B-School Resources for Your Growing Business
Photo: Kim Schmidt
The University of Richmond’s Robins School of Business Executive Education division was established more than 50 years ago, but how well do you know this institution? You might think of it as a great place to take a business course – which it is – but as we found out, there’s much more to this program than you might imagine.
“Executive Education is part of a business school in a liberal arts, research institution. Further, many of our business school faculty have held corporate positions, which, when blended with their academic expertise, makes them uniquely qualified to assist organizations with their challenges and opportunities,” explains Robert R. Piazza, Director of Executive Education, Robins School of Business.
“For example, we work with a variety of organizations to first, understand their businesses, then provide custom solutions to their challenges. Sometimes that means we educate or train their employees, other times our engagements are considerably more complex involving consultation and facilitated processes. We have developed single courses as well as whole programs in leadership and business acumen. We have consulted on a variety of special projects, and have facilitated leadership retreats on strategy, talent management, and account management. We are often engaged for keynote speaking engagements on topics that are especially relevant for company and association meetings.
He adds, “We enjoy the variety of challenges we face with small, medium, and large-sized clients, and our clients enjoy the great value we provide for considerably less cost than commercial consulting companies.”
Customized Answers to Business Problems
A faculty deep into research and with extensive corporate work experience is an uncommon combination, Piazza tells us. So then, what’s the best way to TRULY take advantage of the university’s resources and expertise? Hire them!
If you have a specific business problem that requires input from a business consultant, and not just a class, look no further. The size of your business doesn’t matter. “My hope is that if you have a business problem, no matter what it may be, you will look to the UR’s Executive Education division as means to solve it,” says Piazza.
From specific challenges like “I’d like to break into a new market” to “I just want to make a profit,” or “I want my employees to work more effectively together” the Robins School of Business is there to help. And like any good consulting firm, the faculty is enthusiastic, engaging and results driven
Options for Everyone
So what are you waiting for? There’s an option for everyone – no matter your challenge, training need, business size or personal level of expertise. All business professionals are welcome.
Executive Education public courses offer a variety of options in project management and training skills development. Those who’d like to update or broaden their overall business knowledge and skills should consider the Mini MBA program. Need a customized approach? Get started here today!
Guided by the Gestalt Protocol, Peer Groups Offer VACEOs Members a Safe Haven
Imagine seated to your right is someone who has made the Inc. 5000 list not once, but EIGHT times. Seated around the table to your left are several RVA 25 CEOs representing the technology, consumer products and staffing industries. Each is focused on your question, issue or opportunity. You finally realize: you are not alone. This is the feeling each VACEOs member has experienced during a Roundtable or Forum session.
All new VACEOs members are assigned to a peer roundtable. It quickly becomes a safe haven – a place to vent, ask questions, release fears and build life-long friendships.
“Peer roundtables are important because they provide a unique opportunity to share and learn with a group of peers in a completely safe environment,” says Mo Fathelbab, Forum Resources Network president and author of Forum: The Secret Advantage of Successful Leaders.
“As a CEO, it’s often lonely at the top. You can’t share everything with your employees, partners, board members or investors. Members of a Roundtable have no personal interest in your decisions,” he adds.
Forum: The Secret Advantage of Successful Leaders explains Roundtable methodology and is required reading for all new VACEOs members.
“The Council’s Roundtables have been designed intentionally around the principles found in Fathelbab’s book,” says Scot McRoberts, executive director, VACEOs. “Each member is trained about our disciplined meeting process, which follows very specific language and meeting protocols. This is to ensure that every member gets the most out of the Roundtable or Forum meetings.”
“NO ADVICE” POLICY (GESTALT LANGUAGE PROTOCOL) IS KEY
All VACEOs Roundtables adhere to a set of ground rules by which the group must abide. Chief among them is strict adherence to a code of confidentiality and Gestalt Language Protocol.
“The Gestalt Protocol is based on the theory that as children we were always told what to do by our parents,” explains Fathelbab. “As a result, adults – especially entrepreneurs – resent being told what to do by anyone.”
The guiding principle of the protocol is to never give advice, but to share related experiences instead. Participants are careful to avoid phrases such as “If I were you…” when another group member presents his or her challenge. Learning to participate in a group this way takes effort and practice, but it’s essential for creating a safe, rewarding experience.
“Advice can be flat-out wrong,” says Fathelbab. “It can be judgmental. Advice creates an unsafe environment in a Roundtable, Peer Exchange Group or Forum. Each of us is best equipped to solve our own problem. The best anyone can do is to share their experience, allowing the person with the problem to glean from that experience what is best for him or her.”
“Sharing experiences allows members of a group to get closer by learning more about one another,” he continues. “By contrast, giving advice to a single member robs the group of all of the stories that can be so educational and socially bonding.”
ARE YOU IN NEED OF A SAFE HAVEN?
The Council is one of a handful of independent regional organizations of its kind in existence. Members enjoy the benefits of networking, camaraderie and the “safe haven” found in their roundtables and in their interactions with 180 other CEOs. Ready to learn more? View VACEOs membership info today.
How to Build a Winning Company Culture
Do a little background research on Rich Reinecke and you quickly turn up words and phrases like “entrepreneur,” “executive search industry professional” and “largest firms in the country.” But that’s old news. Today he’s a business builder and connector, a hirer of phenomenally talented people, and a nurturer of one officially great place to work.
His company, The Fahrenheit Group, which he co-founded with Keith Middleton in 2010, has evolved organically into a successful multi-dimensional, fractional hiring, and business consulting firm — complete with accounting, finance, business advisory HR and talent acquisition divisions. The company’s client roster reads like a Who’s Who of some of the most recognized large companies in the country. The staff are seriously smart C-suite executives and professionals who have been there, done that.
His staff demands a unique business environment and opportunities. They know what a great place to work for looks and feels like, and they’re the reason why The Fahrenheit Group has twice been named one of the Best Places to Work in Virginia.
Reinecke says his company’s growth has been fueled by its work culture. Here are a few tips from him that could get your business on the right track toward success.
FIVE WAYS TO CREATE A GREAT COMPANY CULTURE
1) Be bold. Ask. It’s a simple first step that many companies ignore. Ask your employees what they think about their workplace environment. Ask for their feedback and listen. Make adjustments. Ask again. Then watch employee morale and camaraderie begin to grow.
2) Think “team,” not “us vs. them.” Reinecke says this is more than a shift in nomenclature – it means allowing your staff to give input freely without concern over reprisal. It means polling or asking team members things like, “What could we be doing about…” or “What do you think about this?”
3) Create an attractive environment. Is your physical space comfortable? Welcoming? Friendly? Does it complement or detract from your brand’s image? Reinecke describes Fahrenheit’s space as edgy and innovative – which pairs perfectly with the out-of-the-box thinking the company’s co-founders encourage. Says Reinecke, “Do the little things right to encourage your employees to want to be at work, even if that’s simply having Diet Coke in the refrigerator.”
4) Keep everyone engaged. Regular information-sharing sessions are one important way Fahrenheit’s staff stays involved in the business. “We try to mix some social aspect into our team meetings that allows employees to really interact and get to know each other at a meaningful level. Relationships create accountability to each other and a desire to help everyone win.” Reinecke also encourages and empowers his team to create new business opportunities.
5) Give regular feedback. “Everyone wants to know if they’re making a positive impact. Share what information you can on that front. Regularly report to the team as a whole and individually in private,” says Reinecke.
ABOUT THE FAHRENHEIT GROUP
“The Fahrenheit Group is a team of experienced C-suite executives and consultants who collaborate with management and define strategy and build roadmaps to execute and deliver measurable results. We serve clients across all industries, ranging in size from emerging growth companies to Fortune 500 firms, including VCs and private equity-backed portfolio companies. From accounting, finance and HR projects to M&A and advisory engagements, we have talent that transforms the world of business.” – Rich Reinecke, co-founder, The Fahrenheit Group.
What’s On Our Minds…
THINK ABOUT IT.
It’s very likely your customers could be judging your entire brand on one simple interaction.
Said another way…
- – Your best prospect was treated rudely by your new receptionist.
- – Your delivery truck was last seen at 2:00 pm outside a seedy bar.
- – The bathroom in your five-star restaurant doesn’t have toilet paper or towels.
There are hundreds of ways your brand is rightly or wrongly “judged” — either by direct interactions with your employees, or by other random, indirect encounters. How aware are you of those moments?
Do you know how to engage your employees and teach them how to be sincere advocates of your business? The VACEOs members who attended the recent Knowledge Network Luncheon do.
Come join us! ‘Cause if you didn’t get a least ONE solid business nugget at your last meal, you’re dining with the wrong group.
This “What’s On Our Minds” moment from VACEOs Knowledge Network Luncheon, “Understanding and Controlling Your Hidden Brand: The Tug-of-War of the Brand Experience” presented by Glenn Lock, tacklocktraining.com.
Finish Big
No, this is not another end of the year, rah rah blog post. Rather, I just started reading Inc. editor Bo Burlingham’s new book, Finish Big. Bo co-led our 2008 CEO Retreat with Doug Tatum.
The book starts with “Every entrepreneur exits. It is one of the few absolute certainties in business.” There are damn few certainties in the life of a business owner. Still, many pay scant attention to their coming exit until it is too late. This book will motivite you to get going, and give you an outline to pursue.
Well, Bo is sucking me in, so I will be through it shortly. His writing is powerful. His genius is in distilling and sharing experiences, all the while telling a good story. If you would like my copy of Finish Big when I am done, let me know. – Scot
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