Monthly Archives: January 2020


Pain Relief in Business: Return on Investment vs Return on No Investment


by on Jan 30, 2020 2:23 PM

Return on Investment vs Return on No Investment

There’s lots of talk about Return on Investment but what about your Return on No Investment? Not sure what I mean. Let me explain. In November 2018, I heard that Tony Robbins, the inspirational coach was coming to Newark, NJ for one of his “Unleash the Power Within” weekend seminars. It sounded intriguing so I signed up.

The theme of the weekend reflected one of Tony’s famous quotes:

“Change happens when the pain of staying the same is greater than the pain of change.”

While at the seminar, I started thinking about my approach with clients. I often used Tony’s quote with those who were struggling with financial, strategic or organizational issues. I clearly saw that they were held back by their limiting beliefs and referencing his quote was the first step to trigger their journey into self-awareness. Once my clients named the pain, the real work could begin.

My next course of action entailed rationalizing what the ROI (Return on Investment) could be if they made specific changes to their business. I would like to say that this method worked all the time but alas, life is not that easy. Even though the pain was great, and they understood the positive aspects of change, some of my clients still did not budge due to fear of the unknown.

ROI (Return on Investment) vs. RONI (Return on No Investment)

The teachings from the seminar prompted me to change my perspective and I was grateful for the experience. Coming into the office after the weekend, Trilogy’s Integrator, Andrea Grubb, posed the question, “What would have been the cost if I had NOT gone to the seminar?” In other words, what would have been my Return on No Investment? I’ll tell you that I would not have uncovered insights hidden deep within me.

I’ve now incorporated RONI into my dealings with clients and it’s proved beneficial. Think about where you’re stuck and do this simple exercise:

What’s the ROI if I make significant changes?

What’s the RONI by remaining stuck?

I had an amazing experience at the seminar as it provided me with many “Aha” moments. Hearing people’s challenges and contemplating my issues was very cathartic. If you’re feeling stuck and need some advice or a sounding board, contact me for a free consultation.


About Hal Levenson

Hal Levenson is the Founder and Chief Visionary Officer at Trilogy Partners. Trilogy Partners is an advisory & implementation firm whose mission is to help companies grow and transform.  We accomplish this by focusing on 3 critical business areas: Financial, Strategy & People.

Family Owned Insurance Agency


by on Jan 23, 2020 3:23 PM

Borden Perlman Insurance

A privately held, multi-generation, family-owned insurance agency serving individuals and organizations for over 50 years.

Background

The company is growing and engaged Trilogy Partners to address three immediate concerns:

  1. As partners begin to consider a transition to their respective next generation, roles and responsibilities need to be defined so that they are well positioned to step in at the appropriate time.
  2. Following an acquisition for a new line of business, they sought help to integrate the two offices, improve communications in and between offices, and promote behavior to increase sales and improve client retention.
  3. How to position high-potential individuals to take on new roles and responsibilities.

Trilogy Guided Solutions

STRATEGY

  • Built a working roadmap to define corporate objectives, targets, and strategies
  • Clarified services and relative strength compared to competitors
  • Identified 3-5 Critical Success Factors and action steps to implement
  • Helped ensure implementation of roadmap and transition plan
  • Reviewed current & future Organizational charts to assess current & future roles
  • Provided clarity in role, authority and responsibility for key members of leadership team

PEOPLE

  • Utilized assessment tools to identify competencies and gaps enabling the development of tailored leadership and skills development plans
  • Designed and implemented a path for individuals to grow and take on more responsibility
  • Offered One-on-One coaching for high potential individuals to become stronger managers, leaders and producers
  • Provided Team Leadership Development to bring next-generation leadership together as a functioning team

Results

  • Roadmap completed with clear and focused objectives; plan debriefed and distributed to leadership team
  • Identified Strategic Plan Ambassadors to implement plan; developed accountability process and communication plan for all employees
  • Organization is more aligned and cohesive, producing effective efficient processes
  • One-on-one coaching with former owner of acquired business raised awareness and optimism leading to better communication, more tangible and positive outcomes, and higher productivity
  • High potential individuals are developing business and leadership skills including: communication, conflict resolution, collaboration, delegation, time management, quality assurance, process improvement and most importantly, how to function as a highly effective and accountable team
  • Owners are delegating so that their activities can provide the highest ROI to the company
  • Owners are moving with purpose to ensure a successful transition while minimizing attrition and ensuring client retention

Both Sides of the Coin: Fundamental & Behavioral Disciplines


by on Jan 23, 2020 3:08 PM

Fundamental Disciplines & Behavioral Disciplines

In my role as an advisor, I’ve encountered many owners who are frustrated with their company’s lack of growth. Oftentimes, they feel that if only their sales increased, then all would be well. That may be the answer in some cases, but through Trilogy’s deep analysis, we often find that the root cause of their challenges lies in both the Fundamental & Behavioral disciplines of business.

Fundamental disciplines are the tangible aspects of your business that make up the day-to-day building blocks consisting of:

Operations Management – steps and procedures that are updated and constantly improved to drive quality, efficiency, increase revenue, control costs and mitigate risks

Financial Management – reporting and analysis, KPI’s, budgets and forecasts

People/Organizational – internal structure made up of employees whose skills and experience align with the needs of the organization

Marketing, Sales, & Customer Service – branding your core message, generating qualified leads, closing sales and nurturing satisfied customers

Strategic/Continuity Planning – a formalized plan of attack that has critical success factors, defined timing and measurable actions

Behavioral disciplines are the intrinsic and intangible elements that are generated by and involve everyone in your organization. This is the soft stuff that is too often set aside but is central to effectiveness.

Attitude – the personal choice about how one sees the “glass of water” (half full or half empty)

Trust – the ability to be authentic, non-judgmental, and vulnerable

Communication – clearly expressing what you mean, meaning what you say, and saying it respectfully

Conflict / Tension – addressing and encouraging opposite points of view in order to have healthy and productive tension

Accountability – taking ownership of one’s actions

Courage – taking risks and stepping outside expectations

Passion – engaged, believing in what you do & why you do it

We’ve learned that it’s vital to look at both the Fundamental & Behavioral aspects of your business. What you think might be the issue may only be a small part of the problem. Frequently, stagnant growth can be tied to both sides of the coin and with proper attention, your company can achieve beyond your expectations.

Read This Case Study to see how Trilogy Partners helped a family run printing business address the Fundamental & Behavioral disciplines of their business.


About Hal Levenson

Hal Levenson is the Founder and Chief Visionary Officer at Trilogy Partners. Trilogy Partners is an advisory & implementation firm whose mission is to help companies grow and transform.  We accomplish this by focusing on 3 critical business areas: Financial, Strategy & People.

Less IS More: Why Fewer Goals Lead to More Success


by on Jan 16, 2020 3:00 PM

Fewer Goals Lead to More Successes

What are your goals for 2020? You may have a long list but setting fewer goals can actually lead to more success.

When I joined Trilogy Partners years ago, the company had just started practicing the Entrepreneurial Operating System® (EOS®) and I had no idea what it was. I had to educate myself and delved into Gino Wickman’s book Traction. I became immediately enamored by the simple, clean, and structured operating system. The thought of being accountable for quarterly goals or rocks which is a major part of EOS® was enticing to me as I thrive on actionable items.

My inclination was to go full throttle and assign myself as many quarterly rocks as I could handle which I figured was 5-7, no problem.

Fast forward 90 Days. Gulp.

There is a reason why the great Jim Collins stated, “If you have more than three priorities, you don’t have any.”

Why Fewer Goals is SMART

I learned the hard way that overreaching with too many goals, even ones individually considered SMART (Specific, Measurable, Achievable, Relevant & Time-Bound) can wreak havoc on one’s daily set of responsibilities. Quality and quantity of output can be jeopardized when one is overloaded. Tasks once considered “high priority” get put on the backburner. Inevitably, either the goals or the regular workload becomes compromised and traction, the whole point to having targets, is lost.

At Trilogy, we now take Jim Collins’ message to heart and assign no more than 3 rocks per quarter per person. To help prioritize and decipher which SMART goals to choose, we ask ourselves the following questions:

1. Is this goal in alignment with our mission, vision and values?
2. Is this goal tied into a company-wide target for the year?
3. Will attaining this goal allow for initiation of future goals?
4. Assessing the 3 goals and regular workload collectively, how much time and effort are needed for completion while ensuring overall quality?

If your company is in growth mode, it can be tempting to try to tackle several initiatives at once. But remember the benefits of having fewer goals and recognize that there is a cost for putting too much on your plate (and cleaning up the mess isn’t pretty).

Are you interested in setting fewer goals, but those that are Specific, Measurable, Achievable, Relevant & Time-Bound? Learn More about our EOS Implementation services.


About Andrea Grubb

Andrea Grubb is the Chief Integrator Officer at Trilogy Partners. Trilogy Partners is an advisory & implementation firm whose mission is to help companies grow and transform.  We accomplish this by focusing on 3 critical business areas: Financial, Strategy & People

Thinking About Transitioning Away from Your Business?


by on Jan 9, 2020 1:30 PM

Transitioning Away from Your Business

Are you thinking about transitioning away from your business? There’s a startling statistic out there for us baby boomers. According to the U.S. Census Bureau’s 2017 National Population Projections, all baby boomers will be older than 65 by 2030 which means that we need to be preparing for retirement…NOW.

At Trilogy Partners, we’ve seen the trend of business owners who are seriously contemplating the transition out of their business whether by selling, merging or shifting from the top role. I commend those owners who have the courage and foresight to recognize that their business will or should outlast them. It’s a hard pill to swallow.

When owners come to us looking for support and guidance, they often think we will start with the typical process:

1. Reviewing both company and personal financials
2. Securing a good lawyer
3. Hiring a trusted accountant
4. Analyzing the company organizational chart and business plan

While we do help with the above, it’s not the initial step we take. Rather, we ask the question, “What will you do after leaving the business?”

I believe the most important part of transitioning away from your business comes down to Purpose. Without having a purpose outside of the company, an owner will feel lost. We’ve encountered situations in which owners decided to keep things status quo since they did not have any future aspirations.

To get you started in discovering your Purpose, ask yourself the following questions:

1. What is my vision for the future?
2. How do I want to spend my time and with whom?
3. What am I interested in achieving?
4. If I had an extra 10 years to live, how would I want to spend my time?

Trilogy has a history of posing important questions like these and helping guide our clients to the answers. And it’s never too early to begin thinking about transition so Trilogy Partners & Withum Accounting are co-hosting a FREE seminar on January 28, 2020 with helpful hints. If you find yourself contemplating a transition, please register HERE or contact us for more infoamation.


About Hal Levenson

Hal Levenson is the Founder and Chief Visionary Officer at Trilogy Partners. Trilogy Partners is an advisory & implementation firm whose mission is to help companies grow and transform.  We accomplish this by focusing on 3 critical business areas: Financial, Strategy & People.

Staying Focused for Success in Business


by on Jan 2, 2020 10:32 AM

Staying Focused for Success in Business

I’m often asked about the secret to success in business. I’m tempted to run off a list of points like understanding your financials, finding a mentor, taking calculated risks, filling a need in the marketplace, etc. While those elements have undoubtedly helped in my 30 years of entrepreneurship, the secret to me is a simple concept – Staying Focused.

Staying focused is a simple concept, but adhering to it is another story.

As a Visionary and Entrepreneur, I naturally generate new ideas each day. These ideas are not burdensome to me, in fact, I thrive on them. I truly believe that each one has merit and would love to see my concepts come to light. More idea generation means more forward movement and growth. Makes sense, right?

This is where it gets tricky…it took me a while, but I ultimately came to recognize that movement does not necessarily equate to forward, positive momentum. If my team acted on all my ideas, chaos would ensue, and we’d be constantly running in circles. Instead, advancing a business forward requires a “heads down focus” approach.

Here are some of the tell-tale signs that you’re NOT staying focused:

1. Believing your business can be everything to everyone.
2. Initiatives falling by the wayside within months of completion.
3. Constantly searching for the next big “hit” for your business.
4. Noticing that your employees shrink each time you offer up an idea. (I’m only partially joking.)

Does that sound like you?

At Trilogy Partners, we know that falling off course can be quite easy to do. That’s why my team & I ask the same question in a group meeting every Monday morning: “What did I do last week to help the company achieve its annual goals?” Everyone, including me, is held accountable and expected to list their actions. It’s an effective tool that keeps us honest and more importantly reminds us to keep focused.

If you’re looking to grow your business and need some assistance staying on point, Trilogy Partners can help. Learn more by taking our FREE Readiness Check.


About Hal Levenson

Hal Levenson is the Founder and Chief Visionary Officer at Trilogy Partners. Trilogy Partners is an advisory & implementation firm whose mission is to help companies grow and transform.  We accomplish this by focusing on 3 critical business areas: Financial, Strategy & People.