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complimentary a B2B magazine for the Chesapeake Bay Region issue #7
leadership issue
CONTENTS
PUBLISHER’S LETTER
6
LEADERSHIP ACCOUNTING words by Sheri Hamberger, CPA & Heather Lalor, CPA
8
HUNTER H. HARRIS – MVP 11 words by Jamie M. Kizer
THE BEST ADVICE FOR ANY BOSS 13 words by Stephen Hall
AHOY MATEY! LETS EAT 15 words by Caroline Foster and Kristin Van Vleck
3 TYPES OF COMMERCIAL REAL ESTATE LEASES 16 words by Scott Douglas
MELANIE HARTWIG-DAVIS – MVP 19 words by Jamie M. Kizer
DIVERSITY IN THE WORKPLACE 20 words by Liz daRosa
EXPERIENCE TRUMPS ACADEMICS 23 words by Tina Corner
FAMILY BUSINESS - PART 2 24 words by Terry Schaefer REPUTATION IS NOT A DIRTY WORD 27 words by Susan Schauer John MENTALLY STRONG BUSINESS LEADER 28 words by Terry Hickey ROBERT NUSCHER – MVP 31 words by Jamie M. Kizer UNDERSTANDING PERSONALITY TYPES 32 words by Christine Hunt ERIN FREY –MVP 34 words by Jamie M. Kizer
LEIF FREY – MVP 35 words by Jamie M. Kizer
ALLISON BENNETT – MVP 37 words by Jamie M. Kizer
THE MILLENIAL PERSPECTIVE 38 words by Mark Hartzell
FUN FACTS: This cover is an original design created by Dona Rudderow Sturn (DONACO Design Communications). Notice the descriptive words used to represent the attributes of a good leader. We even left a space for “YOU”! This is a truly motivating cover celebrating the game of Leadership. Thank you Dona!
FUN-FACT DATES
Spooktakular
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Issue #7 LEADERSHIP
SEPTEMBER Be Kind To Editors & Writers Month International Strategic Thinking Month National Preparedness Month Self Improvement Month Shameless Promotion Month National Hispanic Heritage Month National Payroll Week: 1-5 Farm Animal Awareness Week: 17-24 Franchise Appreciation Day: Day 3 American Business Women’s Day: Day 22 National Museum Day: Day 24 OCTOBER Emotional Intelligence Month Employee Ownership Month Fair Trade Month National Cyber Security Awareness Month National Crime Prevention Month Photographer Appreciation Month Workplace Politics Awareness Month 4-H Week: 2-8 National Work From Home Week: 2-8 Customer Service Week: 3-7 Financial Planning Week: 3-9 World Day of Architecture: Day 3 Improve Your Office Day: Day 4 National Diversity Day: Day 7 National Chess Day: Day 9 Columbus Day: Day 10 National Boss’s Day: Day 17 Support Your Local Chamber of Commerce Day: Day 19 Conflict Resolution Day: Day 20 United Nations Day: Day 24 All Hallows Eve: Day 31
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FOUNDER & PUBLISHER Jamie M. Kizer Jamie@BizPeakeJournal.com
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CONTRIBUTING EDITORS Tina Corner Liz daRosa Scott Douglas Stephen Hall Sheri Hamburger, CPA Mark Hartzell Terry Hickey, Esq. Christine Hunt Heather Lalor, CPA Susan Schauer John Terry Schaefer
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LETTER
FROM THE
W
Leadership
ebster defines Leadership as “the power or ability to lead other people.” The timing of this, our Leadership Issue, could not be more appropriate. On November 8, 2016, we as a country will have to decide which candidate is better able to lead
is a potent combination of
us into the future, as well as respect and be responsible with the power bestowed upon them. May we choose wisely.
ZOEY, LOYAL OFFICE COMPANION
True leadership requires vision, focus, advocacy and many
other attributes, some of which are highlighted on our fabulous cover. Our Creative
strategy and character.
Director, Dona Rudderow-Sturn, designed a cover that would capture the essence of what it takes to be a leader today. It truly is a game, with tons of risk and rewards. Throughout this issue of BizPeake Journal, you will learn many ways to develop your own leadership skills and create a workplace environment that is positive and motivating. In addition to remaining mentally strong, you’ll have the opportunity to read
But if you must be without one,
about various personality types, diversity in the workplace, how to protect your reputation, and why experience trumps academics. You will also meet 6 dynamic MVP’s, two of which are brothers. Terry Schaefer returns with Part 2 of his Family Business series and our former intern, Mark Hartzell offers his millennial perspective about the GRAND-PUPS FURBY AND HOWIE WISHING A HAPPY HALLOWEEN TO ALL!
workplace and business in general. As the summer comes to an end and the boat show season begins, we thought it
Issue #7 LEADERSHIP
would be fun to share with you some fun, easy and yummy recipes that can
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be without the strategy.
be made in the galley kitchen of your boat. The recipes were created by two creative women who call themselves the “Galley Pirates.” Their business and upcoming cookbook are sure to be a huge hit! I hope that you enjoy this issue and remember that whether you’re a leader at work, home, or within your community, the role is a privilege and requires that you use your power and influence for the greater good of all. To your continued success, With love and gratitude,
JAMIE M. KIZER, FOUNDER AND PUBLISHER
Norman Schwarzkopf
help gain efficiencies, budgeting, projections, valuations, and even continued education to enhance industry knowledge. Your accountant will analyze industry trends and watch out for what your competitors are doing. Essentially, your accountant will take on anything that is in the best interest of your business. It may come as a shock when you learn that your accountant enjoys more than numbers.
WORDS BY HEATHER LALOR, CPA AND SHERI HAMBURGER, CPA TOAL, GRIFFITH & RAGULA, LLC
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Issue #7 LEADERSHIP
L
eadership is a widely studied topic, open to individual interpretation as to what a leader is, how one should act, and when one is viewed as successful. At its core, leadership is where everything begins and ends. If leaders are effective, all else follows suit. In the business world, the term leadership goes hand-in-hand with vision, strategic planning, and coordinating the interests of stakeholders, all of which your accountant should be involved in to take your business to an elevated level. Thus, we pose the question: do you use your accountant as a leader within your business, or are they simply a means to an end? Before we dig in too deeply, we ask you to think “outside the box” as we challenge you to view accountants a bit differently. Those of us in the industry are used to hearing the typical accountant stereotypes: we are boring, not creative, socially awkward bean counters who all prepare taxes. While that may be the case for some, most of today’s
accountants are quite interesting and even (gasp) fun! Yes, accountants still get excited about finding the right pencil; we may even do a happy dance when we reconcile a particularly difficult account (did you notice that we dance?). The bottom line is that you shouldn’t sell your accountant short, and you will definitely want use your accountant as more than just the keeper of your general ledger! WHY AN ACCOUNTANT SHOULD GO BEYOND THE NUMBERS As a business owner, one of your roles is to ensure that your expectations are met. Holding your accountant to just a “number-cruncher” may fill that function; it may even leave you pleased with the results. But, wouldn’t you like your expectations to be exceeded? By making your accountant a leader within your company, they will open you up to what is considered “value-added service.” While your accountant will continue to manage the day-to-day fiscal aspects of your business, they will also provide aide in increasing the performance by completing tasks such as: reviewing operations to
“Your accountant should already embody the values of honesty, integrity, professionalism and transparency.”
Sheri Hamburger, CPA (R) and Heather Lalor, CPA (L) are with the firm of Toal, Griffith & Ragula, LLC. They can be contacted at: shamburger@tgacpa.com or hlalor@ tgacpa.com respectively.
HOW TO BRING THE VALUE OF LEADERSHIP AND FUNCTION OF ACCOUNTING TOGETHER
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Issue #7 LEADERSHIP
Where everything begins & ends.
ABOUT THE AUTHOR
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LEADERSHIP ACCOUNTING
WHAT TO EXPECT WITH A LEADERACCOUNTANT Your accountant should already embody the values of honesty, integrity, professionalism and transparency. By bringing the accounting role into the leadership fold of your business, you can also expect them to promote your company’s mission within their day-to-day responsibilities. They will see past the bottom line and find interest in your company’s goals. For example: if one of your goals is to give back to the community in which your business is located, discover together what the community’s needs are and provide them with the opportunity to meet those needs. Accountants love to escape from their desks for a while and still feel productive in some way.
First, view accounting as more of a long-term relationship than just another position within your company; as a result, you will begin to use your accountant more and more as a trusted advisor on business decisions. Second, encourage your accountant to become an integral part of your strategic team; you will find that they are already a strong advocate of your business, and appreciate being given an avenue to share in your company’s success. While accounting can be taught, leadership cannot. Rest assured you CAN find the right individual that is both an effective leader as well as a skilled accountant, so don’t settle for anything less for your business.
HUNTER H. HARRIS Flying and Photography... WORDS BY JAMIE M. KIZER
make a career as a pilot and later aerial photographer?
Hunter Harris: “I guess you could say that I’m just a pilot that likes to take pictures.” Actually, I’m an active FAA Commercial Pilot licensed to fly all categories of aircraft, which includes single & multiengine fixed wing land and sea, helicopter, Airship and Gliders. As a commercial pilot who loves photography, I’ve been able to build a business providing high quality aerial photos for mostly commercial clients. While I work primarily with architectural and construction companies, my true passion is taking pictures of the Chesapeake Bay. Some of the more thought provoking of these images have been compiled in my recently published book titled: Shoreline Shapes and Monsters of the Chesapeake.
HH: Having grown up on a beautiful Bayfront farm, I learned many ways to enjoy the Bay and also enjoyed working with anything mechanical. I went to college to begin studies about the Bay, but was sidetracked with the discovery of aviation. Eventually, and after many years of training, being a pilot afforded me a way to support my habit of too many fun toys such as cars, boats and airplanes. Over the years I think I may have figured out how to position my aircraft to put me where I need to be for that perfect shot. There is nothing quite like the feeling that comes upon me after returning from a photo mission over some of the most beautiful countryside in the world. It usually shows as a two hour smile.
JK : Are you a native to Maryland?
JK : I heard that you used to fly Blimps
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PHOTO: JANNA ASHTON
Issue #7 LEADERSHIP
HH: Yes, I’m actually a 6th generation Harris from Kent County. Our family still owns the original homestead, Bloomingneck Farm, at the mouth of the Sassafras.
SeaWorld, Budweiser, Fuji Film, Met Life and best of all, Pink Floyd “Division Bell” Airships. That was an amazing experience and garnered quite a bit of press with every major sporting event that we covered. This was the perfect platform to introduce me to aerial photography and an incredible way to see the USA, from 1000’ at 35 mph.
JK : So what advice would you give other business owners?
(aka: Airships) full-time?
HH: First and foremost, learn the basic principles of running a business. Things such as bookkeeping, taxes, planning, are critical to your success. Unfortunately those are the types of things that I least enjoy doing and would prefer to just fly my airplanes and try my best to take fabulous photos.
HH: Yes, I flew them for about 10 years then sorta stepped aside and came home in the early 90’s. During that time I flew the McDonald’s,
Hunter H. Harris Aloft Aerial Photography www.flyaloft.com
Issue #7 LEADERSHIP
JK : Did you always know that you’d
interview in an airport hanger, very cool. So, tell me what exactly it is that you do?
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Jamie M. Kizer :: This is my first
THE BEST ADVICE FOR ANY BOSS Trust. Committment. Care. Mr. Lou Holtz
WORDS BY STEPHEN HALL
Rule #1.
Do Right. I still remember to this day that I wrote this down in big letters on my notepad – Do The Right Thing! He went on to explain that we all make mistakes, but when we do – we should just apologize and move on (because that’s the right thing to do). It’s wrong to be bitter toward other people. We’ve all had injustices done – we all blame someone else – but wherever we are, it’s about the choices we make.
Are You Committed to Excellence? Do your actions send a message that you are committed to certain standards? Do you promise and then “over-deliver”? Because that’s what people are desperately seeking. Successful people always do those things that “unsuccessful” people don’t like to do. They are committed to excellence.
Rule #3.
Do You Care About Me? Holtz said: “Do you care about me and what happens if your product doesn’t do what it’s intended to do? Caring about people is not making their life easy. Caring about people is not being their friend. Caring about people is enabling them to be successful.” On the statue erected to honor Lou Holtz at Notre Dame, where he coached them to national champions, the players chose three words to put on the pedestal: “Trust – Commitment – Love.” Those are the core values that Lou Holtz talked about that day 30 years ago. If you follow those three “rules” your confidence grows, your expertise grows, your clients grow and you don’t have to fear phone calls or emails. For those of you in a management or boss position, I have to challenge you to ask yourself if the people who you manage can give a simple “yes” or “no” to these three questions about you and your interactions with them in business:
2 – Are they committed to excellence? (Does he/she know what they are talking about?) 3 – Do they really care about me? (Do I show them that I care?) You will then observe that if they can answer YES to these three things, then you have a healthy and respected management relationship. If any of these three things can’t be an emphatic yes, then you have some serious work to do to be a better boss. It might be YOU, and it might be THEM that’s at the cause of this. So you must decide if you can live with it, fix it or move on. I promise you, that if you live these three simple rules – your life, your team, and your company will grow and thrive – and life is good!
ABOUT THE AUTHOR Stephen Hall is the Owner/President of Maryland Sales Training and Management Development, Inc.
Issue #7 LEADERSHIP
Issue #7 LEADERSHIP 12 BizPeakeJournal.com
Lou’s Three Rules Lou Holtz is a hall of fame coach at both the college and professional level. He is known for his wit and wisdom as a commentator on sports TV, especially regarding college football. He has won national championships. He’s also a pretty phenomenal speaker and educator (what all coaches should be) and I was privileged to hear him in person 30 years ago with a message that continues to stick and make perfect sense. Lou was big on simplifying behaviors, laws, and perspectives into three simplified rules:
Rule #2.
1 – Can I trust them? (Does he/she do the Right Thing?)
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E
very now and then, you get exposed to some really great advice, and you are compelled to adopt it into your own world. Such was the case about 30 years ago, when I attended a management conference in Atlanta for a firm I worked for. I was a young manager at the time (28 years old) and this bit of advice is something that has served me well. 30 years later I am still using it and coaching it wherever possible.
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Issue #7 LEADERSHIP
t’s crab season on the Chesapeake, and the numbers are looking good this year for the crab population! So Galley Pirates are offering up an array of recipes using our region’s local favorite. What I like about this Crab Stuffed Mushrooms recipe is that it uses no breading. No bread crumbs, no shredded cheese, no eggs. Instead it’s made with a very simple creamy white sauce so you get the whole taste of pure crabmeat. This recipe easily feeds six.
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CRAB STUFFED MUSHROOM CAPS 1 dozen large mushroom caps 1/4 cup minced scallions 1 tablespoons butter 1 tablespoon flour 1 cup Half & Half 2 teaspoons Old Bay Seasoning 1 lb lump crab meat.
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Pre-heat your galley oven to 350º. Pop the stems off the large mushroom caps and place on a baking sheet. I like to bake the mushroom caps for 8-10 minutes before I stuff them. All too often I’ve been offered stuffed mushroom caps of any variety and the mushrooms are still somewhat raw. An undercooked mushroom holds its filling well, but lacks that wonderful roasted mushroom flavor. So as you make your stuffing, place the mushroom caps in the oven (even as it pre-heats) until they just start to sweat. Don’t overcook at this point. They should just be starting to warm up. Pull them out and drain them if necessary. Mushrooms exude a lot of moisture as they start to cook. Mince the scallions. In your favorite galley 4 quart pan sauté the scallions in butter. Then add the flour and cook for two to three minutes. Slowly add the Half & Half, whisking while it thickens. It will have a fairly thick
Well shiver me tumblers, it’s a rainy day on the hook with a cabin full of bored pirates. You can start those filter cleaning projects. Or organize your bungee cords. Or you can just throw the whole day away and break out a deck of cards and the Bloody Marys. Let’s go with the latter.
PIRATE’S BLOODY MARY single serving 4 ounces tomato juice or V8 2 ounces Vodka 1 tablespoon horseradish 2 teaspoons Old Bay Seasoning 2 drops of Ghost Peppers Celery stalk and lime wedge for garnish Fill two tall glasses with ice. If you don’t have any ice, go find a power boater. They always have ice. Pour in the tomato Juice. Top with a spoonful of horseradish, the Old Bay Seasoning and a drop or two of Ghost Peppers. Give it a stir with a stalk of celery. Add the vodka. And another stir. Add a lime wedge
and PRESTO!...you have a tasty drink that has far more vitamins than...say...beer. Enjoy your day! The last hurrah of summer...still warm, and maybe we’ll get some good Indian summer days ahead as well. If so, take advantage of the farmstand bounty of watermelons, tomatoes and cucumbers and make some of this healthy and refreshing gazpacho.
WATERMELON GAZPACHO 4 cups of cubed watermelon, or about a whole, medium-sized melon 2 large ripe tomatoes 1 jalapeno or serrano chile, finely chopped 2 tablespoons red wine vinegar ½ cup extra virgin olive oil 4 tablespoons minced red onion 4 tablespoons minced fresh herbs Crumbled feta cheese, to serve Leave two cups of melon cubed, and puree the other two cups in your hand-cranked blender or food processor. By the way, if you’re buying, invest in the seedless watermelon... deseeding was the most time consuming part of this recipe! To the 2 cups of pureed watermelon, add the remaining ingredients. For the fresh herbs, I used cinnamon basil and mint, but dill or oregano is lovely too. Season to taste with salt and pepper. Stir this all together well and chill. Word of advice, the flavors get MUCH better with age. If you at all can, let this sit for a couple days, but if you don’t want it sloshing around in your icebox, a little more salt might help at this early stage. Do at least give it some time to chill, the hallmark of gazpacho. To serve, dice a cucumber and the remaining 2 cups watermelon into 6-8 serving bowls. Add the chilled puree and stir, sprinkle with some feta cheese and additional chopped herbs to serve.
Issue #7 LEADERSHIP
Your Business Builder Benefits include:
consistency. Add the Old Bay seasoning, then gently fold in the crab meat. We were on a good heel today, which always makes galley work a little more challenging. But I like to think of it as Cooking CrossFit. Your quads are firm and strong from staying balanced. Your biceps and triceps can tire from just hanging on. By the time you’re done cooking you wipe your forehead, stick your head out the hatch and grab a big bottle of water. Who am I kidding? We’re pirates. We grab a big bottle of beer. Fill the mushroom caps with the crab meat stuffing. Bake for 20 minutes until lightly browned. You can finish them off for a few minutes under the broiler if you have one, but it’s not necessary. Let your stove swing free and grab that galley belt. You may not think you need it but it holds you snug when you hit a big wave. Serve hot out of the oven, and we promise you will have a happy crew!
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WORDS BY CAROLINE FOSTER & KRISTIN VAN VLECK
WORDS BY SCOTT DOUGLAS
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Issue #7 LEADERSHIP
T
here are three basic types of commercial real estate leases. These leases are organized around two rent calculation methods: “net” and “gross.” The gross lease typically means a tenant pays one lump sum for rent, from which the landlord pays his expenses. The net lease has a smaller base rent, with other expenses paid for by the tenant. The modified gross lease is a happy marriage between the two. While terms vary widely building by building, this basic overview will help businesses shop for the best deal possible. Gross Lease or Full Service Lease In a gross lease, the rent is all-inclusive. The landlord pays all or most expenses associated with the property, including taxes, insurance, and maintenance out of the rents received from tenants. Utilities and janitorial services are included within one easy, tenant-friendly rent payment. When negotiating a gross lease, the tenant should ask which janitorial services are provided, and how often they are offered. Excess utility consumption beyond building standards is sometimes charged back to tenant; so if the tenant is a big consumer of electricity, this point should be clarified in the lease as well. The tenant pays his own property insurance and taxes. A benefit of this type of lease is that it is supremely easy for the tenant, which can forecast expenses without worrying about an unexpected lobby maintenance charge, for example. The landlord assumes all responsibility for the building, while tenants concentrate on growing their businesses. Net Lease In a net lease, the landlord charges a lower base rent for the commercial space, plus some or all of “usual costs,” which are expenses associated with operations, maintenance, and use that the landlord pays. These can include real estate taxes; property insurance; and common area maintenance items (CAMS), which include janitorial services, property management fees, sewer, water, trash collection, landscaping, parking lots,
fire sprinklers, and any commonly shared area or service. There are several types of net leases: Single Net Lease (N Lease) In this lease, the tenant pays base rent plus a pro-rata share of the building’s property tax (meaning a portion of the total bill based on the proportion of total building space leased by the tenant); the landlord covers all other building expenses. The tenant also pays utilities and janitorial services. Double Net Lease (NN Lease) The tenant is responsible for base rent plus a pro-rata share of property taxes and property insurance. The landlord covers expenses for structural repairs and common area maintenance. The tenant again is responsible for their own janitorial and utility expenses. Triple Net Lease (NNN Lease) This is the most popular type of net lease for commercial freestanding buildings and retail space. It is known as the net net net lease, or NNN lease, where the tenant pays all or part of the three “nets”--property taxes, insurance, and CAMS--on top of a base monthly rent. Common area utilities and operating expenses are usually lumped in as well; for example, the cost for staffing a lobby attendant would be part of the NNN fees. Of course, tenants also pay the costs of their own occupancy, including janitorial services, utilities, and their own insurance and taxes.
“Market forces will tend to even out rental rates, regardless of either type of lease.”
gross, or Full Service Commercial Leases When evaluating options for office space lease, it is important to compare the different lease options with an eye toward all expenses, and not just the base rental rates. NNN base rental rates tend to be much lower, with additional expenses added for the real monthly rate. Market forces will tend to even out rental rates for comparable properties, regardless of type of lease. Tenants should expect to pay roughly the same amount with an NNN, modified gross, or full service lease for similar quality office spaces in the same area. The most important rule of commercial leases is for tenants to read their leases carefully, and use their broker and attorney to help clarify any questions.
ABOUT THE AUTHOR Scott Douglas, Principal Broker of Douglas Commercial, LLC 301-655-8253 sdouglas@douglascommercial.com
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Issue #7 LEADERSHIP
Net vs. Gross Leases: What’s Best?
the building has been condemned. Aptly called the “hell-or-high-water lease,” tenants have ultimate responsibility for the building no matter what. Modified Gross Lease As the gross lease is more tenant-friendly, and the net lease tends to be more landlord-friendly, there exists a compromise lease for the convenience of both parties. The modified gross lease (sometimes called the modified net lease) is similar to a gross lease in that the rent is requested in one lump sum, which can include any or all of the “nets”– property taxes, insurance, and CAMS. Utilities and janitorial services are typically excluded from the rent, and covered by the tenant. Tenants and landlords negotiate which “nets” are included in the base rental rate. The modified gross lease is more popular with tenants, because its flexibility translates into an easier agreement between tenant and landlord. Unlike the NNN lease, if insurance, taxes or CAM charges increase, the lease rate would not change. Of course, if those expenses decrease, the cost savings is passed on to the landlord. As janitorial service and electricity are not covered, tenants can better control how much they spend compared to a gross lease. Summary of NNN Lease, Modified
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THREE DIFFFERENT TYPES OF COMMERCIAL REAL ESTATE LEASES
Landlords typically estimate expenses and charge tenants a portion of these expenses based on their proportionate, or pro-rata share. A tenant who leases 1,000 square feet of a 10,000 square foot building would be expected to pay 10% of the building’s taxes, insurance, and CAMS, for example. Triple net leases tend to be more landlord-friendly, and tenants should carefully review NNN fees and negotiate caps on the amounts they can be raised annually. An NNN lease can also fluctuate from month to month and year to year as operating expenses increase or decrease, making the company’s expense forecasting tricky and sometimes frustrating. There are tenant benefits in the NNN leases, however. Transparency is an excellent perk, since tenants can see business operating expenses in relation to what they are charged. Cost savings in operating expenses are passed on to the tenant rather to the landlord. In addition, the monthly rent in a NNN lease is potentially lower than in a gross lease, as tenants have a higher level of responsibility for the building. Absolute Triple Net Lease This is a less common option that is more rigid and binding than the NNN lease, where tenants carry every imaginable real estate risk, for example, being responsible for construction expenses to rebuild after a catastrophe, or for continuing to pay rent even after
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MELANIE HARTWIG-DAVIS Finding balance is a constant challenge.
WORDS BY Jamie M. Kizer
Jamie M. Kizer :: Where did you grow up? Melanie Hartwig-Davis: I was born in Durham, NC but my roots are in Hattiesburg, Mississippi.
JK : Where did you go to college and what was your career path to where you are now?
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Issue #7 LEADERSHIP
At At CFAAC CFAAC we we know know that that every every one one ofof us usmakes makesaadifference. difference.That Thatisiswhy whywe we are are focused focused on on growing growing philanthropy philanthropy one one person, person, one one family, family, one one business business at at aa time. time. The The more more ofof us us who who give, give, the the more more good good we we can can do do for for our our community, community,together. together. The TheCommunity CommunityFoundation's Foundation'srole roleisisto to promote promote philanthropy, philanthropy, help help to to identify identify critical criticalneeds needsininAnne AnneArundel ArundelCounty, County, partner partnerwith withdonors donorsto tohelp helpthem themmeet meet their their philanthropic philanthropic and and financial financial goals, goals, and and promote promote collaboration collaboration to to help help strengthen strengthenlocal localnonprofits. nonprofits.
Would Wouldyou youlike liketotolearn learnmore moreabout abouthow howyou youcan canpartner partner with withCFAAC CFAACtotosupport supportthe thecauses causesyou youcare careabout? about? Our Ourknowledgeable knowledgeablestaff staffisishappy happytotomeet meetwith withyou youand and share sharemore, more,please pleasecall callus usatat410.280.1102. 410.280.1102.
www.cfaac.org www.cfaac.org 914 914Bay BayRidge RidgeRoad, Road,Suite Suite220 220 Annapolis, Annapolis,MD MD21403 21403
Care. Care.Connect. Connect.Contribute. Contribute.
MHD: I beat the odds and stayed in the same field through my studies and even career. I received a 5-year Bachelors of Architecture degree from Mississippi State University. I think Architecture is a comprehensive field that taught me how to think creatively. With my degree, I have been able to explore many types of architecture from residential to historic preservation and I have branched out into policy, sustainability, and technology integration.
JK : What are some of the things that went through your mind as you prepared to open your current company? MHD: I started my own company as a way to work from home and keep my own schedule while raising three children. People are not always conscious of this fact, but everyone is impacted by architectural design every single day. Every person I meet is a potential client and can benefit from well-designed spaces at home, at work, at worship and even at play.
JK : Where do you expect your business
JK : What do you enjoy doing when not at
growth to come from?
work?
MHD: I truly enjoy residential architecture but will continue to grow through expanding into other areas with an emphasis in adaptive reuse and sustainability. There is so much in our existing building inventory that needs to be improved for the owners, for our health and the environment.
MHD: My family loves the water and outdoors in general. Boating, cycling, gardening, running and yoga are my favorite activities. I love to read but apparently I don’t sit long enough or make the time for it. Cooking, baking, making photo albums and other crafty items are also tops on my list when I find the time.
JK : What about being an entrepreneur
JK : What or whom influences/motivates/
has surprised you the most? Any lessons learned that you’d like to share?
inspires you?
MHD: I definitely did not consider just how many different facets there are to owning a growing business. I cannot be an expert in HR, Accounting, and IT, and excel in my actual profession as an Architect. It is challenging to find the right people with the right skills in order to create the best team. ‘Slow to hire, quick to fire’ is my best lesson!
JK : How is your work-life balance? MHD: Ahhh. Work-Life balance? Having my own business means that there is something that needs to be done 24 hours every day of every week. It takes discipline (or a firm handed spouse) to just get up and walk away from the list of things to do. Finding balance is a constant challenge.
MHD: I have mentors in every walk of life from family to church to neighbors to colleagues and other business owners. It takes a village as everyone can provide experiences from which to learn.
JK : Favorite quote? MHD: “Attitudes are contagious, is yours worth catching.”
Melanie Hartwig-Davis, AIA, LEED AP BD+C HD Squared Architects, LLC www.HD2Architects.com
Issue #7 LEADERSHIP
Adoption
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The Animal Welfare Society has been serving Howard County, Maryland community since 1944!
PHOTO: JANNA ASHTON
WHO RESCUED WHO?
WORDS BY LIZ DA ROSA
CRITICAL ISSUES FOR DIVERSITY IN THE WORKPLACE
be and how many should be on the left versus the right but the point here is to realize diversity is simply put a “range,” this is a range that fits the needs of your organization. Why Leaders Should Care? If an organization wants to stay competitive they need to be strategic and stay in front of changes. Kim Abreu from Glassdoor reminds us about the importance of actively recruiting a wider segment of the market, “When your workplace is home to a diverse group of individuals from different backgrounds and experiences, your company can more effectively market to all groups of consumers…” (Entrepreneur, February 9, 2014). Action: Recruit a diverse workforce – they are a ‘must-have’ to maintain or gain a competitive edge.
Diversity drives innovation – when we limit who can contribute, we in turn limit what problems we can solve. –Telle Whitney
look or act like you. You might find they challenge your assumptions and make you grow. – Mellody Hobson Next Steps Trust the process, give it time and encourage everyone to be honest about what’s working and not working. Be open to review the actions that aren’t working, make needed changes and celebrate the actions that are effective. Research, get input from colleagues and try other ways of implementing diversity in your organization. Embrace a fluid process of change where diversity will overtime become a seamless part of your workplace culture. Diversity is essential in organizations that want to continue to grow and stay competitive. Leaders need to nurture diversity if they expect to see it in the organization. A final thought, diversity should enhance your business outcome not harm your product/service. Start this change by talking with other leaders in your organization to see how diversity can become part of the strategic plan then take thoughtful measures to partner with each other to implement diversity within your organization. Strength lies in differences, not in similarities. – Stephen R. Covey Reference: Abreu, K. (2014, December 9). The Myriad Benefits of Diversity in the Workplace. Entrepreneur. https://www. entrepreneur.com/article/240550 Retrieved on August 22, 2016.
ABOUT THE AUTHOR Liz daRosa, is the President of daRosa New Media & Training. www. drlizdaRosa.com
Issue #7 LEADERSHIP
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A
s an innovative leader you are strategic in the best practices of your product/ services but have you been as thoughtful about developing a diverse workplace culture? Adopting a diversity plan that is actionable is an essential tool for an innovative leader. Leaders can craft actionable plans that can reflect diversity in the workplace in a few easy steps found on this cheat sheet. What is Diversity? Books have been written on the definition of diversity, for the sake of this article, I believe the dictionary is a great springboard. The Oxford Dictionary says, “Diversity: A range of different things.” (See Figure 1. Diversity Word Cloud, Categories of Diversity) We could argue about how many differences there should
FIGURE 1: DIVERSITY WORD CLOUD CATEGORIES OF DIVERSITY
Here’s a cheat-sheet for leaders to add diversity to their workplace by making adjustments to existing business practices. C: CHECKPOINTS & COMMUNICATION in your existing procedures. There is no need to reinvent business practices to incorporate diversity. The lifecycle of an employee, in most organizations, includes the following: Recruiting, On-boarding, Mentoring and Training/ Development (See Figure 2. Action Plans, for practical application). In the recruiting process, for example, review the applicants’ self-reported demographic details (voluntary EEOC data already being collected) to see if targeted recruitment efforts may be necessary to attract qualified candidates to reflect more diversity. Hopefully you find a budding superstar in the process! Open communication, at all levels, is key to successful implementation. H: HIRE an Employment Attorney to conduct/advise on the applicability of federal and state laws for your organization. This will show you where compliance is compulsory and where, if you comply, your organization can be a seen as an industry innovator. E: EXAMINE the state of your organization to see how your workplace culture already embraces and reflects diversity in practice not just principle. This step takes time and a commitment to diversity. Your organization is undoubtedly already
engaged in a method of collecting employee perception data; think about adding in another method to see if you gain additional details or to validate your current method: 1) An anonymous surve 2) An outside facilitator to conduct face-to face discussions 3) A suggestion box/email 4) Informal polls of employees during team organization-wide meetings This step shows employees the leaders are genuinely interested in their views and they are helping shape the diversity goals/plan. A: ASSESS the conscious and unconscious messages your organization/leaders send. Partner with other leaders to address any messages (handbook, policies, SOPs) that are not in line with the organizations diversity goal. Address these inconsistencies and coach resistant leaders or employees. T: TWEAK the diversity goal and its implementation. Remember that while your organization must follow the laws it is the leaders’ responsibility to make it work. A successful leader must finesse the delivery/implementation of diversity in the workplace while maintaining a positive environment where the bottom line is not the sole focus. Invite people into your life who don’t
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C.H.E.A.T. Sheet
A Leaders Cheat Sheet
“ United We Stand, Divided We Fall.” – Aesop
FIGURE 2: ACTION PLANS FOR PRACTICAL APPLICATION
EXPERIENCE TRUMPS ACADEMICS
MCE, Inc. is a nonprofit that has assisted 5,651 people with counseling and training. MCE Women’s Business Center has assisted 468 women with counseling and trained 1,161.
Protecting Confidence.
M
WORDS BY TINA CORNER
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This last point is most difficult for us women. It has been written by famous leaders like Sheryl Sandberg, author of Lean In or Pat Heim and Susan Golant authors of Hardball for Women that women will not step up to more responsibility without being almost 100% confident they are fully qualified for the role vs. men who will step up to more responsibility but be less qualified and with the attitude they will figure it out. What is the difference between the two – Confidence! It is not experience. Have you figured out the secret? The secret is your mindset and drawing upon your past experience of achievement and success. Therefore, I challenge you that the next time you personally have a tinge of doubt in confidence, to remember this definition: Confidence is – Arrogance Under Control!
ABOUT THE AUTHOR Tina Corner, President & Founder, LX Council ( a peer-to-peer council), and has more than twenty years experience in senior executive positions at companies of all sizes. She is a graduate of Harvard Business School’s Program for Management Development, and has a BS from the University of Missouri.
Issue #7 LEADERSHIP
Issue #7 LEADERSHIP
Phone Systems | VoIP Cloud | Networks | Video
THE #1 KELLER WILLIAMS TEAM IN THE WORLD
tion yourself, others will, too. Tough times require critical decisions, but they come with risks. Personally, you have to have the clarity to make difficult decisions and carry them through. And as a leader, you have to portray that confidence and strength to your employees, investors, and customers, regardless if you feel it. Confidence is such an important quality in leaders that many nonbusiness owners misconstrue CEOs as having an inflated sense of self-worth or that they must have been born that way. Many people say entrepreneurs, CEOs, and business owners have big egos and assume they already know everything. No, they do not. Even the most confident leaders do have doubts and fears. But they know how to keep them in check and how to practice mentally to do so. Successful leaders have the luxury of being confident because they’ve gained clarity on the direction they are taking and that comes from experience. They come across as sure of themselves, but not egotistical. Achieving that level of confidence and clarity doesn’t come automatically, however. It takes work. How do you protect and gain confidence as a leader? Here are what some of my clients do: • Review past successes you have had. What common thread is present that created that success? • When questioning a decision or direction to take, call a mentor or trusted peer to discuss your thoughts for validation and perspective. • Replace any negative chatter in your head with positive phrases that indicate what you will and can do. • Expect the best and act the part.
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Connect Your People... Improve Your Operations
ark Twain once said, “I have never let my schooling interfere with my education” and as a fellow Missourian, this quote has always resonated with me professionally when it comes to leadership and particularly how it pertains to those of us responsible for leading organizations and companies. How Does Experience vs. Academics Relate to Leadership? This may come as a surprise, but a major responsibility a leader has to his or her company is to protect their confidence. Where does confidence come from? Experience. With confidence comes the ability to lead an organization, lead in vision, lead in conviction that all enables everyone to rally to the task at hand to succeed. If a leader lacks confidence, they cannot lead effectively if at all. No one will follow. A high level of confidence is vital to a leader’s clarity, ability to manage, make decisions, and take risks. What does anything but 100% confidence look like? It shows up as a lack of clarity. Fuzzy vision. It shows up as an inability to make a decision, lead, or move ahead. If a leader is not 100% confident, leadership suffers and so does performance. Loss of confidence can happen in the snap of a finger. Any hesitation, doubt, or faltering can cause your employees or team mates to question your ability to make decisions in line with the company vision. Of course, internally, all leaders experience a decline in confidence from time to time. Simply put, when you ques-
Establishing a solid operating platform for success.
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Issue #7 LEADERSHIP
I
WORDS BY TERRY SCHAEFER
n a family business, having a clear CORE and a defined operating platform are essential in setting up the next generation for success. These important elements help direct the business in a way that benefits all the stakeholders (family, employees and their families, customers, suppliers) so the business is on a solid foundation with a consistent forward-movement mentality. Let’s take a closer look at the importance of an effective business operating platform and how it is key in setting the next generation up for success. BUSINESS DEVELOPMENTAL STAGES Like people, businesses have developmental stages of growth that need to be understood and prepared for in long range plans. One model that captures these growth stages is the ‘Stages of Growth Matrix’ (the research behind the Matrix was done by James Fischer, who interviewed over 650 successful small businesses) and is found at FlashPoint! (www.igniteyourbiz.com). Within these seven stages, this matrix provides staffing, manager and executive needs along with the primary challenges of the company. This simple though thorough matrix takes into account some learning requirements and leadership development needs so the organization grows smoothly within the focus of serving one’s market. What is important here is that every organization grows in, out and through these stages and not always in a linear way. Changes in economic climate, competition and market forces keep the growth philosophy dynamic and open to continuous adjustments. We’ve seen much of this happening since the great recession. The Growth Matrix points to multiple interdependent aspects of running a company. This also includes establishing an operational discipline that nicely supports innovative learning. Each organization has some discipline, and it is the responsibility of the leadership team to support and expand their organizational disciplines to satisfy the needs of all. This brings in the idea of having the right capacity for change. There is value in doing something differently that sets you apart from your competition quickly and effectively. Another great resource that addresses the discipline and capacity for change is the book Blue Ocean Strategy by W. Chan Kim and Renée A. Mauborgne. This book has helped many companies be the only provider of certain products or services. Cirque Du Soleil is an example.
SET THE TEMPO FOR THE NEXT GENERATION To be sure everyone is on the same page, the family should set the tempo while the business executes the vision for the family’s desired outcomes. The intellectual capital of the business is due to the foresight of the family to explore and experiment with the products or services they offer in the market they serve. What might have been a solid business model may no longer be able to survive in the fast changing world. Becoming more agile and responsive to changes gives the next leadership team the opportunity to grow without a lot of unhealthy struggle. It also cuts down on distraction that may not be beneficial to the organization’s future. Establishing an operating platform that is solidly based on sound business and professional principles is essential. A platform that has been helpful for growing companies is Scaling Up (Mastering the Rockefeller Habits 2.0) by the Gazelles organization (www.gazelles.com). In Scaling Up, the current leadership team uses proven (and somewhat simple) solid ideas that do not deviate from one idea to another. It is a basic operating platform that is rooted in sound operating systems and flexible enough to help large companies grow in a disciplined way. The Scaling Up process takes into account four areas that businesses have to get right (aligned around) to grow effectively in the markets they serve. These four areas are: • People: The right people in the right seats doing the right things right • Strategy: Setting the vision for WHY the company does what is does • Execution: Providing tools and meeting rhythms that align regular reporting with the desired outcomes so that quick changes can be made before it causes undue mistakes • Cash: Making sure your hard earned revenues drop down into healthy profits This model amplifies the comment “the whole is greater than the sum of parts.” It provides the leadership team with accurate and timely information so that quicker and more efficient decisions can be made. The Scaling Up process is not a “get done quickly” process. It is simple in its theory, though comprehensive in developing a smooth running operating system. It establishes systems and structures that are the foundation for any business model,
Being an astute student of how to use technology wisely is critical as you look at the business as another child within the family. Given the right “app,” the business flourishes, and if it is not the right one, it distracts from the real goal of removing complexity. BUILDING THE RIGHT SUPPORT NETWORK If you are willing to make the commitment to yourself, your family, your business to build a solid foundation and align your systems for the best possible success, don’t overlook the value of working with an experienced coach. A trained, highly inquisitive resource capable of asking key questions and motivating deeper exploration can be extremely valuable in forward movement and staying on track.
ABOUT THE AUTHOR Terry Schaefer is a Certified Gazelles coach and has been coaching businesses for more than 20 years. Terry@TerrySchaefer.com 410-728-2522
Issue #7 LEADERSHIP
[Part 2]
most talented people, executing professionally while producing cash, will not sustain itself if misaligned. Alignment is about everyone lining up behind a well-defined CORE. The business CORE and the family CORE need to be complementary and aligned. Both work together. The business CORE can be expanded to take into account other foundational issues for being a smooth running organization. When talking about Alignment, we need to also consider the other aspects that need to be aligned. Having the right talent to complement one another is critical for open communication and innovative thinking. This brings up the idea that every organization can establish their own coaching culture where people work together to solve strategic initiatives that are showing up. Within the Gazelles model, “Strategic thinking and execution planning” for the leadership team is the focal point for growing from the inside out. This provides an interactive discussion on how to look at situations through a strategic lens and be able to address the issues from planning to execution from that strategic lens. This brings everyone into alignment to see the big picture and then act accordingly to address the opportunity or challenge together. Technology is changing how we work. We all see it. To treat it as an opportunity is a smart move to help grow and change in this ever evolving world. Technology might claim to solve some complexity, yet sometimes it compounds it.
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FAMILY BUSINESS SYSTEMS
and enables growth to scale. The focal point of this platform is to handle complexity in communications and the decision making process. When everyone in the organization is aligned with what is expected from them, then both the communications and decision making process become a protocol that everyone aligns behind. Markets change. Having a reporting system that is as dynamic as the team that uses it is critical for executing ahead of the rest of your competition. The organization needs to be alertly focused to shift quickly. And quick actions cannot be held back by lagging information. Teams that are jointly aware and focused on their main objective can and will be able to respond without being disconnected. This is where this model removes the barriers of complexity that cause misinformed decisionmaking. ALIGNMENT FOR GREATER OPPORTUNITIES The connecting thread between the family and the business is how well everything (and everyone) is aligned. As Webster defines ALIGNMENT, “to bring agreement, making adjustment, to line up.” Both the family and the business have the opportunity to do so through different sources and systems. When integrating the Growth Matrix with the Scaling Up process, everyone is able to align and focus. Even the best strategy, with the
What’s different when you put a woman in charge?
REPUTATION IS NOT A DIRTY WORD Employee relationships and your business reputation.
ToolBox TomGirl Home Repairs | Residential Remodeling | Facility Maintenance Minority-owned business serving the Baltimore metropolitan region.
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ww w. toolboxtomg i r l. c om
M
A disgruntled employee can be a volatile verbal enemy of your business. Their emotions can be blasted online and injure your hard-earned reputation. Online reputation monitoring and management have quickly become a must have for every business owner.
Sometimes, what pops up is not a bad review or negative comment. In some cases businesses suffer when search results for a similarly named company shows up in their results. We had a client whose company name was very similar to one in another state. That company had some inflammatory information associated with it online. For any user looking for my clients company – this is what they see (above).So what can be done? So what can be done? It depends upon where the negative feedback is posted. For example, if it’s on Twitter and isn’t shared it may simply die a quick death. If it’s on Google Local however, and shows up on the map that everyone sees when they search online for your company, that’s a bigger deal. Here are 3 simple steps I recommend you take right now: STEP 1: Don’t be caught unaware. Implement a reliable Reputation Management Tool. Get email alerts every time someone references your business online. There are a number of free versions available – but each has it’s drawbacks. To be confident you are covered, we suggest you outsource your Reputation Management to a reputable company that you have confidence in and you would enjoy working with. STEP 2: Apologize. You must remember to be professional at all
times. (Particularly when your response is shared online). So if what you read is difficult for you. Take a step back and wait to compose yourself and your response. STEP 3: Respond. If the review site allows you to respond on their platform, do so immediately. Address the client’s concerns in a professional manner just as you would if he or she were standing right in your showroom or office. If you can offer to rectify the problem, do so. That way, anyone reading the negative comment can also see your response as well. Your response at this point can go a long way to improving the situation all around. If, however, there is not an opportunity to publicly respond, then respond privately if possible. Email the client or customer if you know who they are and reply kindly and with good will. Once the issue is resolved you can ask them if they would amend their complaint or write a follow-up to it online. The key is to respond swiftly and professionally with a sincere offer to help the person with the issue they raise. This will go a very long way toward repairing your reputation. Almost every service business will receive a negative review at one time or another. They may come from a customer or they may come from an unhappy employee. The important thing is that you are aware of it and are responding to it in a timely fashion.
ABOUT THE AUTHOR Susan Schauer John SpiderWeb Connections 125 N. Washington Street Easton, MD 21601 443-595-7746 susan@spiderwebconnections.com
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Just About Everything.
ost business owners are concerned about getting bad reviews online from a customer, but few think about where else they may be vulnerable. Owner and employee conflicts happen. Descriptions of these conflicts can now be quickly blown out of proportion and shared across the Internet. When they do, they can cause some real damage to your business reputation. Worse yet, that damage can hang around for an extended period of time if you aren’t keeping track and responding to it on an ongoing basis. We’ve worked with a number of businesses that have faced these issues. In our first example (below), we had a business receiving only negative reviews on Google. The business owner believed the reviews were generated by a single, angry, ex-employee. Whether or not that was the case, the problem was a big one that needed to be addressed.
Issue #7 LEADERSHIP
WORDS BY SUSAN SCHAUER JOHN
B
8. They don’t make the same mistakes
over and over. Mentally strong leaders don’t ignore their mistakes or make excuses. They learn from them and apply the knowledge to future actions. They develop the discipline to break patterns, try new solutions and avoid repeating history.
9. They don’t resent other people’s
ARE YOU A MENTALLY STRONG BUSINESS LEADER? Do you have superpowers?
1 0. They Don’t Give up After the First
Failure. Most owners experience failures before tasting success. Those who pick themselves up versus those who pack up and go home dictate success and failure. Mentally strong leaders interpret failure as a necessary step towards their next big win.
mentally strong requires you to take a pause from daily life to focus on your growth and reflect on your goals. We live in a fast paced world, however, so this can be more easily said than done. Turn off your phone, have someone else cover the office and take time to think at least once a week.
1 2 . They Don’t Feel the World Owes
Them Anything. The truth is that no one is entitled to anything in this world. Spend time focusing on what you have to give, not what you feel you deserve. Focus on your efforts, accept criticism, acknowledge your flaws, and don’t keep score, Morin writes.
1 3. They Don’t Expect Immediate Re-
sults. We live in a “just push a button” instant gratification world. However, allowing things to develop gradually ensures good decisions and a better chance of success. Mentally strong leaders are in it for the long haul and know better than to expect immediate results. They understand genuine change takes time and they celebrate incremental victories along the way.
ABOUT THE AUTHOR Terry Hickey is a seasoned non-profit executive and advocate. He is currently a principal at Mix Advising and an adjunct professor at the University of Baltimore’s School of Public Affairs where he teaches classes in nonprofit management.
WORDS BY TERRY HICKEY, ESQ.
2. Don’t Give Away Their Power. You
ACCORDING TO MORIN, MENTALLY STRONG BUSINESS LEADERS:
4. Don’t Waste Energy on Things They
1. Don’t Waste Time Feeling Sorry for Themselves. Life isn’t fair. There are days you wish you never got out of bed – a client breaks up with you, the computer system crashes and you still have to leave early to drive the kids to soccer practice. Mentally strong leaders appreciate what they have and don’t spend valuable time engaging in self-pity. They find solutions to problems and move on to the next challenge.
allow other people to define your success and self-worth when you let them dictate your feelings or actions. It isn’t helpful to obsess over a bad review of your new restaurant, for example. Accept responsibility and empower yourself to move forward.
3. Don’t Shy Away from Change. Business owners lead hectic lives and the temptation is to stay in a comfort zone. However, change is inevitable, so embrace it. Learn why it makes you uncomfortable and train yourself to live with that discomfort. Can’t Control. Focus valuable time on what is within your grasp. The urge to control everything is likely a response to feelings of anxiety. Instead of getting hung up on what your competitors are doing, for example, spend time making your business more innovative.
5. Don’t Worry About Pleasing Ev-
eryone. “I don’t care what other people think,” is a common refrain, but do you really mean it? Taking an unpopular stance or risking rejection can be painful, but once you free yourself of the need to
please others, your decision making ability will improve. Morin lists four problems with being a people-pleaser: It’s a waste of time; people-pleasers are easily manipulated; it’s OK for others to feel angry or disappointed; and you can’t please everyone.
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6. They Don’t Fear Taking Calculat-
ed Risks. Some leaders make decisions based on data and good advice, while others allow fear of failure to infect the process. This can lead to irrational and unreliable outcomes. Do your homework and ask questions to determine risk. What is the expected benefit and cost of a particular action? What is the worst that can happen?
7. They Don’t Dwell on the Past. The past is the past and unless you have mastered time travel, there is no way to change it. Obsessing on the past can cause depression and prevent growth. Reflect on prior outcomes so you can improve future outcomes, but don’t get caught constantly looking over your shoulder..
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Issue #7 LEADERSHIP
perating a successful business requires more than an entrepreneurial mindset and a winning idea. More than ever, it is critical for business owners to also be business leaders. Leaders display many attributes, including physical strength, health and well-being. Equally critical, however, is the concept of “mental strength,” which is explored by Amy Morin in her bestselling book, 13 Things Mentally Strong People Don’t Do. According to Morin, mentally strong business leaders:
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Issue #7 LEADERSHIP
O
success. Resentment, like anger, remains bottled up, writes Morin. Hearing about a competitor’s prestigious award can easily lead to envy. However, getting caught up in resenting other’s victories can only hold you back. Celebrate the success of others, but define your own success and have a plan to make it happen.
1 1. They Don’t Fear Alone Time. Being
“Leaders display many attributes, including physical strength, health and well-being.”
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JK : Did you ever think you’d be in this business?
last year?
RN: Yes and No. I grew up in a family of entrepreneurs and always had an interest in men’s fashion I started reading GQ Magazine at 10 years old and always wore a blazer and carried a brief case to school. At first everyone at school made fun of me, but they eventually got over it! But in terms of a career, no, I actually spent most of my adult life working as a tennis professional. I still teach today, but more as a hobby than a career.
RN: Ever since I can remember I’ve had a love for Bulldogs. After asking my father to buy me one, he gave me a painting of a Bulldog and said that would have to suffice until I can buy my own. I eventually had two Bulldogs, the first was Winston and then later, Lilly. I thought that the Bulldog mascot was appropriate for a men’s store.
JK : What motivates you?
RN: In my business, I am motivated by the hunt. I enjoy going to estate sales and old antique stores in search of treasures. With my store I found a way to support my passion. In addition to men’s designer clothing & accessories, I’m always looking for contemporary, mid-century and eclectic furniture.
Learn How To Keep REPRESENT Today’s commercial real estate market is complex Your Millennials and competitive. When renewing an existing lease TENANTS www.ExecutiveDecisionCoaching.com or leasing new space, you need access to market JK : Tell me about your mascot “Winston.�
JK : What is your vision for W.H. in the future? RN: Obviously to grow and remain successful (we recently added women’s clothing) but I’d actually like to see some other men’s resale stores in Annapolis. Competition is a good and keeps you on your game. I’d love to see Annapolis become a shopping destination for men who like to dress sharp and care about their wardrobe.
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RN: Balancing work and life is important to me. Fortunately I still love the game of tennis and am currently ranked #1 in my age group (45) in the mid-atlantic region. Maintaining a competitive edge is a good thing and helps you to stay focused.
Call 301-943-0561 for a complimentary consultation.
JK : Any advice for other business owners?
PHOTO: JANNA ASHTON
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Issue #7 LEADERSHIP
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JK : Tell me about your work-life balance?
RN: Find your niche and do it well. You also need to invest the time and energy getting to know your customer and market trends. Robert Nuscher, Proprietor, Winston’s Haberdashery www.WinstonsHaberdashery.com
Issue #7 LEADERSHIP
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WORDS BY CHRISTINE HUNT
W 32 BizPeakeJournal.com
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orking or living with others is sometimes challenging because not everyone does things the way you want or you just don’t see things the same way. Personality conflicts can lead to tension, disagreements and major conflicts that affect a person’s work and demeanor
on the job. As a boss or manager, understanding the differences in your employees’ personalities enables you to pair them with compatible people and maximize their strengths and minimize their weaknesses by assigning tasks that fit their personality style. In his book, The People Code, Dr. Taylor Hartman describes four personality styles, assigns each a color – red, blue, yellow or white – and explains the strengths
“Underastanding the difference in your employees’ personalities enables you to pair them with compatible people and maximize their weaknesses.”
and limitations of each. Every person is a combination of two or more styles but each has one that is dominant. Understanding these styles will help a boss to assign tasks that best suit an employee. The reward is an employee that is happy, motivated and enthusiastic in their job which promotes overall peace in the workplace, higher productivity levels and less sick days. Let’s review the four colors and their personality profiles.
BLUES: THE DO-GOODERS/CONNECTORS Blues are all about relationships. They are empathetic, goodhearted, of good conscience and good citizens. They are committed to personal and professional relationships, loyal and stay committed through good and bad. Blues expect perfectionism in themselves and others which may make them demanding and they may opt to “do it themselves” to have duties done right. Strengths: As highly committed individuals Blues are loyal to home and work relationships, value their connections to people and enjoy the accomplishments of others. They accept authority and support law and order. Some of their best qualities are being steady, ordered and enduring. Limitations: Their unrealistic expectations of perfectionism may cause friction with others which makes them hard to please. They are easily hurt and unforgiving of those who have crossed them in life and find it difficult to see the positive side of situations. WHITES: THE PEACEKEEPERS Whites are listeners and observers which is why when they speak the rest of us should listen. In chaotic situations they are calm, diplomatic and promote cooperation They are passive, willing to follow leadership, uncomfortable with confrontation and reveal little of what they actually feel, many times suffering in silence. Whites enjoy solitude, value
YELLOWS: THE FUN LOVERS Yellows are happy, fun to be around and find fun in everything they do. They appreciate what they have but are uncomfortable with responsibility and tend to blame others for the consequences of their action/inaction. They are chatty, enthusiastic, curious, impulsive, trusting and naïve. Yellows are freedom lovers and enjoy change which can make them restless and unable to stick to repetitive tasks. Strengths: Always open to change, Yellows are youthful in their attitudes toward new ideas, change, relationships, occupations and the future. They freely offer their opinions and themselves to assist friends and colleagues. Their love of life and fun makes them the people connectors and social glue of society. Limitations: Personally clean and tidy, they are disorganized and their homes are often a mess. They have a difficult time committing to anything and can be self-centered and superficial.
sure that the activity will achieve the desired outcome for the employees as well as company goals and profits. Everyone needs play in their life and a playful, Yellow person in the office may help to lighten up the atmosphere and keep the Reds, who tend to be “nose to the grindstone – got to get it done no matter what” types from being too serious and pushing themselves and everyone around them too hard. If you are a fairly disorganized Yellow person and can never find what you are looking for, partnering with a Blue could be a perfect fit for both of you since they are more organized and strive for perfection, but are also compassionate and love to help. Understanding what personality color combination you possess will help you relate to coworkers, friends and family in a more amicable manner and increase cooperation all around. So, which colors do you relate to?
“Understanding what personality color combination you possess will help you relate to coworkers, friends and famiuly.”
But, you may wonder, who are the best personality styles for me to work with? Well, that depends. All styles are needed in the workplace and overall they all complement each other’s strengths and weaknesses. Here are just a few examples of how some personality colors could interact and benefit the workplace. If you are a Red or Yellow person that is spontaneous and quick to take action, but this sometimes results in costly mistakes, it might be best to consult with someone who is a White. Someone who analyzes and thinks things through a bit more to make sure that the idea is a sound, solid one. This will en-
ABOUT THE AUTHOR Christine Hunt is the Owner of Hunt For Hope Wellness. www.huntforhopewellness.com
Issue #7 LEADERSHIP
Understand Personality Types to Reduce Conflict and Increase Productivity in the Workplace.
diversity and are generally kind to people and animals. Strengths: Because of their satisfaction with life they are contented and easily accommodate others in life. They make friends easily because they appreciate diversity and complement every personality. They are kind, patient and tolerant. Limitations: Whites are not goal setters and fear confrontation or rejection thereby going through life quietly. They may appear detached and uninvolved because they have difficulty expressing themselves and silently accept whatever comes their way.
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ARE YOU A RED, BLUE, YELLOW OR WHITE?
REDS: THE POWER WIELDERS Reds move forcefully through life. They can be dominant and intimidating, sometimes selfish and can be manipulative in order to get what they want. They are self-confident, daring, bold, impatient, like to be right and hide any insecurities they may possess. Strengths: As leaders and delegators, they are the movers and shakers of every society. They proactively and productively set goals and tenaciously work toward them. Limitations: They can be difficult to get along with and will be argumentative if they don’t get their way. Arrogance and insensitivity to others can create distance and distrust from others. Reds may shrink from social life where they can no longer be in a leadership position.
you want to be or do when you got older?
Head Gent of Operations WORDS BY JAMIE M. KIZER
Jamie M. Kizer :: As a child, what did you want to be or do when you got older? Erin Frey: I really had no idea, I just wanted to do something different. It may be a fault of mine that I am extremely competitive and hate feeling average, so I always wanted to do something to stand out. When I was 13 I tried to convince my parents to let me climb Mt. Everest. Alas, my mother was not enthusiastic about the idea. Starting a company is another way to become exceptional, and I have always had an interest in entrepreneurship. Otherwise, I would
probably have wanted to be a doctor.
JK : What path did you take after High School? EF: After leaving my small rural high school in southern Maryland, I went to Dartmouth College. People here inspired me and helped me push myself. I walked on to the crew team, but stopped to spend the time pursuing entrepreneurial ideas. I continued to box for the boxing club and was selected to be captain at the end of my sophomore year. I studied pre-med, was a practicing EMT, and majored in neuroscience, but am thrilled to currently be working full time on building a men’s laundry detergent company.
JK : What has been the greatest challenge
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to you as an entrepreneur? EF: Making a commitment to the company. For a long time it felt like I was gambling with both my time and money in the hopes that the company would take off, and I was sacrificing opportunities to do things that might have helped me get into medical school. Thankfully, we had a number of exciting things happen and continued consistent growth, so I am optimistic and excited for the future.
JK : What has been the greatest joy and challenge of working with your sibling? EF: The greatest joy is that we both get to share in the excitement and challenges we come across with our company,
working together. The greatest challenge is that when we work, he refuses to keep his elbow on his side of the table.
JK : Any advice you would give other entrepreneurs? EF: If you have faith in an idea, stick with it, even if it feels like a gamble. As long as you are working on it harder than anyone else, you have a shot. Also, life is about enjoying the journey, not necessarily the destination. Don’t commit yourself to a life you will be unhappy with, even if it pays well. However, if getting paid well or having security genuinely makes you happy, that can have value too.
JK : If you could spend 15 minutes with anyone in the world (alive or deceased)who would it be and what would you want to ask them/talk about? EF: I would want to speak with Warren Buffett. He came from a modest background and made it to the top of the world, yet he doesn’t flaunt his wealth like other billionaires and still lives in the same house he bought for $31,500 in 1958. This is very impressive, and I feel that talking to him about how he worked hard enough and balanced his time well enough to get there, would be inspiring and would help me focus on what is important in my life. He obviously doesn’t care so much about fitting the mold of the average billionaire, so I think that his ideas come from himself rather than from what people around him say.
FREY Smell good. Live remarkably. www.freyformen.com
LEIF FREY
Head Gent of Direction
Leif Frey: Honestly, I was never sure. I don’t remember ever deciding I wanted to be an astronaut or a firefighter or the president or an evil genius. The closest I ever came to something along those lines was deciding I wanted to be an “inventor,” whatever that meant. I never really bounced around deciding particular professions that I wanted to grow into, but I did know I wanted to create something, and more than that, to be something. I wanted to be a creator, a changer. Or to just never grow up, I think I would have been content with that as well. Being a kid rocked.
who likes to have plenty of data to support definite answers when possible. More often than not with FREY, particularly with a limited budget and resources, a definite answer is far from possible. Sometimes you just have to jump in. This was harder to do earlier on, but I have gotten much better at taking the (often limited) data at hand, making a decision, and pivoting slightly as we learn more.
JK : What path did you take after high
JK : What has been the greatest joy and
school? LF: I graduated Georgetown University in 2014, majoring in Economics with Mathematics and Business minors. I tried to use college as a way to sample different parts of life. Clearly my very quantitative major/minors were a big part of my life, but I also took acting classes; lived with the swim team; played on the club soccer team; was on the board of the International Student Association; was part of the EMS squad; was a teaching assistant for a number of different classes; and still felt I wasn’t able to participate in a quarter of the activities I wanted to. Part way through school I took an entrepreneurship class, and it genuinely helped shape the rest of my college experience, and the decision to launch FREY (I actually started exploring the idea during this class). I was a teaching assistant for the class after, took subsequent courses, and delved into the entrepreneurship community at Georgetown. It was the single most important course I took.
JK : What has been the greatest challenge to you as an entrepreneur? LF: I guess that would be second-guessing myself (see what I did there…bad joke). There’s a delicate balance between thinking through your decision and making sure it is sound, and then overthinking your decision. I am a person
WORDS BY JAMIE M. KIZER
challenge of working with your sibling? LF: Erin and I have always been close growing up, and have always been best friends on top of being brothers (which is not the case with every brother duo). We worked on almost everything together through much of our life, from chores to pet projects to soccer to just about anything you can imagine. We clearly did not see much of each other during our time at college, and so being able to join up together and work on the biggest project of our lives (thus far) has been incredible. We generally make a stellar team, push each other to our fullest, and cover each other’s backs. Clearly being around someone 24/7 (we basically do everything together now) can get a bit much for any two people, but even that has not been much of an issue. Overall, it’s been much more joy than challenge.
JK : Work/Life balance. Do you have it? Strive for it? And how do you attempt to achieve it?
LF: The great thing about doing something you love is that your work is a major part of your life, and it makes you happy. I look forward to it, and when I’m on vacation, I get excited to return to work. We’ve only just begun, are not yet out of the bushes, and without the responsibilities of a family to spend time with, I genuinely feel we wouldn’t be doing the company justice if we had an easy work/life balance. I could never be at peace if for some reason FREY did not end up a successful, impactful company, and I knew I could have worked harder to make it so. That being said, we do not work as hard as we could (you can always work a little bit harder). Although I do not get a chance to do these as much as I would like, I still play soccer, piano, and guitar, work out, and relax with friends occasionally.
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Jamie M. Kizer :: As a child, what did
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ERIN FREY
Customers are 85% more likely to purchase your product or service after viewing a video.
ALLISON BENNETT Finance Specialist
WORDS BY JAMIE M. KIZER
can become fundable in a short period of time, legally and ethically.
visions, and I just like to support and encourage them on their path to success.
Allison Bennett: I grew up in Queens Village, New York.
JK : What about being an entrepreneur has
JK : Do you have a favorite book on either
surprised you the most?
life or business that you would recommend?
JK : Where did you go to college and what
AB: The lack of proper information, on how startups, and small businesses can obtain business credit, in a short period of time legally and ethically.
AB: I recommend reading Raving Fans by Ken Blanchard, and Mr. Schmooze by Richard Abraham. They are very good guides to always being the best service to your customers.
JK : Any lessons learned that you’d like
JK : Favorite quote?
AB: I went to the University of Maryland, College Park and that is how I came to this area. I went back home after college and then returned to this area soon after. I was always in leadership positions. Senior Sales Manager, Senior Marketing Manager, Senior Customer Manager, and Finance Specialist, etc. I became a go to person, for finance, the mortgage/ processing/title field, and that led me to into educating on Business/Personal credit, and funding.
JK : Was anyone in your family entrepreneurial?
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~ we create ~
Explainer Videos. Animation & Motion Graphics 3D and Virtual Reality. Animated Infographics
AB: No, not at all. They were all 9 to 5 hardworking, blue and white collar workers. I didn’t have anyone to learn from in my immediate family about owning a successful business. I learned much of my sales training from family friends’ parents, in my early days. They were in insurance and finance and that’s what I explored first.
JK : What are some of the things that went through your mind as you prepared to open your business?
sutter-group.com Branding. Marketing. Mobile.
301-459-5445
AB: I knew in a lot of ways that I didn’t pick this career path, it picked me. I knew that there was a serious need for correct, and reliable information, for small businesses to become fundable, and obtain capital to operate their business, even if they are startups. Most sources tell you it can’t be done, but that’s not true. 70% of businesses close within 4 years, due to a lack of capital. If they get the proper guidance, they
to share? AB: Never be too proud to learn, redirect and ask for help. Be consistent, reliable, and learn all you can about your field in your region of the country. It will vary from region to region. Speak from your heart, and be truthful about what you know. There is no shame in saying “I don’t know, but I’ll find out.” Learn what unique purpose that your business fulfills, and be willing to change according to need. Keep an open mind, and be objective about where you are, and what you offer. You may have to redirect or repurpose your business according to what is financially successful for the future of your company. Trusting your instinct is important, but having an unbiased option, that you can trust is important too.
AB: “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.” – Martin Luther King Jr. Allison Bennett Business Wealth Financing, LLC www.BusinessWealthFinancing.com
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was your career path to where you are now?
JK : What or whom influences/ motivates/inspires you? AB: I like reading self-development books, as well as the Bible, for inspiration. My parents lives are a constant source of inspiration for me. They were remarkable people. I am constantly inspired by the sheer courage of the business owners that I encounter. They are so passionate about their
PHOTO: JANNA ASHTON
grow up?
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Jamie M. Kizer :: Where did you
Your Business Is Our Business.
THE MILLENIAL PERSPECTIVE Is the business world ready for me?
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A
WORDS BY MARK HARTZELL
s a senior at the College of Charleston, the looming thought of what post-graduation life causes thousands of questions to run through my head. Is my GPA strong enough to impress employers? Have I been involved in enough extra curricular commitments? Is grad school a necessary tool for me to be successful in the long run? The list goes on. Moving forward, I believe there is a much larger question that needs to be answered before I approach the job market. It’s not whether I am ready for the business world. Rather, is the business world ready for me? And by me, I mean the millennial generation. Business leaders are quickly recognizing that the millenial approach to employment is vastly different from past generations. We are much hungrier for success and upper-level management positions than ever before. Rather than working over time to reach a promotion, we strive for advancement much more quickly. Once we feel that a certain level of success is reached or we have accomplished as much as we can in our current position, we crave to move higher in the food chain. Nine to five is a notion that is hard for us to accept. Millennials tend to be more task-driven rather than time-driven, meaning that we prefer to be paid accordingly for the work done rather than the time spent doing it. This allows us to be more autonomous with our work hours, and spend time doing things outside of work rather than taking the standard two-
week vacation. To a millennial, “Work-life balance” may be the most important aspect of a work environment. While I do believe that leaders in the business world need to evolve along with our generation, millennials also need to take a step back. There are many ideas that we as a generation need to absorb before we can hope for change. For example, technology often takes away from the true foundation of business. Our generation, unfortunately, has a tendency to hide behind our phones and computers. We forget that the purpose of business is to invest in people, not only products or technology. Yes, the overall goal of business is to seek profit, but doing so under the wrong circumstances can be detrimental. People in the workplace come first. My experience has made me realize that I truly value how far we have really come. I may be a millennial, but I certainly haven’t lost my sense of humbleness and respect for the people who have been in business since before I was born. I have come to appreciate opportunities given to me rather than belittle the prior efforts of hard workers in the field of business. I have been given several opportunities to meet people I never would’ve met, learn things I never would’ve learned, and apply my education in a purpose-driven environment. I am hopeful that this will serve me well as I enter the work force and build my leadership potential.
“9-5 is a notion that is hard for us to accept.”
We focus on you and your business. Provide assistance with options that may help you increase the value of your business, employee retention, and opportunities to eventually retire or exit your business. It’s time to expand your business plan with the team that is trained to focus on you! Call Elaine today to find out how: 410-494-7766 x160
www.YCO.com ABOUT THE AUTHOR Mark G. Hartzell is a senior at the College of Charleston and majoring in Business Administration.
Elaine.Shanley@YCO.com 1910 Towne Centre Boulevard, Suite 250, Annapolis, MD 21401 Securities offered through LPL Financial, Member ANRA/SPIC. Investment advice offered througfh Private Advisor Group, a registered investment advisor. Private Advisor Group and Young & Company Wealth Management Strategies, LLC are separate entities from LPL Financial.
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