Eric Jacobs joins us to discuss some key principles on how to grow your business, including putting the right systems into place from the start, knowing your plan from the end to the beginning (in that order) and getting comfortable with failing.
Eric also discusses thinking big, breaking down steps into smaller and smaller steps until they’re easy, networking, bringing others value and much more. Eric has built successful Real Estate brokerages and Title companies and is currently a business coach, private lender, attorney and a successful real estate investor.
Book recommended:
“E-Myth” by Michael Gerber
“ Blue Ocean Strategy” by W. Chan Kim and Renée Mauborgne
You can connect with Eric Jacobs: eric@ericjacobsconsulting.com
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having a plan makes it more likely that when a change is needed, the board will be forced to act precipitously. The result, all too often, is the choice of the wrong person, or the appointment of an interim CEO, which suggests indecisiveness and creates uncertainty. When Yahoo fired CEO Carol Bartz in the fall of 2011, it named then-CFO Tim Morse as interim CEO while engaging in a secretive search for a new chief executive. After four uncertain months, as the future prospects of internal candidates were left dangling, the board hired a new CEO from outside former PayPal executive Scott Thompson. Thompson, in turn, was let go within weeks as activist investors questioned h 526 is academic credentials and his suitability for the job. In this instance, the failure to plan adequately led to apparent chaos. When a board of directors announces the departure of a CEO and the hiring of an executive search firm to identify a successor, the board members are also announcing that they have failed at succession planning.
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