market compensation: If your salary exceeds the amount that you could reasonably pay somebody else to perform your job, your extra above-market compensation reduces the company’s earnings, hence lowering EBITDA. Company-paid expenses: EBITDA is also lowered by ownership-related perks such as vehicles, expense accounts, travel reimbursement, and large retirement plans contributions. Inflated lease: If you own an office building and lease it to your company at a higher rental rate than might be available from another landlord, the extra rent lowers the company’s taxable earnings and also reduces EBITDA. Additional payroll costs: Putting family members on payroll with generous salaries is a common tactic for many privately held companies, but also lowers the company’s EBITDA. A company’s EBITDA is not always understated. Other business decisions can cause EBITDA to be overstated. For example, if you are paying yourself a below-market salary, perhaps to free up cash to reinvest into the company or because you take the lion’s share of your income in the form of profit distributions, then the company’s initial EBITDA may be higher than it otherwise would be if you were paying yourself market-rate wages. Many issues can impact EBITDA positively or negatively, including accounting methods, employee benefits programs, and product development costs. The bottom line is that many privately held companies either do not track their EBITDA, or their initially reported EBITDA has not been adjusted to reflect business decisions that may understate or overstate the figure from the perspective of an outside third-party buyer. Calculating your company’s adjusted EBITDA involves carefully reviewing these issues and preparing a true picture of company earnings. Items that artificially understate EBITDA are “added-back” into the figure, and items that overstate EBITDA (“negative add-backs”) are subtracted. The math is not difficult, but it is essential that you or somebody working with you has deal experience and knows the normal and customary adjustments to take. Buyers typically want to see the prior three to five years’ financial statements, so it is imperative to have adjusted the EBITDA where necessary over that entire period. Otherwise any of the following problems can occur: If your EBITDA is artificially understated, as is common, offers from buyers may be lower than otherwise possible. For example, if a buyer offers to pay seven times the earnings for your company, then every $1.00 that your EBITDA is understated will cost you as much as $7.00 off your sale price. If your EBITDA is overstated, this will likely come out during negotiation or the due diligence process, throwing a rather large wrench into your plans to sell the company for a certain price. For example, a buyer paying seven times the earnings may reduce its offer price by $7.00 for every $1.00 that EBITDA is discovered to be overstated. Whether under or overstated, if you and the potential buyer cannot agree on what the accurate adjusted EBITDA is, it will be hard to reach agreement on the company value and other important figures, undermining your chance to sell the business. If your company does not have financial statements ready for a buyer to review—and this is common—then you must temporarily pause the discussion with this inquirer until the company reports have been properly reviewed and recast. Explain to the potential buyer “You contacted me, and my company financial records are not yet ready for a buyer. We both know that this common when a company is not being marketed for sale, which mine is not. My team and I will get our reports ready and then I will get back to you.” Be prepared for your potential buyer to press you to keep talking and even meet with them, because they want to keep you close and extract more information from you. In most cases it will be best to resist having any more conversations until your documents are ready. If the potential buyer is legitimate and their interest in your company is genuine, usually they will wait a few weeks while you get the company’s financial records in order. To calculate and track the company’s adjusted EBITDA, you need people on your team who are familiar with the exercise and understand how potential buyers view these issues. If your company has a chief financial officer (internally or outsourced) that has guided companies of your size through acquisitions, then he or she can likely do this work. If nobody on your current team has this experience, then in Part 3 of this article series we will discuss advisors who can help with these calculations before you sell. Step 3: Start doing your homework. If you chose to go forward with this potential buyer, the next step will be a bigger one than many business owners fully appreciate. Up to this point likely you have had a brief conversation or two with the potential buyer, and you have not shared a lot of details about your company and your personal situation and goals. (Hopefully you have not.) However, once you sign the NDA and submit the company’s financial data, your conversations with this potential buyer will rapidly expand and dig into greater detail about your company and you. What started as a harmless little inquiry can quickly become a time burden and confidentiality risk. The potential buyer often will bring more people from its team into the conversations and will pivot into asking for more information and documents. They will also want to meet and may ask to visit your facilities—a scary proposition if employees or customers learn what you are considering. The entire time, you will be sharing detailed information with a company that either is a competitor or might be one in the future if they don’t acquire your company but later buy another. Your potential buyer likely has acquired many companies and possesses a team of experienced staff and expert advisors. In contrast, if you are like most owners then your company may be one of the few and perhaps the only company that you ever sell. You cannot take the risk of going forward without doing your homework to be prepared. You must learn what it takes to sell a company, evaluate if you are truly ready, and assemble your own team to guide you through the process. NAVIX has three free resources designed to help business owners in your situation prepare for your next steps: Download our free white paper “Top 10 Signs You are Not Ready to Sell Your Company”. Just like any important decision, the question of selling your company should not be made hastily. Every business owner and every company are unique, yet there are some universal signs that business owners can use to help determine if they are ready to begin the sale process. Overlooking any one of these signs can lead to a significant amount of lost value or derail the sale altogether. Because most business owners exit only once, it is important to learn what is involved in getting ready to sell—otherwise you risk discovering half-way through that you missed something critical. This white paper explores each of the ten signs and offers resources to help owners address each issue. At the conclusion, the white paper identifies further steps to help you prepare for the sale of your company. Watch our free on-demand webinar “Knock Knock!...How to Know if the Potential Buyer at Your Door is a Waste of Time or the Opportunity of a Lifetime.” This educational webinar explores how to recognize if a potential buyer is serious, how to evaluate the situation quickly, effectively and in the safest way (especially if the inquiry comes from a competitor), and how to sell your company without the cost and risks of a full sale process. Contact us to schedule a complimentary and confidential phone or video call to discuss your situation . Since 2009 we have helped about 500 business owners prepare for exit, and we are glad to learn about your situation and offer any assistance that we can.

By: Andrew Barks When the laptop is always open, is business ever closed? Such is the dilemma of the infinite workday . It’s not just HR and business leaders who suffer from a work world without borders. The expectation to be constantly available is taking a significant toll on employee well-being and, crucially, their engagement. This isn’t just about longer hours. It’s about the pervasive nature of work creeping into every corner of personal time. Employees are logging on earlier and staying online later, navigating a relentless stream of ad-hoc meetings and messages that often come at the expense of focused productivity – or worse, their mental health. While AI can streamline some tasks, it can also inadvertently amplify the pressure, creating a constant state of disruption. For HR professionals, the impact is particularly acute, often experiencing a “triple peak” of communication before, during, and after traditional work hours. This unsustainable pace leads to burnout, stress, and a significant decline in overall job satisfaction. We’ll dive deeper into this discussion during August’s Perspectives webinar . Reclaiming personal and professional space When employees are perpetually on, they lack the essential time and space for recovery, personal pursuits, and family. This constant state of vigilance and pressure undermines their sense of control and autonomy, ultimately threatening their disengagement. They become less invested, less creative, and ultimately, less productive. At that point, boosting employee engagement is less about understanding the sentiment itself than it is clearing the creative clutter. Reclaiming time and setting healthy boundaries aren’t just personal preferences. These are critical components of a thriving, engaged workforce. Organizations must recognize the true impact of the infinite workday, raise concerns with leadership, and empower managers and employees to establish boundaries. Only by avoiding the always-on trap can we cultivate an environment where employees feel valued, respected, and genuinely engaged in their work.

Bob Prosen likes to say he has a superpower. It may not be a sexy superhero trait like flying or x-ray vision, but it’s a skill any CEO or business leader should admire. Prosen makes complex problems simple so companies can make faster, better decisions. That same approach is helpful when developing action plans to improve leadership skills. “In business, when you try to implement something complicated, it’s very difficult, and every CEO would tell you that,” says Prosen, CEO of The Prosen Center for Business Advancement. “What we should do is break it down into some very basic things to get done.” Prosen’s philosophy works not only for business growth, but for personal development as well. Leaders should have practical, structured action plans to improve leadership skills and grow personally and professionally. Whether you’re a first-time CEO or an experienced leader, having a well-defined plan can enhance your ability to navigate challenges, align leadership development with organizational goals, and drive meaningful change. Developing that action plan may sound complex, but by taking Prosen’s philosophy to simplify the complex, leaders can quickly discover opportunities to learn and grow — all while pushing their company forward. “One of the best ways to achieve goals is to actually set them,” says Barbara Trautlein, principal at Change Catalysts. “We all have very good intentions about what we’re going to accomplish, but so often the urgent takes precedence over the important, so if we have a structured action plan … (there’s) just a higher probability that it’s going to get accomplished.” Assessing Current Leadership Competencies Before you can develop an action plan to improve leadership skills, you need to first understand who you are as a leader. To do that, you need to conduct comprehensive self-assessments. There are several assessment tools available in the business space. Prosen offered his perspective on when each tool should be used, as well as the advantages and disadvantages of each: CliftonStrengths – For building on people’s natural talents and increasing morale. Culture Index – For building a performance-based culture and evaluating natural traits like autonomy and pace. DiSC – For improving communication, reducing friction, and increasing team collaboration. Hogan Assessments – For evaluating personality strengths and derailers under stress, often used in C-suite hiring. Myers-Briggs Type Indicator – For building mutual respect and understanding of personality differences. Predictive Index – For predicting performance and reducing turnover by matching people to job profiles. Assessment Tools Overview

By Trent Lee — The CEO’s Sage How does a leader inspire employees to execute the company’s vision? It’s a question I ask often—and the answers usually sound like motivational posters. But execution doesn’t happen through slogans or charisma alone. It happens through trustworthy, transparent, and intentional leadership. In my experience coaching CEOs and leadership teams, it comes down to three key requirements: 1. Credibility Let’s be blunt: people won’t follow a leader they don’t trust. Credibility starts with clarity. A compelling message can’t be vague, confusing, or loaded with corporate-speak. Your team needs to understand what the strategy is—and why it matters. That message must be delivered consistently and backed by action. Great leaders don’t overpromise and underdeliver. They say what they mean, do what they say, and follow through 100% of the time. Your credibility also grows through how you handle adversity. When things go sideways (and they will), do you own the outcome? Do you maintain composure? Trust isn’t built in comfort—it’s built in the messy middle.

Value Builder Analytics, drawing on proprietary data from over 80,000 business owners, found that companies that can run without the owner for at least three months are twice as likely to receive an acquisition offer above 6x EBITDA. The concept is simple. The execution? Not so much. Take Kristie Shifflette for example. She was an early master franchisee with Orangetheory Fitness [JW1] , a one-hour, coach-led workout that uses heart rate zones to boost calorie burn during and after exercise. When she opened her first location, she did it all—marketing, hiring, payroll, and even handling construction headaches. It worked but only because she was working constantly. As she expanded, things started to break. With two locations, she was stretched. At three, it became clear: The model only worked when Kristie was the model. She knew she needed to change. Kristie stopped focusing on being in the business and started focusing on building the business.

By: Patrick Ungashick If you are like most business owners, you probably receive a regular flow of emails and phone calls seemingly offering to buy your company. Private equity (PE) firms and strategic buyers are sitting on record amounts of cash and must make acquisitions to hit their business objectives. Everyone is waiting for the flood of baby-boomer business owners selling their companies, but it never seems to come. As a result, there is too much money chasing too few acquisition opportunities. While this is generally a good thing for business owners, a stream of unsolicited offers or inquiries can grow into an unwelcome time sink if not handled correctly. Also, if you are not careful in how you respond to these offers, you can harm your company by potentially sharing sensitive information with a competitor or sparking rumors that your company is on the market. So, what steps should you take when you receive an unsolicited offer? Part 1 of this series covers your first steps upon receiving an unsolicited inquiry. Part 2 will explore how to proceed if you have had an initial conversation and wish to continue. Part 3 addresses what advisors you need if you decide to potentially pursue a sale in the near term. Step 1: Determine who the inquiry really is from. To evaluate if an inquiry is legitimate, you must know who sent it to you. Sometimes, the sender will fully disclose their identity, but in other situations the sender may be intentionally vague. If it’s not immediately clear who the sender is, look for the key phrases below to match wording with the type of buyer. “I am working with several buyers…” This wording reveals that the sender works as a broker at an investment bank, boutique M&A firm, or business brokerage firm. “I represent a firm looking to make acquisitions in your industry…” This phrasing indicates that the sender is either a broker, as above, or an independent search agent for private equity firms. “We are a well-funded buyer with a history of interest (or past acquisitions) in your industry…” This language indicates that the inquiry is coming directly from a PE firm. “My employer, Acme Corporation is ...” This is a strategic buyer, most likely in your industry. Step 2: If you are 100% sure that you are not interested in selling your company now or for at least several years, then file or trash the inquiry according to the following guidelines: Investment Bank or Broker Inquiries: These inquiries can be trashed. The veneer of working with buyers is meant to conceal the fact that the sender is simply fishing for clients. Bankers or brokers will not be hard to find when the time comes, so usually there is no need to hold onto these inquiries. Search Agent Inquiries: These inquiries can also be discarded. Search agents are typically employed by PE firms. They are given broad search parameters and typically work for many different buyers. In the near term, these inquiries provide very little information about the level of interest, and the agent will resist telling you who the actual buyer is until after you’ve wasted a lot of time. There is little value in saving the inquiry because, by the time you are ready to sell, the agent will be on to other searches and industries. PE Inquiries: These inquiries indicate that the PE firm has a genuine interest in your industry. Create a file and name it “Future Buyers List.” Store private equity firm inquiries there. If the firm is successful, it likely will still be in the market for acquisitions when you are ready to sell. Strategic Buyer Inquiries: Store these inquiries as well in your “Future Buyers List” file. You may already know about the buyer if you compete with them. Nevertheless, save the actual inquiry because it will have contact information for the person to reach out to when it comes time to sell your company. Step 3: If you might be interested in exploring the sale of your company in the near term, take the following actions: a. Look up the inquirer online at their website or at LinkedIn to gain more information. Search if their company has made other acquisitions and announced those purchases in the media. b. Reply to the inquiry to gain more information. The inquirer will want to set up a call or meeting—try to limit this to a call because that takes less time and in turn reduces the risk you will say too much. Experienced buyers know that many sellers usually say too much too soon and take advantage of this. c. During the call, stick to these points: a. Ask or verify who the sender is if you don’t know already. b. At some point they will ask why you agreed to take the call. State that your company is not for sale (which is true—they contacted you) but as a prudent owner you keep an eye on the market. c. As early as possible into the call, ask what is their search profile? This potential buyer will have a list of characteristics that they are looking for in an acquisition, such as company size, location, growth rate, operating method, team credentials, proprietary technology, market share, etc. They should readily share their search profile with you. d. Introduce yourself and your company in the same way you as would introduce yourself to a potential new customer or new hire. e. The sender will ask questions about you and your company. Follow the “New Customer or Hire Rule” when answering any questions. If the question asks for information that you would comfortably share with a potential customer or new hire candidate, then answer that question. If the question asks for information that you would not typically provide a potential customer or hire, then politely decline to answer at this time. (Common examples of information that you do not share includes your company revenue, profits, customer names, key employee names, ownership structure, growth strategy, etc.) Always keep in mind that this other party is either a competitor or may be one in the future. f. You do NOT state what price you would take to sell the company—some aggressive inquirers will ask, and you cannot fall into this trap. Any number you give reveals too much and sets the ceiling for the maximum price this party will ever pay for your business if the conversation ever gets that far. Some people believe it’s good to name your price up front, because you save a lot of time if the buyer is unwilling to pay your amount. Wrong. Buyers ask because they know the negotiating rule that “Whoever speakers first loses.” You need to remember too. d. At the end of the call, if your company is incompatible with their search profile, simply state this and thank them for their time. Do NOT explain why your company does not fit their profile, such as if your company is too small. Again, you are talking to a competitor or possible future competitor. Do not give sensitive information. e. If your company seems to fit their search profile, and if you wish to continue the discussion, ask them to send you an NDA (non-disclosure agreement) as the next step. Let them know you will get back to them after you and your attorney have reviewed the NDA. Once you say that you wish to continue the conversation, the potential buyer will be eager to get more information from you and/or set up a follow up call or meeting. After all, you are a fish nibbling on their hook. You must politely resist until you are ready to proceed. And it is important to understand that most owners are not ready to proceed. Your company was not for sale (at least not yet) and therefore you likely have to take a few steps to make sure you are ready before proceeding.