Communication

Learn to React… Fast

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As a leader, you need to react fast to the information you receive. The trick to reacting fast is that you don’t overreact. It’s that delicate balance, but you’ve got to do it if you want your company and your employees to be the best that they can be.

Reacting Slowly Stifles Change

People will sit on information without making the appropriate changes, losing growth and advantages they could have gained from it. They react too slowly that they lose leverage from new information and ideas.

A great leader wants to gain the most that they can out of new opportunities, which means reacting to things quickly to push change. The greatest changes come from opportunities that are acted upon quickly and efficiently. That means, as a leader, you need to reach them fast.

Reacting Slowly Hurts Your Employees

Employees who look to you for guidance, inspiration, and leadership get frustrated when they give you real information and you’re too paralyzed to do anything about it.

‘Race to the conflict’ is a great management phrase to know. When something bugs you, it’s important to act on it right away and address it with the person. Note that you should never do it in writing.

It was always better to confront the matter in person. Employees respected me for handling situations this way; it built trust and meant nothing was left to fester. Also, addressing the matter in person allowed them to give their thoughts on the matter, too. Sometimes their perspective can give you a lot of additional information.

Reacting Slowly Worsens a Crisis

As a leader, you’re bound to run into crises. Not knowing how to react and act upon these quickly can make the problem worse and be detrimental to your business.

Crisis can involve something inside the business, or something outside such as the press. In every crisis, but especially one involving a customer or the press, you need to respond as quickly as possible. Without a solution, things keep snowballing.

“When news is transmitted around the globe in a nanosecond over social media, featuring real-time pictures and videos, there is little to no time to position, posture or even understand the facts before you are pressed to make a statement. Because, if you do not speak for yourself quickly, or if you do so poorly, someone else – antagonist, police, government, competitor or anonymous hater – will speak for you. And in the world of public perception, the first mover has the advantage.” – Forbes

Reacting fast as a leader is essential in many different situations, be it business opportunities, employee problems, or full on crises.

Strife causes confusion, and confusion comes when leaders don’t react fast to potential problems. Just be careful that when you react fast, you also react well. Don’t react with emotion, but react with eagerness to take things on and fix things.

Do you react fast to opportunities and problems? How did you learn to do this well? Let us know in the comments below.

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in November 2010 and has been edited for accuracy and comprehensiveness.

The Key to Good Communication

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A good leader needs to be good at communicating, but sometimes that can be difficult. Sometimes, you trying to be understood can come out seeming like arguing. Other times, you might feel like your ideas aren’t getting understood properly.

So, what is the key to good communication and how do you do it?

Good Communication Requires Good Listening

The key to good communication is listening to what people have to say, not telling them what you need or think you need to say.

But what does listening have to do with you being heard and understood?

Good communication isn’t a one-way street. You can’t bark orders and commands and expect all employees to follow that system. In fact, that technique may even be wildly detrimental to what you’re trying to accomplish with your business. 

Value Other People’s Time to Speak

When you value the time other people have to speak, they’ll value yours. This means avoiding interrupting at all costs. If you have something you need to say, save it until it’s your turn to speak. Put simply, treat others how you’d like to be treated.

“It can be tempting to want to speed up the conversation when you think you know where the speaker is going. However, active listening requires that you let the speaker keep talking uninterrupted—regardless if you think you can speed up the pace by finishing their sentence.” – Cameron Herold

Hear the Meaning Behind Words

Good communication requires you to understand the meaning behind each word you’re saying and how tones and inflection can affect that. Try reading this sentence six times while putting the emphasis on a different word each time: “I didn’t say you were beautiful.”

Could you hear how the meaning of the sentence changed each time? If six words can mean so many different things, it’s no wonder that communication within a company can be so confusing and frustrating at times. As a leader, it’s your responsibility to listen carefully to not just the words people are saying, but how they’re saying them, what they’re emphasizing. 

There is no end to learning good communication. Good communication requires you to never stop passionately pursuing better communication with everything around you. Good leaders are constantly learning in every aspect of the job.

What do you find is most important when it comes to good communication? Let us know in the comments below.

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in April 2010 and has been edited for accuracy and comprehensiveness.

Communicating Feedback

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Feedback is vital for improvement for anyone, be it an employee or a leader, but, to get the most out of feedback, you need to know how to communicate it well. As they say, communication is key. They’re not wrong.

So, how can you communicate feedback well?

Make Sure They Want to Learn

Whoever is receiving feedback needs to want that feedback and have a desire to learn from it if it’s going to be of any use. Communicating feedback to employees is all about learning, but the receiver controls the learning environment. This means that they have to want to learn how to take feedback in order to be successful.

The receiver must perceive a need for feedback. If the receiver already thinks they know it all, then they won’t be ready to learn from you. Let them create their own need by failing a couple of times first.

It’s your job to make sure they’re in this mindset when you give them feedback. If they’re not, giving them feedback is just a waste of time. Wait until they’re ready to hear it.

Give the Feedback in Multiple Forms

Feedback can either be written or verbal. It can be very effective to use both. You can give them a mix of clear and concise written feedback while verbally communicating comments about where they can improve along with areas they should continue as they are.

That’s just one way to do it, though. You need to figure out what works best for you while tailoring it to the needs of the receiver. That’s how you make the most out of feedback.

Clarify With a Scale

Scoring each area of your feedback with a scale also works well to communicate and clarify the feedback to the receiver.

Make sure you’re sure of your scores here. They have to be thought out and chosen wisely. Feedback has to be accurate, showing how you observed them closely and made good written mental notes. Otherwise, no one is going to take your feedback seriously.

Make Your Feedback Exact

Describe what happened, but don’t make only general comments when giving feedback. It is much better to say exactly what was done well, or what could be improved upon. By providing specific examples, the receiver knows exactly where to focus their efforts in order to improve.

Don’t just assume people know what you’re talking about or that they’ll read between the lines. You have to be clear, even if that means you’re being blunt. People much prefer knowing exactly what they did wrong rather than being aware that you’re upset with them without being sure what, exactly, it is that they did wrong.

Give Positive Feedback, Too

As a general rule, people enjoy getting positive feedback and don’t like hearing too much negative feedback. Providing positive feedback shows support of their efforts and fosters more open learning.

Often, when you address someone’s strengths, the flip side is a weakness that they then notice on their own. Start your feedback with positive statements. Once they hear that, they’ll be much more inclined to actively listen to you.

A good rule to follow is, for each negative, give them two positives that they should maintain.

Ensure It’s Understood

When communicating feedback, keep in mind that the message delivered isn’t always the message received. Check in with the receiver to ensure that they understood you correctly, even if this requires them to repeat their understanding of what you said.

Not only does all this ensure that you are both on the same page, but it also helps make sure the feedback sinks in. When the receiver states that they agree with your feedback, you know they’ve absorbed it. If the receiver disagrees or is confused with any of the feedback, discuss it further until they are clear on it.

Great leadership knows how important communicating feedback is. Without it, your employees, you, and your company are at a standstill. Communicating feedback correctly is the key to improvement!

Do you have any tips on giving and receiving feedback? Let us know in the comments below!

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in June 2011 and has been edited for accuracy and comprehensiveness.

How to Foster Useful Communication

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Ever notice how the same people tend to talk a lot in meetings and those who are usually quiet never speak up?

Quiet COOs against intense outspoken CEOs are a common example of how communication in most top-level meetings is quite lopsided, with one party doing all of the talking.

So, what can you do about this?

Notice the Value Others Can Have in a Conversation

As the Chief Operating Officer, or as another leader, you might often feel as if you could have added good value to the conversation, if only you were given the chance to speak up. This applies to all of your employees as well.

In other words, if you are a COO who has to remain quiet when the C-Suite team meets, then the least you can do is encourage the quieter employees who report to you to speak up in meetings and join the conversation. Why? Because you know what it feels like to be stuck being silent, so try your best to make sure others don’t feel that way.

If you’re a CEO, you need to seek other people’s knowledge and opinions. You are essentially second in command to no one, meaning that you have no outside perspective if you don’t encourage others to speak up to you.

Engage with All Participants

In order to run successful meetings, you must engage with every single meeting participant, especially the ones who typically remain silent. With some encouragement, these people could really add value to the discussion.

During meetings, foster dialogue with the newcomers or quiet employees first, and then move around the table, moving up in seniority as you solicit feedback.

Leaders should always give feedback last so that they don’t sway the group one way or the other. This is actually one of the key employee management tips that are taught in CEO, CFO, and COO training seminars to help executives build a more cohesive team.

Try the Post-It Note Strategy

Another way to encourage others to share their ideas is through the Post-It note strategy. It’s easy: simply give every meeting participant some Post-It notes and instruct them to write down five to ten ideas, one per note.

Then, get everyone to put their ideas up on the wall and get them to read them aloud. It’s an opportunity for everyone’s ideas to be out there and listened to and if everyone is doing it, it’s a lot less nerve wracking.

“Your employees are going to be much more invested in the ideas this way because they feel as if their voices were heard. If they feel this way, they’ll work a lot harder to make the ideas come to life.” – Cameron Herold

Eliminate Distractions

To foster useful communication it is essential that people aren’t distracted by emails or tests. Sometimes it can be useful for people to bring their phones or laptops to meetings to make notes, but emails and texts distract others and yourself from the task at hand.

If you suspect that someone is emailing, ask them to stop and show everyone what they’re doing. If you catch them emailing, they owe $10 to the company’s entertainment fund or company charity. It works like a charm!

If you call someone out on it and you’re wrong, you owe them lunch instead. It’s a fun way to enforce meeting etiquette without rebuking and insulting employees. Plus, it encourages people to pay attention to the moment. It’s hard for people to want to speak up if they think that no one is going to be paying attention anyway!

Communication is essential in any good company, so it’s important for leaders to know how to encourage it in others.

How do you foster useful communication? Any good tricks? Let us know in the comments below.

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in August 2017 and has been edited for accuracy and comprehensiveness.

Your Company Needs a Better Office and Here’s Why

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If you are trying to create a fun and fostering environment in your office, the kind that will inspire your employees to creative brilliance, you have to think a little outside of the box.

Okay, maybe a lot outside the box.

Dreary Offices Stifle Creativity

A good leader needs to go out of their way to create bright, colorful offices for themselves and their employees. Do everything you can to avoid stuffy offices and dreary boardrooms in your workspace. If you’re not excited about working in that environment, then why should your employees be?

Nothing stifles creativity more than a drab, boring old-school office. Those cliché motivational posters on your wall are doing quite the opposite. More likely than not, those are only motivating your employees to rip them to pieces.

“Driving for success is much deeper and more individual than these “slogans for the masses”. Motivational phrases and beautiful photography does not get people closer to that goal. In fact, displaying these kinds of posters is really a mistake for the small business owners and can become a point of ridicule.” – Forbes

Dreary Doesn’t Attract Top Talent

You better have a crazy compensation package on your dreary, white table if you think you are going to attract any top talent to your little, beige office. These top talents read enough blogs and watch enough TV to know what kinds of environments the best, cutting edge, start-up companies are offering.

“Google is arguably the best company to work for in the world. Their offices are renowned for their funky design and cutting-edge amenities. The level of autonomy and focus on innovation is legendary. And, yes, their above-average compensation and stock options don’t hurt their chances of finding top-tier talent either.” – Cameron Herold

Think about ReThink

ReThink is one of the top advertising agencies in North America. To keep their place at the top, stakeholders have gone a little crazy when it comes to their office space, to say the least. Unless using a ping-pong table for a boardroom table or installing artificial turf for carpeting sounds normal to you?

ReThink is using a brilliant strategy. They’ve created a physical embodiment of a corporate culture that insists on doing things differently.

It’s also quite brilliant because it didn’t cost them thousands as you’d expect. You don’t need fireman’s poles or foosball tables to compete with these people, either. Bright paint, funky furniture, and an open concept can go a long way in establishing a unique working environment.

Name Your Office

One of the easiest ways to show how quirky you are is to let go of tired naming conventions for your offices and boardrooms. Some offices have named their meeting rooms after planets, the farthest and smallest aptly being named Pluto (not officially a planet, but you get the idea).

Have your employees brainstorm ideas for names or make it a contest to see who can come up with the best options. Who doesn’t like a fun, little contest?

“Of course, an office is more than simply the place where people work. It is now seen as a visible manifestation of a company’s brand and culture, and in being so says something significant about the employees there.” – Annual Leave

Socialization, Food, and Naps!

Some people balk at the idea of making your offices and workspace more fun and easier to socialize in, but leaders that know its benefits are huge proponents of it. One of the easiest and most authentic ways to build a world-class culture is to bring in a barbeque and use it often. The break from the grind is welcome, the conversation flows naturally, and who doesn’t love a free lunch?

It’s also a great idea to stock your lunchroom with fresh fruit and healthy snacks, as well as build “nap rooms” into your offices if you can. If you expect your employees to work long hours to help you build your business, then you have to provide amenities that make it easier and healthier.

You aren’t an old-school company, so don’t fall into the trap of thinking you need an old-school office.

Do you do anything interesting with your workspace? Let us know in the comments below!

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in October 2016 and has been edited for accuracy and comprehensiveness.

Why You Shouldn’t Hire for Attitude and Train for Skill

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The old adage of “hire for attitude, train for skill” doesn’t work anymore, if it even ever did. A good attitude can’t overcome a lack of skills no matter how upbeat and charismatic they are. When you’re growing at 100% revenue growth a year, you need people that will get the job done right away.

Faking It

A good attitude can be faked, skills cannot. This is not to say that you shouldn’t hire based on attitude, it means that you need them to provide the skills on top of that to ensure they’re not all bark and no bite.

To test if they’re faking it, ask a variety of questions beyond the basic ones that everyone knows to prepare for. Ask questions that switch it up and make them think on their feet, such as the Best Interview Question. You have to make sure the good attitude is honest if you’re going to let it partially influence your hiring decision.

It’s not impossible to find people that have both a good attitude and the skills for the job, so why listen to the hire for attitude adage?

You Might Miss Out on the Best Employee

People often associate different attitudes and personalities with different jobs. So, if you’re looking for a specific attitude for a specific job, you’re going to miss people that may not traditionally fit that description, but have all the skills and motivation to succeed in the job.

“People with different attitudes and personalities are often successful in the same job. That’s one reason hiring for attitude often falls short in identifying top performers; it causes you to overlook highly capable people who might not fit a specific hiring profile.” – Employment Technologies

So, what should you do? A good attitude doesn’t make up for a lack of skills, but having the skills and also having a bad attitude is just as bad. You need to find a balance of both attitude and skill, but how?

Topgrading

Brad and Geoff Smart wrote a fantastic book called Topgrading. It’s one of the best systems for interviewing candidates and determining why you should bring someone into your organization. So, what’s Topgrading?

Topgrading recommends ‘leaning out’ two years into the future with every prospective candidate and determining what they have to achieve for you to be happy that you hired them at the end of those two years.

Once you’ve started this ‘scorecard’ for the role, then construct your job description around the milestones your candidate needs to have achieved after two years. That provides you with a tight and specific job description. Once you’ve got that, then you can interview against it to make sure that candidates have what it takes to achieve these things in a timely manner.

Assessing both the attitude and the skill of your candidates is the only way to truly find the best people to hire. It’s not as difficult to hire for both as the adage makes it seem.

How do you assess skills and attitude? Do you value one over the other? Let us know in the comments below!

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in August 2016 and has been edited for accuracy and comprehensiveness.

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Meetings Suck: Turning One Of The Most Loathed Elements Of Business Into One Of The Most Valuable

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We all know that meetings suck, right?

You hear it all the time. It’s the one thing that almost everyone in business can agree on.

Except it’s not actually true… 

Meetings don’t suck.

We just suck at running meetings.   

When done right, meetings not only work, they make people and companies better.

In Meetings Suck, world renowned business expert and growth guru Cameron Herold teaches you how to use focused, time effective meetings to help you and your company soar.

This book shows you immediately actionable, step-by-step systems that ensure that you and everyone in your organization improves your meetings, right away.

In the process, you’ll turn meetings that suck into meetings that work. 

In life, we always hear about people who’ve made huge decisions from their gut – without data.Today, I want you to make a decision, not only from your gut, but also from some data.  A decision that is only $12 per employee but will be priceless for your business.

Right now, your gut is telling you something is wrong with your company’s meetings.  You KNOW everyone complains about meetings.

People HATE going to them, they HATE running them, and they really have NO idea which meetings are truly necessary but they hold meetings simply because they think that is what they SHOULD do.

Even some of the smartest CEOs in the world complain about meetings – Elon Musk publicly told employees at Tesla & SpaceX to walk out of meetings if they weren’t being run properly.

I sent Elon a message saying that wasn’t going to fix anything – the key is to fix the root of the problem – NOT continue to ignore why meetings suck.

A Meeting is – Any phone call, video call or occasion where 2 or more people meet to discuss or work-through office topics.

Most employees on average spend 1-2 hours per day in meetings.

And likely, none of those employees – front-line staff or leaders – have had any training on how to attend meetings or participate in them, LET ALONE How to RUN THEM.

Consider this…

If the Average employee spends just 1 Hour per day in meetings – that’s 1/8th of their time.

If the Average employee earns $50,000 per year.

And they’re spending 1/8th of their time in meetings, that means you’re paying $6,250 dollars per year for just ONE employee to attend meetings.

The reality is, employees spend 1/8th of their time – and 1/8th of your company’s payroll – doing something they have literally NO idea how to do.

The Reality is…

95% of employees are booking & leading meetings – and they have NEVER been trained on how to run them.

95% of employees have had NO training on how to show up and participate in the meetings they attend daily.

And 95% of employees and companies have no idea what meetings are even necessary to hold.

Meetings CAN be hugely effective – IF you know how to run them

Meetings don’t SUCK, we just SUCK at running meetings. 

Investing $15 per employee – to help ensure the $50,000 a year you spend on them is an obvious and easy choice.

This could be the most impactful $15 you’ll ever spend and will save the company’s money, time and resources instantly.

Buying a copy of Meetings Suck for 100% of your employees and having them read it this month will have a huge impact on your company’s success.

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Free PR: How To Get Chased By The Press Without Hiring A PR Firm

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Public relations has always been an essential part of doing business which is probably why you’re shelling out big money to an outside PR firm. But the truth is that you don’t need them. You already have all the necessary tools in-house to do as good a job as the so-called experts. 

Cameron Herold and Adrian Salamunovic have taught thousands of company execs how to exploit free media coverage and ditch these expensive, often ineffective outsiders. 

Cameron & Adrian have also built in-house PR teams, spent decades learning how to generate Free PR and how to leverage public relations to complement their sales and marketing strategy. 

In Free PR, you’ll learn how the media world operates while you gain invaluable insider knowledge and actionable advice on how to: 

  • Build your own in-house PR team
  • Provide effective interviews
  • Score great media coverage for free with just a few easy steps 

Landing public relations coverage for yourself and your company is a powerful tool to help elevate your personal brand. PR is easier to generate than marketing, PR is easier to leverage than marketing and PR is more cost effective than marketing. In other words, Public Relations is more critical than ever in growing your brand and your business. 

You’ve got more passion, commitment, a larger stake, and a deeper understanding of your business than any outside PR firm could ever have. So stop wasting money and take the reins yourself.  Learn the secrets to landing TONS of Free PR for your company.

What they’re saying:

“I think PR is the core for promoting any business. Public relations acquires customers! That’s what’s cool about this book.”

– Kevin O’Leary,  Shark on ABC’s Shark Tank

“The ultimate guidebook for those looking to get press, grow their brand, and get in front of the masses. Free PR is the roadmap you’ve been looking for.”

– Peter Shankman, Founder, Help a Reporter Out (HARO)

“Adrian and Cameron will show you the secrets of getting massive exposure for your business. This book is packed with actionable insights from two guys that actually know how to to do it.”

– Dan Martell,  Serial Entrepreneur & Investor (Intercom.io, Unbounce)

“I told Cameron to write the book on generating free PR. I’m excited to see that he’s finally sharing his secrets with the world. This is a must read for any entrepreneurial company and marketing team.”

– Verne Harnish, Founder of Entrepreneurs’ Organization (EO) and author of Scaling Up (Rockefeller Habits 2.0)

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Vivid Vision: A Remarkable Tool For Aligning Your Business Around a Shared Vision of the Future

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Many corporations have slick, flashy mission statements that ultimately do little to motivate employees and less to impress customers, investors, and partners. 

But there is a way to share your excitement for the future of your company in a clear, compelling, and powerful way and entrepreneur and business growth expert Cameron Herold can show you how. 

Vivid Vision is a revolutionary tool that will help owners, CEOs, and senior managers create inspirational, detailed, and actionable three-year mission statements for their companies. In this easy-to-follow guide, Herold walks organization leaders through the simple steps to creating their own Vivid Vision, from brainstorming to sharing the ideas to using the document to drive progress in the years to come. 

By focusing on mapping out how you see your company looking and feeling in every category of business, without getting bogged down by data and numbers or how it will happen, Vivid Vision creates a holistic road map to success that will get all of your teammates passionate about the big picture. 

Your company is your dream, one that you want to share with your staff, clients, and stakeholders. Vivid Vision is the tool you need to make that dream a reality.

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The Miracle Morning for
Entrepreneurs: Elevate Your SELF to
Elevate Your BUSINESS

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READY FOR EXPLOSIVE GROWTH AS AN ENTREPRENEUR AND ACCELERATED SUCCESS IN THE REST OF YOUR LIFE?

A step-by-step guide to enjoying the roller-coaster ride of growth — while getting the most out of life as an entrepreneur. A growth-focused approach: The book is divided into three sections, which cover planning for fast growth, building a company for fast growth, and leading for fast growth. Each topic the author covers — from creating a vision for the company’s future to learning how to generate free PR for a developing company — is squarely focused on the end goal: doubling the size of the entrepreneur’s company in three years or less. A down-to-earth action plan: Herold’s experienced-based advice never gets bogged down in generalities or theory. Instead, he offers a wealth of practical tips, including: How to design meetings for maximum efficiency; How to hire top-quality talent; How to grow in particularly tough markets; How to put together a board of advisors — even for a smaller company; How even the busy entrepreneur can achieve a work/life balance.

READY FOR EXPLOSIVE GROWTH AS AN ENTREPRENEUR AND ACCELERATED SUCCESS IN THE REST OF YOUR LIFE?

Hal Elrod’sThe Miracle Morning has helped redefine the mornings and the lives of millions of readers since 2012. Since then, careers have been launched, goals have been met, and dreams have been realized, all through the power of the Miracle Morning’s six Life S.A.V.E.R.S.

THESE SIX DAILY PRACTICES WILL FUEL YOUR EFFORTS TO CREATE AND SUSTAIN POSITIVE CHANGE IN YOUR LIFE.

Now The Miracle Morning for Entrepreneurs brings you these principles in a whole new light—alongside the Entrepreneurial Elevation Principles and the Entrepreneur’s Elevation Skills. These are essential skills that you need to create a successful business and personal life. Cameron Herold— Bestselling Author and a widely-respected expert on entrepreneurial mindset—brings his wisdom and insight to you using Hal Elrod’s powerful Miracle Morning framework.

DEVELOP A VISION FOR YOUR BUSINESS, AND BECOME THE INFLUENTIAL AND INSPIRING LEADER YOU WERE ALWAYS MEANT TO BE.

The principles and skills you’ll find in this book will help you to channel your passion and achieve balance in a remarkable new way. – Learn why mornings matter more than you think – Learn how to master your own self-leadership and accelerate your personal development – Learn how to manage your energy—physical, mental, and emotional – Learn how to implement Hal Elrod’s invaluable Life S.A.V.E.R.S. in your daily routine – And much more… You’re already an entrepreneur. Now discover how to take your success to the next level by first taking yourself to the next level. The Miracle Morning for Entrepreneurs is your roadmap to masterfully building an empire with a powerful vision, utilizing your areas of personal genius, with the right team at your side.

Start giving your business and your life the very best opportunities for success, right now.

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Double Double: How To Double Your Revenue And Profit In 3 Years Or Less​

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A step-by-step guide to enjoying the roller-coaster ride of growth — while getting the most out of life as an entrepreneur. A growth-focused approach: The book is divided into three sections, which cover planning for fast growth, building a company for fast growth, and leading for fast growth. Each topic the author covers — from creating a vision for the company’s future to learning how to generate free PR for a developing company — is squarely focused on the end goal: doubling the size of the entrepreneur’s company in three years or less. A down-to-earth action plan: Herold’s experienced-based advice never gets bogged down in generalities or theory. Instead, he offers a wealth of practical tips, including: How to design meetings for maximum efficiency; How to hire top-quality talent; How to grow in particularly tough markets; How to put together a board of advisors — even for a smaller company; How even the busy entrepreneur can achieve a work/life balance.