{ "version": "https://jsonfeed.org/version/1", "user_comment": "This feed allows you to read the posts from this site in any feed reader that supports the JSON Feed format. To add this feed to your reader, copy the following URL -- https://businessinaction.com/tag/leadership/feed/json/ -- and add it your reader.", "home_page_url": "https://businessinaction.com/tag/leadership/", "feed_url": "https://businessinaction.com/tag/leadership/feed/json/", "title": "Business In Action", "items": [ { "id": "https://businessinaction.com/leadership/unwrap-your-q4-goals/", "url": "https://businessinaction.com/leadership/unwrap-your-q4-goals/", "title": "Unwrap Your Q4 Goals", "content_html": "

The post Unwrap Your Q4 Goals appeared first on Business In Action.

\n", "content_text": "The post Unwrap Your Q4 Goals appeared first on Business In Action.", "date_published": "2026-08-17T08:00:41+00:00", "date_modified": "2026-07-21T22:32:31+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Business", "Business Strategy", "Leadership", "Quarter", "Strategy" ], "summary": "Use this list to craft more lucrative end-of-year strategies." }, { "id": "https://businessinaction.com/small-business/the-business-of-elder-equine-care/", "url": "https://businessinaction.com/small-business/the-business-of-elder-equine-care/", "title": "The Business of Elder Equine Care", "content_html": "

Photos courtesy of: Ryerss Farm For Aged Equines

\n

Samuel Griffin, president of Ryerss Farm for Aged Equines in Pottstown, Pennsylvania, discusses what it takes to run his organization, the country\u2019s first horse rescue and retirement farm and the oldest nonprofit horse sanctuary in America.

\n

Tell us about how Ryerss Farm came to be:
\nDuring the Victorian era, horses were considered to be mere machinery. Our founder, Anne Waln-Ryerss, had compassion for these animals and was one of a growing number of people at the time who insisted that horses should be cared for. Our farm grew out of that movement. Anne was a dedicated animal advocate during her lifetime, as were her and her husband\u2019s families, helping to create both the Pennsylvania SPCA and the American Anti-Vivisectionist Society. We opened in 1888, thanks to money she left for building a place that cared for older and injured animals.

\n

How big is the farm today, and what takes place there?
\nWe own around four hundred acres and around eighty stalls. At any given time, we have from seventy-nine to eighty-five equines living here\u2014not only horses but also mules and donkeys. We\u2019ve housed just about every equine other than zebras.

\n

When we settled into our current location, we preserved the land for agricultural use only to support as many animals as we could. Half of it is dedicated grazing space for the animals, and the other half is farmland. We grow our own hay, straw, and corn and sell the corn on the open market. Overall, it\u2019s a big operation.

\n

Are you open year-round?
\nYes, 365 days a year from 10:00 to 4:00, with free admission. We\u2019ll sometimes close for a holiday, although people have been known to just show up to see the horses on Christmas morning.

\n
\"\"
\n

 

\n

What\u2019s it like to run a year-round organization and farm that cares for dozens of equines?
\nThere\u2019s a huge amount of work involved. Our farm manager, Cory Mowrer, takes care of all the farm operations, doing so much of the overall work. But it\u2019s also handled by a few other full-time employees, including an on-site, live-in veterinarian, and around one hundred volunteers. It\u2019s basically like running a retirement home for horses. However, none of the people who do it would say it\u2019s work because they all love caring for the animals. That\u2019s why we have almost no turnover.

\n

My house is actually right next to the farm, so I can see everything happening firsthand even when I\u2019m at home. For example, we produced about forty to forty-five acres of corn last year. Watching it grow all season and then get harvested in fall just reminded me about how much goes into running this place. I find it astounding.

\n

What\u2019s the most challenging aspect of running the business?
\nYou\u2019d probably get a different answer from every person here. For me, it\u2019s financial because I wake up every morning thinking about how we\u2019re going to make ends meet. For others, the biggest challenge is keeping the farm in order. In addition to caring for our animals, we have a lot of buildings with a lot of roofs and plumbing, for example, and it\u2019s always a roll of the dice every year determining what crops to sow and where\u2014all the worries of a farmer. Cory\u2019s an excellent one, and he approaches it very intelligently.

\n

Supply and demand is always a critical part of running a business. How is that balance for Ryerss?
\nDemand is not quite as huge as it was when I first got here, only because we accepted most horses on our waiting list, yet we\u2019d never see many of them. That list has only gotten bigger, so for horses to be on it now, we ask their owners to pay a $250 fee, which goes toward their horse\u2019s entrance fee to live here. If they never show up, it\u2019s considered a donation to Ryerss. This better ensures that people who put their horses on our list are serious about it.

\n

Our waiting list extends out about two and a half to three years. To secure a spot, some people put their horse on the list when it\u2019s quite young and then wait years for it to turn twenty, our minimum age limit. Others put it in their will that their horse is to come here if it outlives them.

\n

Being a locally based nonprofit, how do you raise capital?
\nAbout 40 percent comes from charitable donations, and we have a $10,000 admittance fee for each horse that\u2019s brought in, which pays for its care for a year and a half to two years. We also hold annual events to raise money.

\n

We\u2019re playing the long game here as far as I\u2019m concerned. For instance, if we have a thousand visitors and one hundred of them turn out to be well off, maybe two out of that one hundred wind up not having any children and don\u2019t know where they\u2019re going to leave their money. Ideally, we want them to donate it to Ryerss.

\n
\"\"
\n

 

\n

You mentioned events. How many do you have each year, and what role do they serve in the grand scheme of things at Ryerss?
\nWe started holding them for consistent visibility and awareness, so that people would come and see us and know what we do, and to raise a little money. In autumn, for instance, we hold our birthday gala, a fundraising brunch and auction; and in December, a free holiday event, which is a big draw.

\n

In spring, we have a 5K run/1K walk that goes around the farm; that\u2019s gotten bigger every year. And during summer, we have our Family Fun Day, which includes family-friendly food and activities. Everything is bought through tickets, which we sell for a dollar each, and nothing costs more than about five tickets. We also host summer camps where kids learn about horses and farming, encouraging future interest in both.

\n

How crucial are your volunteers to your success?
\nThey\u2019re the key to the whole thing. And I don\u2019t mean just the volunteers cleaning the stables but also our board of managers, which is comprised of nine volunteers with horse backgrounds, and our board of advisors. All these people are normally quite busy, yet they make sure to give their time to the farm. There are only about five or six paid staff in the whole shooting match here, such as the office manager, animal welfare manager, and farm manager.

\n

What does Ryerss mean to its community?
\nThat\u2019s a good question. This part of Chester County is becoming suburbanized, but Ryerss will always be evergreen. People here know we\u2019re never going to move, which provides a sense of stability in changing times. And, of course, because of the influx of visitors we get, it\u2019s great for the community as a whole. I think we\u2019re an important piece of it.

\n

What\u2019s the best part of this venture for you?
\nI grew up with horses; my grandparents and parents both had them. I was a rider from a young age, which I enjoyed immensely, and I was always very attached to our horses. In fact, I was retired when some friends of mine on the board of managers here asked if I\u2019d like to join them, which was a no-brainer. I\u2019ve been here fifteen years now after my first \u201cretirement,\u201d which is a testament to how much I love Ryerss, its staff, and its residents. Every person is here for a greater purpose, which makes all the effort the farm requires well worth it.

\n

For more info, visit ryerssfarm.org

\n

The post The Business of Elder Equine Care appeared first on Business In Action.

\n", "content_text": "Photos courtesy of: Ryerss Farm For Aged Equines\nSamuel Griffin, president of Ryerss Farm for Aged Equines in Pottstown, Pennsylvania, discusses what it takes to run his organization, the country\u2019s first horse rescue and retirement farm and the oldest nonprofit horse sanctuary in America.\nTell us about how Ryerss Farm came to be:\nDuring the Victorian era, horses were considered to be mere machinery. Our founder, Anne Waln-Ryerss, had compassion for these animals and was one of a growing number of people at the time who insisted that horses should be cared for. Our farm grew out of that movement. Anne was a dedicated animal advocate during her lifetime, as were her and her husband\u2019s families, helping to create both the Pennsylvania SPCA and the American Anti-Vivisectionist Society. We opened in 1888, thanks to money she left for building a place that cared for older and injured animals.\nHow big is the farm today, and what takes place there?\nWe own around four hundred acres and around eighty stalls. At any given time, we have from seventy-nine to eighty-five equines living here\u2014not only horses but also mules and donkeys. We\u2019ve housed just about every equine other than zebras.\nWhen we settled into our current location, we preserved the land for agricultural use only to support as many animals as we could. Half of it is dedicated grazing space for the animals, and the other half is farmland. We grow our own hay, straw, and corn and sell the corn on the open market. Overall, it\u2019s a big operation.\nAre you open year-round?\nYes, 365 days a year from 10:00 to 4:00, with free admission. We\u2019ll sometimes close for a holiday, although people have been known to just show up to see the horses on Christmas morning.\n\n \nWhat\u2019s it like to run a year-round organization and farm that cares for dozens of equines?\nThere\u2019s a huge amount of work involved. Our farm manager, Cory Mowrer, takes care of all the farm operations, doing so much of the overall work. But it\u2019s also handled by a few other full-time employees, including an on-site, live-in veterinarian, and around one hundred volunteers. It\u2019s basically like running a retirement home for horses. However, none of the people who do it would say it\u2019s work because they all love caring for the animals. That\u2019s why we have almost no turnover.\nMy house is actually right next to the farm, so I can see everything happening firsthand even when I\u2019m at home. For example, we produced about forty to forty-five acres of corn last year. Watching it grow all season and then get harvested in fall just reminded me about how much goes into running this place. I find it astounding.\nWhat\u2019s the most challenging aspect of running the business?\nYou\u2019d probably get a different answer from every person here. For me, it\u2019s financial because I wake up every morning thinking about how we\u2019re going to make ends meet. For others, the biggest challenge is keeping the farm in order. In addition to caring for our animals, we have a lot of buildings with a lot of roofs and plumbing, for example, and it\u2019s always a roll of the dice every year determining what crops to sow and where\u2014all the worries of a farmer. Cory\u2019s an excellent one, and he approaches it very intelligently.\nSupply and demand is always a critical part of running a business. How is that balance for Ryerss?\nDemand is not quite as huge as it was when I first got here, only because we accepted most horses on our waiting list, yet we\u2019d never see many of them. That list has only gotten bigger, so for horses to be on it now, we ask their owners to pay a $250 fee, which goes toward their horse\u2019s entrance fee to live here. If they never show up, it\u2019s considered a donation to Ryerss. This better ensures that people who put their horses on our list are serious about it.\nOur waiting list extends out about two and a half to three years. To secure a spot, some people put their horse on the list when it\u2019s quite young and then wait years for it to turn twenty, our minimum age limit. Others put it in their will that their horse is to come here if it outlives them.\nBeing a locally based nonprofit, how do you raise capital?\nAbout 40 percent comes from charitable donations, and we have a $10,000 admittance fee for each horse that\u2019s brought in, which pays for its care for a year and a half to two years. We also hold annual events to raise money.\nWe\u2019re playing the long game here as far as I\u2019m concerned. For instance, if we have a thousand visitors and one hundred of them turn out to be well off, maybe two out of that one hundred wind up not having any children and don\u2019t know where they\u2019re going to leave their money. Ideally, we want them to donate it to Ryerss.\n\n \nYou mentioned events. How many do you have each year, and what role do they serve in the grand scheme of things at Ryerss?\nWe started holding them for consistent visibility and awareness, so that people would come and see us and know what we do, and to raise a little money. In autumn, for instance, we hold our birthday gala, a fundraising brunch and auction; and in December, a free holiday event, which is a big draw.\nIn spring, we have a 5K run/1K walk that goes around the farm; that\u2019s gotten bigger every year. And during summer, we have our Family Fun Day, which includes family-friendly food and activities. Everything is bought through tickets, which we sell for a dollar each, and nothing costs more than about five tickets. We also host summer camps where kids learn about horses and farming, encouraging future interest in both.\nHow crucial are your volunteers to your success?\nThey\u2019re the key to the whole thing. And I don\u2019t mean just the volunteers cleaning the stables but also our board of managers, which is comprised of nine volunteers with horse backgrounds, and our board of advisors. All these people are normally quite busy, yet they make sure to give their time to the farm. There are only about five or six paid staff in the whole shooting match here, such as the office manager, animal welfare manager, and farm manager.\nWhat does Ryerss mean to its community?\nThat\u2019s a good question. This part of Chester County is becoming suburbanized, but Ryerss will always be evergreen. People here know we\u2019re never going to move, which provides a sense of stability in changing times. And, of course, because of the influx of visitors we get, it\u2019s great for the community as a whole. I think we\u2019re an important piece of it.\nWhat\u2019s the best part of this venture for you?\nI grew up with horses; my grandparents and parents both had them. I was a rider from a young age, which I enjoyed immensely, and I was always very attached to our horses. In fact, I was retired when some friends of mine on the board of managers here asked if I\u2019d like to join them, which was a no-brainer. I\u2019ve been here fifteen years now after my first \u201cretirement,\u201d which is a testament to how much I love Ryerss, its staff, and its residents. Every person is here for a greater purpose, which makes all the effort the farm requires well worth it.\nFor more info, visit ryerssfarm.org\nThe post The Business of Elder Equine Care appeared first on Business In Action.", "date_published": "2026-08-10T08:00:02+00:00", "date_modified": "2026-07-21T22:10:23+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/equine-featured.jpg", "tags": [ "Farm", "Horses", "Leadership", "Nonprofit", "Pennsylvania", "Small Business" ], "summary": "An inside look at Ryerss Farm for Aged Equines, a Pennsylvania nonprofit dedicated to senior animals." }, { "id": "https://businessinaction.com/leadership/leading-for-the-first-time/", "url": "https://businessinaction.com/leadership/leading-for-the-first-time/", "title": "Leading for the First Time", "content_html": "

Stepping into your first leadership role can be exhilarating yet daunting.

\n

The transition from individual contributor to leader\u2014or from founder to business owner\u2014requires fresh skills, new perspectives, and a heightened sense of responsibility, so your success often depends less on technical expertise and more on your ability to inspire, communicate, and make sound decisions under pressure. The following tips can help you navigate this critical shift with confidence and purpose.

\n
\"\"
\n

\n

Overcome doubts and fears

\n

You may naturally have some nagging negative thoughts about this venture and even experience impostor syndrome. However, some of the world\u2019s most successful leaders have turned these feelings into fuel. Barbara Corcoran is a well-known example of one who has voluntarily shared the struggles she plowed through, even with public speaking. Ariana Huffington even goes as far as declaring that transforming fear into a stepping stone is one of the most important lessons an entrepreneur can learn.

\n

This is particularly true when it comes to analysis paralysis (overthinking during decision-making, causing you to freeze up) since you won\u2019t always have complete data before making a decision. However, true leadership requires balancing logic with intuition and being willing to adjust course as new facts emerge. The best leaders document decisions, reflect on outcomes, and refine their judgment over time. It\u2019s understandable to have some growing pains in this regard, so cut yourself some slack when\u2014not if\u2014this happens, knowing that you\u2019re sharpening the skill of discernment as you go while moving forward with more confidence.

\n
\"\"
\n

\n

Clarify your vision and values

\n

Every great business leader begins with a clear sense of direction, which is reflected in their company\u2019s vision statement, a focal point that guides decisions and aligns everyone toward shared goals. Just as important are your values: the beliefs and principles that shape your culture and decision-making. Values-based leadership builds credibility and trust, especially when challenges arise. Start by articulating what success looks like for your business and the behaviors that will help get you there, then communicate those consistently in words and actions.

\n

Prioritize people over processes

\n

New leaders often fall into the trap of focusing on systems, metrics, and efficiency. While those certainly matter, leadership begins with people, which requires listening as much as speaking, especially concerning your team. You won\u2019t usually find the best ideas holed up in a secretive board room but through having an ongoing companywide conversation from top to bottom and vice versa.

\n

Constructive feedback, both given and received, keeps both you and your teams aligned and growing. Give it freely and frequently, not just when it is expected (i.e., at annual reviews). Praise progress publicly, address challenges privately, and model openness by asking for feedback yourself. By understanding your people\u2019s motivations and goals, you can unlock their full potential; in turn, they can help you reach yours as a leader. And by showing that you genuinely care, both through your words and your policies, you\u2019ll likely earn their loyalty and trust.

\n
\"\"
\n

\n

Master delegation

\n

Despite common belief, delegation isn\u2019t simply assigning tasks to others\u2014it\u2019s entrusting ownership. However, first-time leaders often (and understandably) hesitate to delegate out of fear that quality will suffer or things won\u2019t get done exactly their way. Bill Gates has even admitted that this was a huge stumbling block in his early Microsoft days.

\n

But effective delegation is vital, and it hinges on both competence and consistency. Considering the former, give your team clear expectations, access to resources, and the freedom to make decisions within defined boundaries. Just as important, when mistakes occur, treat them as learning moments for your team, not failures. This will foster confidence and a sense of accountability.

\n

Take care of yourself

\n

Leadership is demanding work, even more than you may anticipate. Long hours, constant decision pressure, and the emotional weight of responsibility can erode even the most capable leader\u2019s performance. If your team sees you burned out, they may think failure\u2019s afoot or that you expect them to push themselves past their boundaries as well.

\n

Because of this reality, be sure to set boundaries and build routines that sustain your energy, such as exercise, meditation, or simply unplugging from technology for a set time every day. After all, a healthy leader sets the tone for a healthy organization.

\n
\"\"
\n

\n

Keep learning

\n

\u201cLifetime learner\u201d is a phrase often associated with successful leaders because they know that continued business success means continual learning. This is especially true in 2026, as the pace of change in business means today\u2019s best practices may be outdated tomorrow. Adaptability, not certainty, will sustain your leadership. Commit to lifelong learning through books, courses, and conversations with peers and mentors, all of which can dramatically accelerate your growth. Encourage your team to do the same\u2014and encourage them to share their newfound knowledge with the rest of the company to stay ahead of your competition.

\n

Becoming an effective leader is less about arriving at a destination and more about embracing a journey of growth, service, and reflection. You\u2019ll inevitably make mistakes, but each one will teach you something about yourself, your people, and your business. As long as you keep learning and lead with authenticity, your influence will extend far beyond any title or role.

\n
\n

TAKE ACTION:
\nApply at least two or three of these suggestions to your new-leadership playbook to make the transition smoother and jump-start your path to success.

\n

The post Leading for the First Time appeared first on Business In Action.

\n", "content_text": "Stepping into your first leadership role can be exhilarating yet daunting.\nThe transition from individual contributor to leader\u2014or from founder to business owner\u2014requires fresh skills, new perspectives, and a heightened sense of responsibility, so your success often depends less on technical expertise and more on your ability to inspire, communicate, and make sound decisions under pressure. The following tips can help you navigate this critical shift with confidence and purpose.\n\n\nOvercome doubts and fears\nYou may naturally have some nagging negative thoughts about this venture and even experience impostor syndrome. However, some of the world\u2019s most successful leaders have turned these feelings into fuel. Barbara Corcoran is a well-known example of one who has voluntarily shared the struggles she plowed through, even with public speaking. Ariana Huffington even goes as far as declaring that transforming fear into a stepping stone is one of the most important lessons an entrepreneur can learn.\nThis is particularly true when it comes to analysis paralysis (overthinking during decision-making, causing you to freeze up) since you won\u2019t always have complete data before making a decision. However, true leadership requires balancing logic with intuition and being willing to adjust course as new facts emerge. The best leaders document decisions, reflect on outcomes, and refine their judgment over time. It\u2019s understandable to have some growing pains in this regard, so cut yourself some slack when\u2014not if\u2014this happens, knowing that you\u2019re sharpening the skill of discernment as you go while moving forward with more confidence.\n\n\nClarify your vision and values\nEvery great business leader begins with a clear sense of direction, which is reflected in their company\u2019s vision statement, a focal point that guides decisions and aligns everyone toward shared goals. Just as important are your values: the beliefs and principles that shape your culture and decision-making. Values-based leadership builds credibility and trust, especially when challenges arise. Start by articulating what success looks like for your business and the behaviors that will help get you there, then communicate those consistently in words and actions.\nPrioritize people over processes\nNew leaders often fall into the trap of focusing on systems, metrics, and efficiency. While those certainly matter, leadership begins with people, which requires listening as much as speaking, especially concerning your team. You won\u2019t usually find the best ideas holed up in a secretive board room but through having an ongoing companywide conversation from top to bottom and vice versa.\nConstructive feedback, both given and received, keeps both you and your teams aligned and growing. Give it freely and frequently, not just when it is expected (i.e., at annual reviews). Praise progress publicly, address challenges privately, and model openness by asking for feedback yourself. By understanding your people\u2019s motivations and goals, you can unlock their full potential; in turn, they can help you reach yours as a leader. And by showing that you genuinely care, both through your words and your policies, you\u2019ll likely earn their loyalty and trust.\n\n\nMaster delegation\nDespite common belief, delegation isn\u2019t simply assigning tasks to others\u2014it\u2019s entrusting ownership. However, first-time leaders often (and understandably) hesitate to delegate out of fear that quality will suffer or things won\u2019t get done exactly their way. Bill Gates has even admitted that this was a huge stumbling block in his early Microsoft days.\nBut effective delegation is vital, and it hinges on both competence and consistency. Considering the former, give your team clear expectations, access to resources, and the freedom to make decisions within defined boundaries. Just as important, when mistakes occur, treat them as learning moments for your team, not failures. This will foster confidence and a sense of accountability.\nTake care of yourself\nLeadership is demanding work, even more than you may anticipate. Long hours, constant decision pressure, and the emotional weight of responsibility can erode even the most capable leader\u2019s performance. If your team sees you burned out, they may think failure\u2019s afoot or that you expect them to push themselves past their boundaries as well.\nBecause of this reality, be sure to set boundaries and build routines that sustain your energy, such as exercise, meditation, or simply unplugging from technology for a set time every day. After all, a healthy leader sets the tone for a healthy organization.\n\n\nKeep learning\n\u201cLifetime learner\u201d is a phrase often associated with successful leaders because they know that continued business success means continual learning. This is especially true in 2026, as the pace of change in business means today\u2019s best practices may be outdated tomorrow. Adaptability, not certainty, will sustain your leadership. Commit to lifelong learning through books, courses, and conversations with peers and mentors, all of which can dramatically accelerate your growth. Encourage your team to do the same\u2014and encourage them to share their newfound knowledge with the rest of the company to stay ahead of your competition.\nBecoming an effective leader is less about arriving at a destination and more about embracing a journey of growth, service, and reflection. You\u2019ll inevitably make mistakes, but each one will teach you something about yourself, your people, and your business. As long as you keep learning and lead with authenticity, your influence will extend far beyond any title or role.\n\nTAKE ACTION:\nApply at least two or three of these suggestions to your new-leadership playbook to make the transition smoother and jump-start your path to success.\nThe post Leading for the First Time appeared first on Business In Action.", "date_published": "2026-08-03T08:00:17+00:00", "date_modified": "2026-07-13T18:47:32+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/leading-a-team-featured.jpg", "tags": [ "Delegation", "Leadership", "Leadership Skills", "Learning", "Wellbeing" ], "summary": "It can be nerve-wracking being a newbie, but this advice can help you overcome common challenges." }, { "id": "https://businessinaction.com/leadership/why-ceos-need-decision-audits/", "url": "https://businessinaction.com/leadership/why-ceos-need-decision-audits/", "title": "Why CEOs Need Decision Audits", "content_html": "

It\u2019s an undeniable truth: everybody makes mistakes. Even the greatest CEO could build the perfect strategy, rely on the right data, and surround themselves with top-notch advisors yet still make a decision that negatively impacts their company. When you\u2019re in this situation, the difference between faltering and thriving may lie in how you respond when outcomes don\u2019t match your intent.

\n

Enter the decision audit: a structured process you can use to evaluate your choices, learn from them, and reverse course with integrity. It\u2019s the business equivalent of a postgame review, as it examines how a choice was made, not just whether it was successful. When used effectively, this tool can turn hindsight into fuel for better foresight while helping to uncover potential blind spots or biases and strengthening your decision-making abilities.

\n

 

\n
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\n

 

\n

Why decision audits matter

\n

When a major decision doesn\u2019t deliver as expected, the instinct is often to move on quickly, either out of discomfort or urgency. But that impulse is often a missed opportunity. A decision audit helps you deconstruct the context so you can uncover the true cause of the outcome\u2014thus avoiding a repeat of the same mistake and creating lasting improvement. The goal is to provide greater clarity and understanding of why the decision failed and what you need to change so the next one fares better. Here\u2019s a closer look at five core steps to follow.

\n

1. Define your purpose
\nStart by naming the decision or set of decisions you want to evaluate. Focus on high-impact choices that shaped strategy, spending, product direction, or culture. Once you know what you want to look at, you can then define your goals for the audit: Are you trying to understand why a product underperformed, why a hiring strategy backfired, or why a partnership faltered? Clarity here ensures that your audit stays actionable and doesn\u2019t veer into broad theorizing.

\n

2. Reconstruct and evaluate the process
\nNext, piece together the decision timeline by answering key questions:

\n\n

The intent is to test the process and evaluate its quality. You already know the outcome, but looking back at what all impacted the decision can help you better pinpoint where you need to improve in the future.

\n

 

\n
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\n

 

\n

3. Assess the outcome in context
\nWith that being said, while the audit is process-focused, the outcome does still matter. Consider whether the decision met its intended goal, and account for external variables like market shifts, competitor actions, or regulatory hurdles. Did the result stem from a flawed process, bad luck, or a mixture of both? Distinguishing between the two can show whether there\u2019s something you need to improve in your decision-making process or if you must accept that some risks simply materialized despite sound choices.

\n

4. Translate lessons into action
\nHere\u2019s where audits become truly powerful. Take what you\u2019ve learned and translate it into concrete next steps, such as process changes, new guardrails, or even a reversal of the decision itself. Admitting you were wrong takes courage, but great leaders can own it publicly and still maintain their forward momentum.

\n

Consider Howard Schultz, former CEO of Starbucks. He famously did this when he realized the company\u2019s focus on expansion had diluted the customer experience. By examining his past choices and acknowledging his missteps, he realigned the brand around quality and connection\u2014a move that reignited growth. His example shows that reversals, when done well, signal discipline and humility, not weakness.

\n

 

\n
\"\"
\n

 

\n

5. Make it a habit
\nA single audit is useful, but consistent, periodic audits can be transformational. Embedding this tool into your leadership rhythm, be it quarterly, after major launches, or during annual reviews, can help make you less reactive and more reflective while sharpening your instincts. As a bonus, you can champion a culture that prizes learning over ego.

\n

Remember, mistakes are inevitable, but learning from them is a choice. Great leaders don\u2019t pretend to be infallible. Instead, they build processes that expose errors, extract truth, and convert lessons into practical improvements.

\n
\n

TAKE ACTION:
\nIdentify one questionable high-impact decision you\u2019ve made in the past six months. Conduct a decision audit using the five-step framework to glean new insights and potential improvements.

\n

The post Why CEOs Need Decision Audits appeared first on Business In Action.

\n", "content_text": "It\u2019s an undeniable truth: everybody makes mistakes. Even the greatest CEO could build the perfect strategy, rely on the right data, and surround themselves with top-notch advisors yet still make a decision that negatively impacts their company. When you\u2019re in this situation, the difference between faltering and thriving may lie in how you respond when outcomes don\u2019t match your intent.\nEnter the decision audit: a structured process you can use to evaluate your choices, learn from them, and reverse course with integrity. It\u2019s the business equivalent of a postgame review, as it examines how a choice was made, not just whether it was successful. When used effectively, this tool can turn hindsight into fuel for better foresight while helping to uncover potential blind spots or biases and strengthening your decision-making abilities.\n \n\n \nWhy decision audits matter\nWhen a major decision doesn\u2019t deliver as expected, the instinct is often to move on quickly, either out of discomfort or urgency. But that impulse is often a missed opportunity. A decision audit helps you deconstruct the context so you can uncover the true cause of the outcome\u2014thus avoiding a repeat of the same mistake and creating lasting improvement. The goal is to provide greater clarity and understanding of why the decision failed and what you need to change so the next one fares better. Here\u2019s a closer look at five core steps to follow.\n1. Define your purpose\nStart by naming the decision or set of decisions you want to evaluate. Focus on high-impact choices that shaped strategy, spending, product direction, or culture. Once you know what you want to look at, you can then define your goals for the audit: Are you trying to understand why a product underperformed, why a hiring strategy backfired, or why a partnership faltered? Clarity here ensures that your audit stays actionable and doesn\u2019t veer into broad theorizing.\n2. Reconstruct and evaluate the process\nNext, piece together the decision timeline by answering key questions:\n\nWho was involved in discussions, and why?\nWhat evidence, including data, forecasts, and customer insights, was available at the time?\nWere any alternatives seriously considered?\nWhat assumptions (explicit or implicit) drove the choice?\nWhat external pressures, such as deadlines or stakeholders, influenced the process?\n\nThe intent is to test the process and evaluate its quality. You already know the outcome, but looking back at what all impacted the decision can help you better pinpoint where you need to improve in the future.\n \n\n \n3. Assess the outcome in context\nWith that being said, while the audit is process-focused, the outcome does still matter. Consider whether the decision met its intended goal, and account for external variables like market shifts, competitor actions, or regulatory hurdles. Did the result stem from a flawed process, bad luck, or a mixture of both? Distinguishing between the two can show whether there\u2019s something you need to improve in your decision-making process or if you must accept that some risks simply materialized despite sound choices.\n4. Translate lessons into action\nHere\u2019s where audits become truly powerful. Take what you\u2019ve learned and translate it into concrete next steps, such as process changes, new guardrails, or even a reversal of the decision itself. Admitting you were wrong takes courage, but great leaders can own it publicly and still maintain their forward momentum.\nConsider Howard Schultz, former CEO of Starbucks. He famously did this when he realized the company\u2019s focus on expansion had diluted the customer experience. By examining his past choices and acknowledging his missteps, he realigned the brand around quality and connection\u2014a move that reignited growth. His example shows that reversals, when done well, signal discipline and humility, not weakness.\n \n\n \n5. Make it a habit\nA single audit is useful, but consistent, periodic audits can be transformational. Embedding this tool into your leadership rhythm, be it quarterly, after major launches, or during annual reviews, can help make you less reactive and more reflective while sharpening your instincts. As a bonus, you can champion a culture that prizes learning over ego.\nRemember, mistakes are inevitable, but learning from them is a choice. Great leaders don\u2019t pretend to be infallible. Instead, they build processes that expose errors, extract truth, and convert lessons into practical improvements.\n\nTAKE ACTION:\nIdentify one questionable high-impact decision you\u2019ve made in the past six months. Conduct a decision audit using the five-step framework to glean new insights and potential improvements.\nThe post Why CEOs Need Decision Audits appeared first on Business In Action.", "date_published": "2026-07-29T08:00:32+00:00", "date_modified": "2026-07-09T22:47:42+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/decision-audit-featured.jpg", "tags": [ "Audit", "CEO", "Decision", "Leadership", "Planning" ], "summary": "Discover why you should regularly audit your decisions to sharpen your strategy and strengthen your judgment." }, { "id": "https://businessinaction.com/productivity/the-advantages-of-short-term-plans/", "url": "https://businessinaction.com/productivity/the-advantages-of-short-term-plans/", "title": "The Advantages of Short-Term Plans", "content_html": "

For decades, the five-year plan has been a cornerstone of strategic business thinking.

\n

It seemingly promises direction and a sense of control over the future. But today\u2019s markets can shift in months and technologies evolve by the quarter, so such a traditional framework can do more harm than good. Clinging only to long-range plans can blind leaders to real-time data, slow down decision-making, and cause organizations to overlook the importance of responsiveness. That\u2019s why agility isn\u2019t just nice to have\u2014it\u2019s nonnegotiable. Today\u2019s leaders also need to consider a shorter road map.

\n

 

\n
\"\"
\n

 

\n

The problem with long-term planning

\n

Five-year plans often assume stable conditions and predictable variables. But the reality is that most industries today face fast-moving dynamics, such as quickly shifting customer expectations and technological advances. The bottom line: A plan you make for your business today could be completely obsolete in six months, and you may end up pouring time and resources into objectives that no longer make sense while missing out on new opportunities that could actually propel your organization forward. What\u2019s more, five-year plans can create a false sense of certainty that causes your team to delay necessary pivots or resist innovation if it doesn\u2019t align with prewritten goals.

\n

Nokia\u2019s decline is a telling example of this. In the early 2000s, the company was the global leader in mobile phones, commanding roughly a third of the global handset market. Its strategy was rooted in device manufacturing and hardware, not in mobile ecosystems. So when the smartphone era dawned, Nokia was already behind and didn\u2019t want to move away from what was previously working. Despite warnings from inside the company, its executives remained committed to its original path. By the time Nokia pivoted, it was too late\u2014and this was a huge reason it lost its relevance in that space in just a few years.

\n

 

\n
\"\"
\n

 

\n

Incorporate shorter planning cycles

\n

Shifting away from rigid five-year plans doesn\u2019t mean abandoning your vision. Every great business still needs a north star\u2014a clear picture of where it\u2019s headed and why. But the path toward that vision must be flexible and iterative. Rather than relying on static, long-term plans, your organization may benefit more from shorter cycles, such as ninety-day sprints, that allow for rapid iteration and responsiveness.

\n

These focused intervals promote clarity, accelerate feedback, and make it easier to pivot when new challenges or opportunities arise. At the end of each sprint, you can reassess your goals to reinforce what\u2019s working and adjust or abandon what isn\u2019t, helping you maintain long-term focus without sacrificing short-term flexibility. To build more agility into your operations, consider incorporating some or all of these tools into your planning process:

\n\n

No matter which approach you take, the key is to break your overarching goals into smaller, more agile chunks. This kind of nimbleness can help your business stay aligned with its vision while responding quickly to change and remaining competitive in an ever-evolving landscape.

\n

 

\n
\"\"
\n

 

\n

Build agility into your culture

\n

Ultimately, agility isn\u2019t just a strategy\u2014it\u2019s a trait that must be woven into the fabric of your organization. Fostering this mindset means creating a culture where innovation is encouraged and progress is prioritized over perfection. Teams should feel empowered to explore new technologies, adapt workflows, and pursue product enhancements without fear of failure. In fact, smart failures should be celebrated as essential steps toward growth and improvement.

\n

Netflix is a prime example of this and is often cited for its culture of \u201cfreedom and responsibility.\u201d Employees are trusted to make decisions for themselves and pivot when needed without relying on long planning cycles or excessive oversight. That trust means that it\u2019s OK for team members to fail when they\u2019re pursuing excellence and actively striving to make the company better each day.

\n

Google embraces a similar philosophy with its OKR system. Both the company and its employees set bold goals each quarter, aiming to achieve around 60 to 70 percent of them. This structure encourages ambitious thinking and invites people to stretch beyond their comfort zones. As Google puts it, \u201cEven failed goals tend to result in substantial advancements.\u201d

\n

The real danger of traditional five-year plans is the false sense of certainty they offer in an unpredictable world. Today\u2019s most effective leaders understand that while long-term vision and discipline remain vital, they must be paired with short-term adaptability. Agility requires the willingness to revise, reverse, and rethink based on what\u2019s happening now\u2014not just what was forecasted years ago.

\n
\n

TAKE ACTION:
\nTest a ninety-day planning cycle for one team or initiative, pairing it with a few agile tools, like OKRs or retrospectives, to see how shorter timelines can boost focus and flexibility.

\n

The post The Advantages of Short-Term Plans appeared first on Business In Action.

\n", "content_text": "For decades, the five-year plan has been a cornerstone of strategic business thinking.\nIt seemingly promises direction and a sense of control over the future. But today\u2019s markets can shift in months and technologies evolve by the quarter, so such a traditional framework can do more harm than good. Clinging only to long-range plans can blind leaders to real-time data, slow down decision-making, and cause organizations to overlook the importance of responsiveness. That\u2019s why agility isn\u2019t just nice to have\u2014it\u2019s nonnegotiable. Today\u2019s leaders also need to consider a shorter road map.\n \n\n \nThe problem with long-term planning\nFive-year plans often assume stable conditions and predictable variables. But the reality is that most industries today face fast-moving dynamics, such as quickly shifting customer expectations and technological advances. The bottom line: A plan you make for your business today could be completely obsolete in six months, and you may end up pouring time and resources into objectives that no longer make sense while missing out on new opportunities that could actually propel your organization forward. What\u2019s more, five-year plans can create a false sense of certainty that causes your team to delay necessary pivots or resist innovation if it doesn\u2019t align with prewritten goals.\nNokia\u2019s decline is a telling example of this. In the early 2000s, the company was the global leader in mobile phones, commanding roughly a third of the global handset market. Its strategy was rooted in device manufacturing and hardware, not in mobile ecosystems. So when the smartphone era dawned, Nokia was already behind and didn\u2019t want to move away from what was previously working. Despite warnings from inside the company, its executives remained committed to its original path. By the time Nokia pivoted, it was too late\u2014and this was a huge reason it lost its relevance in that space in just a few years.\n \n\n \nIncorporate shorter planning cycles\nShifting away from rigid five-year plans doesn\u2019t mean abandoning your vision. Every great business still needs a north star\u2014a clear picture of where it\u2019s headed and why. But the path toward that vision must be flexible and iterative. Rather than relying on static, long-term plans, your organization may benefit more from shorter cycles, such as ninety-day sprints, that allow for rapid iteration and responsiveness.\nThese focused intervals promote clarity, accelerate feedback, and make it easier to pivot when new challenges or opportunities arise. At the end of each sprint, you can reassess your goals to reinforce what\u2019s working and adjust or abandon what isn\u2019t, helping you maintain long-term focus without sacrificing short-term flexibility. To build more agility into your operations, consider incorporating some or all of these tools into your planning process:\n\nQuarterly objectives and key results (OKRs): Set three to five top-level objectives every ninety days with measurable key results.\nRetrospectives: Hold end-of-quarter reviews to evaluate wins and missteps and determine course corrections.\nSprint planning: Break down quarterly goals into biweekly or monthly divisions with focused outcomes.\nScorecards: Use live dashboards with leading indicators to track progress in real time.\nDecision journals: Log assumptions and decisions to assess accuracy and refine thinking over time.\n\nNo matter which approach you take, the key is to break your overarching goals into smaller, more agile chunks. This kind of nimbleness can help your business stay aligned with its vision while responding quickly to change and remaining competitive in an ever-evolving landscape.\n \n\n \nBuild agility into your culture\nUltimately, agility isn\u2019t just a strategy\u2014it\u2019s a trait that must be woven into the fabric of your organization. Fostering this mindset means creating a culture where innovation is encouraged and progress is prioritized over perfection. Teams should feel empowered to explore new technologies, adapt workflows, and pursue product enhancements without fear of failure. In fact, smart failures should be celebrated as essential steps toward growth and improvement.\nNetflix is a prime example of this and is often cited for its culture of \u201cfreedom and responsibility.\u201d Employees are trusted to make decisions for themselves and pivot when needed without relying on long planning cycles or excessive oversight. That trust means that it\u2019s OK for team members to fail when they\u2019re pursuing excellence and actively striving to make the company better each day.\nGoogle embraces a similar philosophy with its OKR system. Both the company and its employees set bold goals each quarter, aiming to achieve around 60 to 70 percent of them. This structure encourages ambitious thinking and invites people to stretch beyond their comfort zones. As Google puts it, \u201cEven failed goals tend to result in substantial advancements.\u201d\nThe real danger of traditional five-year plans is the false sense of certainty they offer in an unpredictable world. Today\u2019s most effective leaders understand that while long-term vision and discipline remain vital, they must be paired with short-term adaptability. Agility requires the willingness to revise, reverse, and rethink based on what\u2019s happening now\u2014not just what was forecasted years ago.\n\nTAKE ACTION:\nTest a ninety-day planning cycle for one team or initiative, pairing it with a few agile tools, like OKRs or retrospectives, to see how shorter timelines can boost focus and flexibility.\nThe post The Advantages of Short-Term Plans appeared first on Business In Action.", "date_published": "2026-07-27T08:00:58+00:00", "date_modified": "2026-07-09T22:47:57+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/short-term-plans-featured.jpg", "tags": [ "Agility", "Business Strategy", "Leadership", "Planning", "Strategy", "Productivity" ], "summary": "Learn why agility might be the key to staying competitive in a rapidly changing world." }, { "id": "https://businessinaction.com/small-business/the-importance-of-client-hosting-spaces/", "url": "https://businessinaction.com/small-business/the-importance-of-client-hosting-spaces/", "title": "The Importance of Client-Hosting Spaces", "content_html": "

The post The Importance of Client-Hosting Spaces appeared first on Business In Action.

\n", "content_text": "The post The Importance of Client-Hosting Spaces appeared first on Business In Action.", "date_published": "2026-07-24T08:00:03+00:00", "date_modified": "2026-07-13T19:22:39+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Design", "Interior Design", "Leadership", "Lobby", "Office Design", "Small Business" ], "summary": "Learn why you should enhance the public spaces throughout your business." }, { "id": "https://businessinaction.com/leadership/smart-business-moves-for-vacation-season/", "url": "https://businessinaction.com/leadership/smart-business-moves-for-vacation-season/", "title": "Smart Business Moves for Vacation Season", "content_html": "

Daydreams of warm, sandy beaches or mountain escapes are enough to inspire many entrepreneurs to depart the office for a much-needed vacation.

\n

These breaks may seem especially timely if your industry experiences a significant slowdown in summer. But for truly growth-focused small businesses, these quiet weeks offer golden opportunities\u2014with competitors on vacation or running with a skeleton crew of employees, it\u2019s your chance to kick your business into high gear. The following strategic actions can help you build momentum now so you can sprint ahead of them by the time fall arrives.

\n
\"\"
\n

\n

Analyze the competition

\n

Take advantage of this often slow period to conduct a thorough, unbiased analysis of your rivals\u2019 current market position, reviewing their social media activity from the past few months to spot any gaps. What are their customers complaining about in reviews? Which services do they explicitly fail to offer? Such competitive intelligence is invaluable since you can use it to develop new service offerings or marketing messages that directly address what their customers are missing. You may be able to convince these relevant leads to change their allegiance to your business.

\n

Reinforce your customer relationships

\n

Because many clients are on break themselves, the last thing they may want is to hear a sales pitch. Instead of being blatantly salesy in your messaging, turn transactional relationships with customers into more loyal partnerships. For example, send targeted emails and text messages that offer summer greetings or helpful information like market details and enticing discounts (e.g., a quick, free consultation to plan their needs for the upcoming quarter). Such friendly gestures can strengthen their commitment to your business, remind customers of your consistent presence, and spark valuable conversations that your competitors could miss.

\n

Gather feedback

\n

This is some of the most impactful dialogue you can have with your clients. Every owner believes they understand what their customers want, but a slow period offers you the chance to move beyond assumptions and discover the truth through honest, unfiltered feedback. Set up a request for comments on your social pages, and consider emailing recent customers to get in touch or post reviews for constructive criticism. Ask open-ended questions like \u201cWhat did we do well?\u201d and \u201cWhat is one thing we could do to improve your experience?\u201d Look for trends; the insights you gather should directly influence your upcoming growth plans.

\n
\"\"
\n

\n

Create engaging content

\n

Your competitors\u2019 marketing may be on autopilot, relying on things like prescheduled posts. Your strategy should be to do the opposite, flooding the digital space with high-value, eye-catching content that makes your brand stand out\u2014think infographics displaying industry trends, summer-themed tours of your office and team, and quick-tip videos that solve common customer pain points. Scheduling such content will capture the attention of scrollers who are tired of your competitors\u2019 automated communications.

\n

Streamline processes

\n

The biggest enemy of a small business is inefficiency, which can manifest in such money drains as wasted manhours and slowed delivery times. Identify some of the most tedious and repetitive tasks in your business, whether it\u2019s client onboarding, invoice follow-up, or something else entirely. Review the steps of each of these workflows, then research and implement affordable automation tools, such as CRM integration, email sequencing, and/or AI solutions, to streamline them. By fall, you\u2019ll have gained hours of valuable time to focus on more revenue-generating activities.

\n
\"\"
\n

\n

Plan your fall strategies

\n

Autumn\u2019s colors, holidays, and much-anticipated scenery are full of marketing potential. To get ahead of that season and leverage its festivities, plan some appealing initiatives in advance. For example, you could host a pumpkin patch and serve fresh cider at a networking event or theme your social media posts around fall activities like foliage sightings. Additionally, budget now to promote appealing specials you can hold in fall, like a Halloween \u201cSpooktacular\u201d with free first consultations or 10 percent off slow-moving products. Making these efforts early can give you a leg up over competitors who may fail to lay out fall strategies sufficiently early.

\n

Upskill your team

\n

Your people are your greatest asset. While your competitors\u2019 teams are short-staffed during summer, use this quiet time to invest in yours, highlighting growth. Arrange targeted, skill-based training sessions between employees\u2019 vacation days, like seminars on new industry best practices or customer service role-playing based on recent feedback. These initiatives will not only improve their skills but also boost their morale\u2014and maybe even their retention\u2014especially if you listen to their own training requests. Take every opportunity to enrich your team\u2019s talent and engagement, and you can better contend with your rivals.

\n

Keep in mind that even if you are also vacationing this summer, you can still implement these strategies once you return. The key is to strike while the iron (and season) is hot. Use this time wisely, and you\u2019ll have the chance to make foundational changes and strategic moves that will set your business apart in the long term.

\n
\n

TAKE ACTION:
\nSet aside time for these efforts, starting with the ones that best suit your current priorities.

\n
\n

\n

\n

The post Smart Business Moves for Vacation Season appeared first on Business In Action.

\n", "content_text": "Daydreams of warm, sandy beaches or mountain escapes are enough to inspire many entrepreneurs to depart the office for a much-needed vacation.\nThese breaks may seem especially timely if your industry experiences a significant slowdown in summer. But for truly growth-focused small businesses, these quiet weeks offer golden opportunities\u2014with competitors on vacation or running with a skeleton crew of employees, it\u2019s your chance to kick your business into high gear. The following strategic actions can help you build momentum now so you can sprint ahead of them by the time fall arrives.\n\n\nAnalyze the competition\nTake advantage of this often slow period to conduct a thorough, unbiased analysis of your rivals\u2019 current market position, reviewing their social media activity from the past few months to spot any gaps. What are their customers complaining about in reviews? Which services do they explicitly fail to offer? Such competitive intelligence is invaluable since you can use it to develop new service offerings or marketing messages that directly address what their customers are missing. You may be able to convince these relevant leads to change their allegiance to your business.\nReinforce your customer relationships\nBecause many clients are on break themselves, the last thing they may want is to hear a sales pitch. Instead of being blatantly salesy in your messaging, turn transactional relationships with customers into more loyal partnerships. For example, send targeted emails and text messages that offer summer greetings or helpful information like market details and enticing discounts (e.g., a quick, free consultation to plan their needs for the upcoming quarter). Such friendly gestures can strengthen their commitment to your business, remind customers of your consistent presence, and spark valuable conversations that your competitors could miss.\nGather feedback\nThis is some of the most impactful dialogue you can have with your clients. Every owner believes they understand what their customers want, but a slow period offers you the chance to move beyond assumptions and discover the truth through honest, unfiltered feedback. Set up a request for comments on your social pages, and consider emailing recent customers to get in touch or post reviews for constructive criticism. Ask open-ended questions like \u201cWhat did we do well?\u201d and \u201cWhat is one thing we could do to improve your experience?\u201d Look for trends; the insights you gather should directly influence your upcoming growth plans.\n\n\nCreate engaging content\nYour competitors\u2019 marketing may be on autopilot, relying on things like prescheduled posts. Your strategy should be to do the opposite, flooding the digital space with high-value, eye-catching content that makes your brand stand out\u2014think infographics displaying industry trends, summer-themed tours of your office and team, and quick-tip videos that solve common customer pain points. Scheduling such content will capture the attention of scrollers who are tired of your competitors\u2019 automated communications.\nStreamline processes\nThe biggest enemy of a small business is inefficiency, which can manifest in such money drains as wasted manhours and slowed delivery times. Identify some of the most tedious and repetitive tasks in your business, whether it\u2019s client onboarding, invoice follow-up, or something else entirely. Review the steps of each of these workflows, then research and implement affordable automation tools, such as CRM integration, email sequencing, and/or AI solutions, to streamline them. By fall, you\u2019ll have gained hours of valuable time to focus on more revenue-generating activities.\n\n\nPlan your fall strategies\nAutumn\u2019s colors, holidays, and much-anticipated scenery are full of marketing potential. To get ahead of that season and leverage its festivities, plan some appealing initiatives in advance. For example, you could host a pumpkin patch and serve fresh cider at a networking event or theme your social media posts around fall activities like foliage sightings. Additionally, budget now to promote appealing specials you can hold in fall, like a Halloween \u201cSpooktacular\u201d with free first consultations or 10 percent off slow-moving products. Making these efforts early can give you a leg up over competitors who may fail to lay out fall strategies sufficiently early.\nUpskill your team\nYour people are your greatest asset. While your competitors\u2019 teams are short-staffed during summer, use this quiet time to invest in yours, highlighting growth. Arrange targeted, skill-based training sessions between employees\u2019 vacation days, like seminars on new industry best practices or customer service role-playing based on recent feedback. These initiatives will not only improve their skills but also boost their morale\u2014and maybe even their retention\u2014especially if you listen to their own training requests. Take every opportunity to enrich your team\u2019s talent and engagement, and you can better contend with your rivals.\nKeep in mind that even if you are also vacationing this summer, you can still implement these strategies once you return. The key is to strike while the iron (and season) is hot. Use this time wisely, and you\u2019ll have the chance to make foundational changes and strategic moves that will set your business apart in the long term.\n\nTAKE ACTION:\nSet aside time for these efforts, starting with the ones that best suit your current priorities.\n\n\n\nThe post Smart Business Moves for Vacation Season appeared first on Business In Action.", "date_published": "2026-07-17T08:00:42+00:00", "date_modified": "2026-07-09T22:48:40+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/vacationcomp-featured.jpg", "tags": [ "Business Strategy", "Leadership", "Marketing", "Summer", "Team Building" ], "summary": "From marketing moves to improved aptitudes, these steps can make your business more competitive." }, { "id": "https://businessinaction.com/leadership/bridging-leadership-and-management/", "url": "https://businessinaction.com/leadership/bridging-leadership-and-management/", "title": "Bridging Leadership and Management", "content_html": "

As companies grow and evolve, professionals are often expected to wear multiple hats. Among the most vital are the roles of manager and leader; however, even though these mostly rely on distinct skill sets, many people are tasked with doing both, sometimes without realizing it. But when you understand their differences and how they complement each other, you can become more effective, intentional, and impactful in your role.

\n

\"\"

\n

\n

Where they differ

\n

Although they often overlap in practice, management and leadership have fundamentally different priorities and methods. The former is rooted in process, structure, and stability. Managers keep things running\u2014they coordinate teams, monitor performance, and ensure that work is completed on time and according to plan. The best managers excel at execution, building systems that help to reduce inefficiencies and ensure that nothing falls through the cracks.

\n

Leadership, by contrast, is about direction and innovation. Leaders create the vision and motivate others to pursue it. They ask bigger questions, such as where the company is going and how it may need to evolve. Great ones inspire and challenge others to stretch beyond the status quo. Here\u2019s another way to think about it: managers focus on doing things right, but leaders focus on doing the right things, as the classic paraphrased saying goes. Neither is more important than the other, but each one can have distinct benefits for your organization and keep it moving forward.

\n

Where they overlap

\n

Despite their differences, leadership and management are undeniably connected in many respects\u2014in fact, their most powerful traits often reinforce each other. For instance, leaders without management skills may struggle to bring their organization\u2019s vision to life since ideas can flounder without structure, accountability, and follow-through. Managers without leadership qualities, meanwhile, may keep things running efficiently but leave their teams uninspired, causing them to lose motivation.

\n

That\u2019s why the best professionals can blend both. They connect daily tasks to long-term goals, use strategy to guide operations, and motivate people while managing performance. You don\u2019t have to hold a formal leadership title to lead, and you don\u2019t have to be in operations to manage well. Combining these capabilities can elevate your effectiveness, no matter your current role.

\n

Are you leading or managing?

\n

It\u2019s helpful to recognize how your instincts shape the way you interact with others and where you may want to stretch yourself. You may notice you tend to lean more toward being a manager if you:

\n\n

On the other hand, you may be more of a leader if you:

\n\n

Many people fall somewhere in the middle, and that\u2019s actually a good thing. The idea isn\u2019t to necessarily switch roles; rather, it\u2019s to strengthen your skill set by embracing traits of both.

\n

\n
\"\"
\n

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How to blend the two

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Strong leadership doesn\u2019t replace good management\u2014it builds on it. So once you\u2019ve established structure and clarity, leadership gives those systems purpose and momentum. Here\u2019s a closer look at how you can begin strengthening both sides of the equation.

\n

Developing management skills
\nWhile leadership drives vision, solid management keeps the engine running. If you\u2019re looking to sharpen your managerial effectiveness, focus on these core areas:

\n\n

Improving leadership skills
\nWith management fundamentals in place, leadership skills can then help your team grow, adapt, and stay engaged. These four behaviors can elevate your impact:

\n\n

It\u2019s also helpful to seek feedback from trusted peers or mentors. Understanding how others perceive your approach to leadership and management can reveal blind spots and opportunities you might not notice on your own. Reading books, attending workshops, or observing respected leaders in action can also deepen your insight and provide practical strategies to try.

\n

Organizations need both effective leaders and strong managers, but the real magic often happens when the two merge. When you lead well, you energize your team. When you manage well, you keep them focused. Together, these skills foster a culture of clarity, trust, and forward momentum. Ultimately, leadership and management aren\u2019t competing forces; they\u2019re complementary capabilities. And the more intentionally you integrate them, the more powerful your impact will be.

\n
\n

TAKE ACTION:
\nConsider your current strengths and default behaviors to determine if you are leaning too far into managing tasks or leading without follow-through.

\n

The post Bridging Leadership and Management appeared first on Business In Action.

\n", "content_text": "As companies grow and evolve, professionals are often expected to wear multiple hats. Among the most vital are the roles of manager and leader; however, even though these mostly rely on distinct skill sets, many people are tasked with doing both, sometimes without realizing it. But when you understand their differences and how they complement each other, you can become more effective, intentional, and impactful in your role.\n\n\nWhere they differ\nAlthough they often overlap in practice, management and leadership have fundamentally different priorities and methods. The former is rooted in process, structure, and stability. Managers keep things running\u2014they coordinate teams, monitor performance, and ensure that work is completed on time and according to plan. The best managers excel at execution, building systems that help to reduce inefficiencies and ensure that nothing falls through the cracks.\nLeadership, by contrast, is about direction and innovation. Leaders create the vision and motivate others to pursue it. They ask bigger questions, such as where the company is going and how it may need to evolve. Great ones inspire and challenge others to stretch beyond the status quo. Here\u2019s another way to think about it: managers focus on doing things right, but leaders focus on doing the right things, as the classic paraphrased saying goes. Neither is more important than the other, but each one can have distinct benefits for your organization and keep it moving forward.\nWhere they overlap\nDespite their differences, leadership and management are undeniably connected in many respects\u2014in fact, their most powerful traits often reinforce each other. For instance, leaders without management skills may struggle to bring their organization\u2019s vision to life since ideas can flounder without structure, accountability, and follow-through. Managers without leadership qualities, meanwhile, may keep things running efficiently but leave their teams uninspired, causing them to lose motivation.\nThat\u2019s why the best professionals can blend both. They connect daily tasks to long-term goals, use strategy to guide operations, and motivate people while managing performance. You don\u2019t have to hold a formal leadership title to lead, and you don\u2019t have to be in operations to manage well. Combining these capabilities can elevate your effectiveness, no matter your current role.\nAre you leading or managing?\nIt\u2019s helpful to recognize how your instincts shape the way you interact with others and where you may want to stretch yourself. You may notice you tend to lean more toward being a manager if you:\n\nPrioritize checklists, reports, and standard procedures\nFocus feedback on tasks and outcomes\nTreat conflict as something to resolve quickly, not explore deeply\nFeel most comfortable with predictability and control\n\nOn the other hand, you may be more of a leader if you:\n\nInvest time in purpose, vision, and values\nCoach others toward growth, not just results\nEmbrace experimentation and tolerate failure (within reason)\nSee uncertainty as an opportunity, not just a threat\n\nMany people fall somewhere in the middle, and that\u2019s actually a good thing. The idea isn\u2019t to necessarily switch roles; rather, it\u2019s to strengthen your skill set by embracing traits of both.\n\n\n\nHow to blend the two\nStrong leadership doesn\u2019t replace good management\u2014it builds on it. So once you\u2019ve established structure and clarity, leadership gives those systems purpose and momentum. Here\u2019s a closer look at how you can begin strengthening both sides of the equation.\nDeveloping management skills\nWhile leadership drives vision, solid management keeps the engine running. If you\u2019re looking to sharpen your managerial effectiveness, focus on these core areas:\n\nSet clear expectations: Define roles, responsibilities, and outcomes so your team knows what success looks like.\nCreate efficient systems: Streamline workflows and build repeatable processes that reduce confusion and save time.\nTrack performance: Use data and regular check-ins to measure progress and spot problems early.\nCommunicate consistently: Keep people informed and aligned through structured updates and feedback.\n\nImproving leadership skills\nWith management fundamentals in place, leadership skills can then help your team grow, adapt, and stay engaged. These four behaviors can elevate your impact:\n\nClarify the vision: Reinforce the \u201cwhy\u201d behind your team\u2019s work to boost motivation and alignment.\nAsk better questions: Encourage critical thinking by prompting reflection and insight.\nDevelop your people: Support growth through coaching, feedback, and meaningful challenges.\nLead through change: Stay adaptable, and guide your team with clarity during transitions.\n\nIt\u2019s also helpful to seek feedback from trusted peers or mentors. Understanding how others perceive your approach to leadership and management can reveal blind spots and opportunities you might not notice on your own. Reading books, attending workshops, or observing respected leaders in action can also deepen your insight and provide practical strategies to try.\nOrganizations need both effective leaders and strong managers, but the real magic often happens when the two merge. When you lead well, you energize your team. When you manage well, you keep them focused. Together, these skills foster a culture of clarity, trust, and forward momentum. Ultimately, leadership and management aren\u2019t competing forces; they\u2019re complementary capabilities. And the more intentionally you integrate them, the more powerful your impact will be.\n\nTAKE ACTION:\nConsider your current strengths and default behaviors to determine if you are leaning too far into managing tasks or leading without follow-through.\nThe post Bridging Leadership and Management appeared first on Business In Action.", "date_published": "2026-07-15T08:00:24+00:00", "date_modified": "2026-07-09T22:51:23+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/managerleader-featured.jpg", "tags": [ "Leadership", "Management" ], "summary": "Learn why blending these necessities is the key to long-term success." }, { "id": "https://businessinaction.com/leadership/the-business-founders-evolving-role/", "url": "https://businessinaction.com/leadership/the-business-founders-evolving-role/", "title": "The Business Founder\u2019s Evolving Role", "content_html": "

The post The Business Founder\u2019s Evolving Role appeared first on Business In Action.

\n", "content_text": "The post The Business Founder\u2019s Evolving Role appeared first on Business In Action.", "date_published": "2026-05-21T08:00:06+00:00", "date_modified": "2026-04-27T21:13:10+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Brainstorm", "Entrepreneur", "Expansion", "Founder", "Leadership" ], "summary": "Discover how (and why) leaders should change responsibilities to suit their organizations\u2019 changing needs." }, { "id": "https://businessinaction.com/productivity/brainstorming-basics/", "url": "https://businessinaction.com/productivity/brainstorming-basics/", "title": "Brainstorming Basics", "content_html": "

The post Brainstorming Basics appeared first on Business In Action.

\n", "content_text": "The post Brainstorming Basics appeared first on Business In Action.", "date_published": "2026-02-25T08:00:47+00:00", "date_modified": "2026-02-11T16:19:04+00:00", "author": { "name": "strexler", "url": "https://businessinaction.com/author/strexler/", "avatar": "https://secure.gravatar.com/avatar/bfdad1d0f4bb8763ecd0c9f9672e8f2d9b9ed5aa5d22def1bf6d02656996176c?s=512&d=mm&r=g" }, "tags": [ "Brainstorm", "Creativity", "Leadership", "Meetings", "Productivity" ], "summary": "Get tips from a sales professional on how to handle customer conflict." }, { "id": "https://businessinaction.com/leadership/success-saboteurs-seven-entrepreneurial-missteps/", "url": "https://businessinaction.com/leadership/success-saboteurs-seven-entrepreneurial-missteps/", "title": "Success Saboteurs: Seven Entrepreneurial Missteps", "content_html": "

The post Success Saboteurs: Seven Entrepreneurial Missteps appeared first on Business In Action.

\n", "content_text": "The post Success Saboteurs: Seven Entrepreneurial Missteps appeared first on Business In Action.", "date_published": "2026-02-25T08:00:26+00:00", "date_modified": "2026-02-11T15:44:34+00:00", "author": { "name": "strexler", "url": "https://businessinaction.com/author/strexler/", "avatar": "https://secure.gravatar.com/avatar/bfdad1d0f4bb8763ecd0c9f9672e8f2d9b9ed5aa5d22def1bf6d02656996176c?s=512&d=mm&r=g" }, "tags": [ "Book", "Entrepreneur", "Leadership", "Management", "Success" ], "summary": "Get tips from a sales professional on how to handle customer conflict." }, { "id": "https://businessinaction.com/entrepreneur/three-brands-that-defied-the-odds/", "url": "https://businessinaction.com/entrepreneur/three-brands-that-defied-the-odds/", "title": "Three Brands That Defied the Odds", "content_html": "

The post Three Brands That Defied the Odds appeared first on Business In Action.

\n", "content_text": "The post Three Brands That Defied the Odds appeared first on Business In Action.", "date_published": "2026-02-18T08:00:30+00:00", "date_modified": "2026-02-11T15:43:48+00:00", "author": { "name": "strexler", "url": "https://businessinaction.com/author/strexler/", "avatar": "https://secure.gravatar.com/avatar/bfdad1d0f4bb8763ecd0c9f9672e8f2d9b9ed5aa5d22def1bf6d02656996176c?s=512&d=mm&r=g" }, "tags": [ "Executives", "Inspirational", "Leadership", "Management", "Entrepreneur" ], "summary": "Get tips from a sales professional on how to handle customer conflict." }, { "id": "https://businessinaction.com/leadership/how-to-balance-work-and-identity/", "url": "https://businessinaction.com/leadership/how-to-balance-work-and-identity/", "title": "How to Balance Work and Identity", "content_html": "

The post How to Balance Work and Identity appeared first on Business In Action.

\n", "content_text": "The post How to Balance Work and Identity appeared first on Business In Action.", "date_published": "2026-02-11T15:49:05+00:00", "date_modified": "2026-02-11T15:49:05+00:00", "author": { "name": "strexler", "url": "https://businessinaction.com/author/strexler/", "avatar": "https://secure.gravatar.com/avatar/bfdad1d0f4bb8763ecd0c9f9672e8f2d9b9ed5aa5d22def1bf6d02656996176c?s=512&d=mm&r=g" }, "tags": [ "Burnout", "Identity", "Leadership", "Self-Care", "Culture" ], "summary": "Get tips from a sales professional on how to handle customer conflict." }, { "id": "https://businessinaction.com/leadership/the-secret-strength-of-vulnerability/", "url": "https://businessinaction.com/leadership/the-secret-strength-of-vulnerability/", "title": "The Secret Strength of Vulnerability", "content_html": "

The post The Secret Strength of Vulnerability appeared first on Business In Action.

\n", "content_text": "The post The Secret Strength of Vulnerability appeared first on Business In Action.", "date_published": "2025-12-19T08:00:11+00:00", "date_modified": "2025-10-07T12:43:30+00:00", "author": { "name": "ajimenez", "url": "https://businessinaction.com/author/ajimenez/", "avatar": "https://secure.gravatar.com/avatar/370fd3ef5b2313c7465c0026a4c2af9d14c7c1f31fb160ddbba3f572f8b74842?s=512&d=mm&r=g" }, "tags": [ "Business", "Business Owners", "Business Strategy", "Entrepreneur", "Leadership" ], "summary": "Lead with honesty to foster trust and drive growth in your organization." }, { "id": "https://businessinaction.com/leadership/unlocking-gen-zs-potential/", "url": "https://businessinaction.com/leadership/unlocking-gen-zs-potential/", "title": "Unlocking Gen Z\u2019s Potential", "content_html": "

The post Unlocking Gen Z\u2019s Potential appeared first on Business In Action.

\n", "content_text": "The post Unlocking Gen Z\u2019s Potential appeared first on Business In Action.", "date_published": "2025-10-27T08:00:43+00:00", "date_modified": "2025-10-07T12:36:44+00:00", "author": { "name": "ajimenez", "url": "https://businessinaction.com/author/ajimenez/", "avatar": "https://secure.gravatar.com/avatar/370fd3ef5b2313c7465c0026a4c2af9d14c7c1f31fb160ddbba3f572f8b74842?s=512&d=mm&r=g" }, "tags": [ "Business", "Business Strategy", "Culture", "Employees", "Leadership", "Productivity" ], "summary": "Boost innovation by adapting your workplace to Gen Z\u2019s unique needs." } ] }