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A business owner friend of mine recently described his company’s success operating in a niche area of construction. As he explained not only the services his team provides, but the expertise of each team member, I could not help but wonder why he didn’t mobilize his team for broader purposes. They clearly have wide-ranging skillsets and may even enjoy the variety of experiences that could come by expanding their services.

As he freely showed me his company’s financial history, I quickly lined up five years of statements for some analytical fun. It took 30 seconds to see that one year stood out… for unfortunate reasons. Whereas years 1, 2, 4 and 5 showed steady revenue and bottom line growth, year 3 showed terrific revenue but a significant loss. Naturally, I asked my friend what happened. He confidently, yet humbly replied, “We tried to do something other than what we do. We’ve since determined what we do best and are committed to staying in our lane.”

When leaders answer and communicate “What do we do?”, they offer focus to their team and clarity to their market. This, in turn, reduces confusion, inefficiencies, misallocation of resources, and the potential for significant losses.

At North Group, we “do” five things: Assessments, Development, Transitions, Transactions, and Hiring & Onboarding. Declaring what we do has enabled us to intentionally develop each service area so we can deliver the best possible service to our clients. It has also given clarity to each team member, enabling us to focus and elevate the value we bring in each area.

So… what do you do?

Recently, I met with an owner / leader of a multi-generation family business that has been around for decades. It is well run and well known in the community. As this leader approaches retirement and considers the future of his business, he does so with a grateful spirit and with great care for both his family and the many employees who serve. He further expressed great appreciation for the customers who enjoy his products and services. He wants to know that they will continue to experience a high level of care.

When I think about this leader’s story and the stories of others like him, I am thankful. Owners who care about excellence and about the lives of their colleagues and community make me want to work even harder and more thoughtfully. Never is this inspiration put to use more than when we serve as a merger and acquisition advisor to our client.

During the second half of 2018, North Group walked alongside owners and leaders of three different organizations to successfully sell their companies. While each organization may have had different expectations and reasons for selling, we were pleased to work with each individual owner and consider how:

  • The company’s legacy will be impacted
  • Key employees will be provided for
  • Long-time loyal customers will be served well into the future
  • How they can be fairly rewarded for the business that they have owned and led

If you are a business owner considering how to begin the process of a thoughtful merger, acquisition, or sale that considers benefits for all stakeholders, delivers fair value, and results in a win-win-win situation for all involved, please contact us. We would be inspired to walk alongside you during your significant transition.

Last week my family attended a classical music concert together – not a typical Saturday for the Murrays. Several pieces were memorable; one is still impacting me.

The conductor gently raised his hands and a young lady with blonde hair stepped down from the second row of risers. As she approached the microphone stand beside the conductor, music began to play. Standing with impeccable poise, her voice filled the room as she sang “I shall not live. I shall not live… in vain.” She returned to her place in the choir of peers, who joined together to sing a commitment to live a life of purpose.

Music is a gift. It often reaches hard to find places inside me. I’m not sure how it works. Sometimes it’s the lyrics; sometimes it’s the melody; sometimes, it’s the complexity of instruments working together to create a perfect harmony; THIS TIME it was the performers. For reasons still not clear to me, I literally fought tears as I considered how much work each “team member” put into their performance AND how the finished product communicated their efforts by its sheer excellence.

No matter how much you love what you do, commitment to achieve excellence requires faith and sacrifice. Sometimes, we get to see the direct benefit of our hard work. Sometimes, it takes years to see the rewards. It is way too easy to get distracted from disciplined effort when long-term goals seem far away. Whatever is urgent often clouds the important and interrupts momentum toward excellence.

The message that I “heard” listening to a team of very dedicated musicians is difficult to live, but it was very clear to me. Excellence doesn’t come easy, but it’s almost always worth the cost.

I am a numbers guy.  I don’t know why – it’s just how I think.  Numbers measure stuff and help simplify things for me.  Sometimes I am fascinated with how broadly numerical metrics can be applied to explain life truths.  One of those times was a few years ago when I was reading Stand Against the Wind by Erwin McManus.  The author suggested that the answer to finding wholeness in life is 51%.

If we give of ourselves just a little more than we receive on a consistent basis, we will experience wholeness and fullness in our life.  51% represents giving more than receiving.  McManus went on to describe the path to 51%.

Thankfulness – When we specifically notice and acknowledge the good in our lives, apart from our own efforts, we will more easily release control over the results of life.  Thankfulness is the foundation for wholeness.  Being thankful is not just a virtue; it’s a lifelong strategy for peace, joy and fulfillment.  It’s worth taking time to consider on a regular basis.

Humility – When we are thankful and understand that good is not completely dependent on ourselves, we gain more confidence in a good future without having to act on our own behalf.  Instead, we are freed up to think of others and act on their behalf.

Courage – Courage is demonstrated when we act without thinking of ourselves.  It doesn’t mean we have no fears; it means that our #1 priority is not self-protection.  As the situation calls for it, we do the right thing, regardless of what it means to us.  When we live courageously, we do not hesitate to give more than we receive – 51%.

In a relational economy, think 51% – for personal wholeness AND to become part of the process toward wholeness for someone else.

Happy Thanksgiving!

My wife, Kim, and I have been setting Murray family records for hours spent on the road, largely as taxi service to our four kids who are all involved in activities away from home. A few months ago, I circled February 1, 2016, on the calendar. We celebrate our oldest daughter’s birthday every year, but this year was a milestone birthday–Hannah was turning 16.

A few days after the big event, Hannah and I took a trip to the DMV, stood in line and waited for Hannah’s turn to take the driver’s examination. As we waited, Hannah asked, “Dad, can I drive home?” Her question changed my thought pattern from “This is great” to “This is serious.”

Hannah smiled the entire drive home. She was thrilled to experience life from the driver’s seat. I was happy, too, but more aware than ever how much focus, understanding, experience, and good judgment are needed to drive a car. Hannah has no idea how much she has to learn.

There are many good reasons to hand over the controls. Doing so creates:

  • Opportunity and next-level development for the rookie
  • Relief to an operator or leader who is beyond capacity
  • Hope regarding how the new normal can positively impact the future

It is VERY important to remember the good reasons, because it is uncomfortable.

First, it requires me to allow someone with less experience to handle something important to me (and that I enjoy). Second, it reduces my own productivity because of the time needed to develop someone else. And, third, it exposes me to risk—whether financial, operational or health-wise.

A few weeks in, it is fun to see my daughter’s enthusiasm and teachable spirit. She is learning quickly but realizes that she still has a lot to learn. In the passenger seat, I am not holding on as tightly. I even take my eyes off the road for a second or two sometimes. We are both making progress and it feels great!

I’m sure I enjoy Annapolis, Maryland, more than the average visitor. I grew up just outside Annapolis and hold many positive memories. I’ve grown to admire and enjoy the colonial architecture, town history, waterfront and fresh seafood restaurants.

I was breathing it all in on a recent visit. Annapolis looked and felt better than ever. On our way home to Pennsylvania, we passed another location that holds many positive memories; unfortunately, it looked awful.  How is it that a nearly 400-year-old town along a brackish waterway maintains its attractive appearance, while a nearby 40-year-old campus, once welcoming in appearance, appears dilapidated and uninviting?

The sharp contrast reminded me of my own work with fitness, performance and character. Whatever standard I desire requires intentionality and effort to maintain. I almost never decide to go backward. Just like with buildings, going backward happens subtly. Going backward is expensive. The price or effort to regain initial standards requires much greater effort than if I had maintained those standards along the way.

I’ve found that the pattern of intentionality (or lack of it) impacts every area of my life. Subtle erosion can happen in my:

  • Most important personal relationships
  • Key work relationships
  • Physical health
  • Character and influence
  • Personal competencies
  • My values and how I live out my beliefs

I try to take a break from the race now and then to evaluate how I am doing in these areas. I try to be brutally honest. I write down or refine a plan. Usually, I share it with a friend for accountability.

That’s what I do, but do what works for you. As you commit to being a steward of your own life (and organization) you can avoid the high cost of subtle erosion.

December 19, 2014

Why It’s More Blessed to be Generous than Good Looking by Jerry Murray

Almost twenty years ago in Baltimore, Kim and I spent our first Christmas together as a married couple.  I worked at a public accounting firm; Kim was a physical therapist at an inner city rehabilitation hospital.  She loved her patients and regularly shared stories about their gratitude, humility, unique personalities and tremendous effort to regain strength.

It was no surprise that Kim suggested we stop by the hospital on Christmas morning to visit her new friends, wish them a Merry Christmas and deliver a small gift.  I thought it was a great idea.

On Christmas morning, our simple two-person assembly line prepared plates of fruit, cookies and candy wrapped with a bow.  Kim was pumped and, although I was a bit nervous, I was all in.

When we entered the dark, one-story structure in an older part of the city, I remember immediately feeling the warmth of the staff and, even more so,  the kindness of the patients as they received us and our plate of treats.  The dark setting was overcome by the brightness of individual connections.

Upon meeting me, one of Kim’s patients even commented that she had a handsome husband!  I forgot who was giving and who was receiving.  It was that kind of moment.

That morning didn’t feel entirely natural for me, but it taught me something that I’ve believed and tried to practice since:  The rewards of being relationally generous almost always far exceed the risks.  The adventure of leaving your comfort zone has great potential in your family, community and organization.

As Kim and I left the hospital, we debriefed:

Me:  I am really glad we did that…how about your patient saying you have a handsome husband?

Kim:  (laughing) It WAS great.  By the way, I forgot to tell you that he is legally blind.

My other lesson that day…one way or the other, sincere generosity can even overcome mediocre looks.

Merry Christmas!

 

May 20, 2014

When Vulnerability Turns into Whining by Jerry Murray

I heard myself repeat the same refrain several times over the past month – My first quarter was the craziest first quarter I’ve ever experienced.  It’s a true statement (I think).

The craziness came from every direction:  New things to work on, new relational truths to work through and new concepts to consider, all in addition to an already full schedule.  On top of that, I left the state three times and country once for a combination of work and fun.  The barrage of activity resulted in reading less, exercising less and meeting fewer times with friends for the purpose of accountability and encouragement.

As I’ve looked back at the quarter, I’ve concluded that my busyness kept me from seeing and dealing appropriately with several small (yet challenging) issues. Over time, the neglect required some emotional repair work.

I didn’t start out whining.  Certainly there is value in healthy vulnerability for everyone, especially for leaders.  Being a leader can feel lonely from time to time. But we can’t just go it alone.  It’s appropriate to engage a trusted friend to help you see your blind spot and to develop greater self-awareness.  That is where I started.  Thankfully, I have a few friends who led me to truth pretty quickly without beating me over the head.

The truth of my situation became evident in fairly short order, and I formed a plan.  The problem for me was that after I gained some insights and determined the pathway to overcome my issues, I wasn’t yet finished wallowing in my stuff.

Admit it…most of us do this from time to time.

We hear good advice and even agree to a plan of action in person, but we delay behavior change.  What’s worse, sometimes we even continue to complain about our situation because it feels so good to have others validate our emotions.  I’ve come to see, though, that the shortest distance in the journey to overcoming is in taking productive steps rather than continuing the refrain about my current situation.

Change is hard.  It often makes us stronger, wiser, more relevant and more effective.  But again, it’s hard.  The wisdom, encouragement and accountability of a trusted friend or advisor is always an effective way to improve the likelihood of successful change.

Be honest; don’t hold back logically, emotionally, relationally or spiritually.  BUT, if you find yourself holding back…begin again to take productive steps toward the change that you agree is best for yourself and for those around you.  Moving forward will reflect well on your character and will honor the friends that are walking alongside you.  Save the whining for when you really need it.

 

November 20, 2013

Because I Can by Jerry Murray

Over the past few weeks, several international news sources reported various ways the U.S. government has used its intelligence strength to probe for sensitive information.  I had a lively conversation with friends imagining what information our intelligence agencies collect and, in particular, why they collect it.  One of the most thought provoking yet  simple answers my friends came up with on why our agencies tap into so many sources of information was this: Because they can. They have the technology and resources to gather information – why not just do it?  I am confident that our government uses a more complicated decision-making model than we imagined, but it was an interesting thought to consider, nonetheless.

Because I can creates a choice for every leader or person in a position of authority or power.  Government leaders, CEOs, Controllers, Executive Directors, Production Managers, Teachers, Parents – name any position that commands power, perceived or otherwise, and with it usually comes choices that will impact those who depend on that leadership.  Sometimes leaders are tempted to inappropriately use authority just because he or she can:

  • To withhold rewards earned by subordinates… because they can.
  • To ask for something at 4pm that could have been requested at 8am… because they can.
  • To cancel a meeting at the last minute, or not to honor time commitments… because they can.
  • To berate an employee inappropriately and not apologize or set the record straight when they realize they are wrong… because they can.
  • To make decisions without communicating them to key team members… because they can.

Unfortunately, this list can go on and on.  Reasons vary, but the frequency is much greater than any of us care to admit.

Erwin McManus once said that power doesn’t corrupt an individual, it merely exposes his/her true self.  Leaders who regularly spend time developing their “true self” are less likely to fall for the temptation to abuse their authority.  Rather, strong character will win the day and reflect well on the leader, benefitting his/her team members and the organization as a whole.  Leaders who invest time to develop their character will be ready to:

  • Say thank you and look for opportunities to show appreciation… because they can.
  • Honor their commitments, including meeting times and expectations… because they can.
  • Give voice to others in the organization where they work, even if they have opposing viewpoints… because they can.
  • Directly address accountability issues with team members rather than delivering relational consequences… because they can.

You can use your strong voice and decision-making ability to build up and engage those around you.  Take time to invest in your leadership character.  You and the people that depend on you will be glad you did.