Every entrepreneur experiences the painful realization that those who contributed to building the company may not be equipped to elevate it further. This acknowledgment is one of the toughest realities in business growth, yet it's essential to identify when your leadership team has hit its limit to ensure ongoing success. In a recent episode of the KeyHire Small Business Podcast , host Corey Harlock from KeyHire Solutions sat down with Neil Katz, CEO and founder of Exceptional HR Solutions , to tackle this challenging topic. Their conversation revealed essential insights for business owners navigating the complex world of team assessment and strategic hiring. The Reality of Scaling a Small Business Leadership The harsh reality is that what got you here won't get you there . As Neil Katz explains, "When you have five or 10 employees, that same leader in many cases does not have the capability, skills, or background to get you to 100 employees or 1,000 employees or from a million in revenue to 50 million." This isn't a criticism of your current team; it's just the reality of business growth. The skills required to manage a $2 million operation differ dramatically from those needed to run a $20 million enterprise. Your neighbor's cousin, who started with you in the garage, may have given everything they had, but their experience ceiling might not match your business's trajectory. Companies usually transform their entire organization—people, structures, processes, and systems—each time they triple in size. Some exceptional individuals can scale through multiple growth phases, but they're rare. Most leaders hit their natural ceiling, and recognizing this early can save you months of frustration and lost revenue. Overcoming Hiring Challenges: Experience vs. Potential A major hiring challenge for small business owners is the ongoing discussion about whether to hire based on potential or experience. KeyHire Solutions philosophy breaks this down simply: you're either hiring for potential or experience, each with distinct ROI timelines. Potential comes at a lower upfront cost but requires 12-24 months before you see returns. You'll need comprehensive training programs, mentoring resources, and significant time investment. Experience costs more initially but delivers almost immediate ROI. Mistakes are made when companies invest in potential, anticipating the ROI that comes with experience. This leads to a revolving door of letdown hires, as new team members may begin with enthusiasm but soon fall short of expectations. For companies under 50 employees, Neil strongly advises prioritizing experienced talent: "Do we have bandwidth, the resources, and the capacity to train this individual that's 12, 24, 36 months behind where I need them to be? You need to focus on your clients, your investors, your strategy, and the financial components of your business." How to Scale a Business: Strategic Talent Acquisition Approach The Investment Mindset Smart business owners understand there's ROI on talent. When you buy experience in the open market, you're making a strategic investment in your company's future. Yes, it's more expensive upfront, but the alternative – hoping untested potential will develop quickly enough to meet urgent business needs – often costs more in lost opportunities and delayed growth. Beyond the Job Description Effective talent acquisition involves more than just aligning skills with job requirements. It's essential to find candidates whose soft skills, leadership abilities, and core values resonate with your mission. Naturally, they should meet the standard criteria, possessing the necessary competencies, skills, and background. However, consider these expanded factors to ensure they have the qualities that will align with your business and team. The Three-Option Framework When transitioning existing team members, Corey recommends offering three clear paths: Mentorship and development under new leadership Lateral movement to better-suited departments Graceful exit with full support and references While most people initially choose options one or two, the reality is that many eventually move to option three as they struggle with the transition. Avoiding Common Leadership Assessment Mistakes Over-Elevating Too Quickly: The biggest error is promoting people multiple title levels beyond their capabilities. That reliable machine operator who became a supervisor shouldn't automatically become the Director of Operations without proper development. Establish clear competency levels and KPIs before promoting any individual. Letting Subjectivity Rule Decisions: Personal relationships cloud judgment. Neil emphasizes the importance of objective evaluation: "Take the names out. If you were just evaluating the roles without a name, evaluate and ask yourself, is that role achieving the functions I need today and at least the next 24 months ahead?" Equity Complications: Offering ownership stakes to early employees creates additional complexity when changes become necessary. Plan exit strategies for equity holders well in advance, before you need them. Ignoring Red Flags: Most business owners admit they've known about performance issues for months or years before taking action. Trust your instincts and address concerns promptly rather than hoping they'll resolve naturally. Waiting Until Crisis Mode Don't wait until you desperately need new leadership to start looking. Network continuously and build relationships with potential future team members well before you need them. Taking Action: Your Next Steps Conduct an Objective Team Assessment Remove names and evaluate each role based purely on performance metrics Assess whether current capabilities match 24-month business projections Identify skill gaps that could constrain growth Define Your Growth Requirements Map out the leadership capabilities needed for your next revenue milestone Determine which roles need immediate attention versus future planning Create clear job specifications that go beyond basic qualifications Build Your Pipeline Start networking now for future leadership needs Connect with industry professionals who could join your team in 1-3 years Maintain relationships even when you're not actively hiring Develop Transition Plans Create clear communication strategies for team changes Prepare multiple scenarios for existing team members Document processes to minimize disruption during transitions Invest in Current Talent Where Appropriate Consider executive coaching for promising leaders Provide targeted training for specific skill gaps Realign responsibilities to match individual strengths better Key Takeaways The journey from startup to a scaled business requires an honest assessment of your leadership team's capabilities. While it's emotionally challenging to recognize that loyal, hardworking team members may not be equipped for your company's next chapter, addressing these issues proactively prevents larger problems down the road. Remember Corey's insight: "You can't run a $30 million a year business on a $2 million process." The same principle applies to people – you can't scale to $25 million with a leadership team built for $5 million operations . Success in small business leadership development comes from balancing loyalty to existing team members with objective assessment of business needs. Sometimes the kindest thing you can do is help someone find a role where they can truly excel, even if that's not with your company. The entrepreneurs who successfully navigate these challenges are those who act decisively while treating people with dignity throughout the process. They understand that building a scalable business sometimes requires difficult decisions, but they approach those decisions with clarity, compassion, and strategic thinking. Listen to the full conversation with Neil Katz on this podcast episode for more detailed insights into building teams that can scale with your business. Learn more about Neil Katz: https://www.exceptionalhrsolutions.com/ Check out our sponsor: Career Spring, Careers launch here: https://careerspring.org/ Connect With Us: KeyHire LinkedIn KeyHire Facebook KeyHire YouTube KeyHire Instagram KeyHire Solutions, Be Our Next Success Story: https://www.keyhire.solutions/testimonials Contact Corey: corey@keyhire.solutions

Running a growing business with 10-50 employees is like juggling flaming torches while riding a unicycle. You're managing teams, chasing revenue goals, and trying to scale operations—and then someone tells you that you also need to master digital marketing. The result? Most business owners either freeze up completely or throw money at every shiny marketing platform, hoping something will stick. In a recent episode of the KeyHire Small Business Podcast , host Corey Harlock sat down with Corey Morris, Founder of Voltage Digital Marketing , to cut through the marketing noise and reveal what actually works for growing businesses. The conversation revealed why most small business marketing strategies fail—and, more importantly, how to build a marketing strategy that drives real results without overwhelming your already stretched resources. The Hidden Costs of Marketing Mayhem One of the biggest challenges for small businesses isn't having too little marketing—it's having too much unfocused activity. Corey Morris explains the core problem: "There's a disconnect between tactics or activity and ROI. Marketing is this thing we do or this set of activities. And we don't necessarily know how to connect it to ROI. If you're not looking at marketing as an investment with an expected return on investment, it's going to be a painful line item." This disconnect creates a cascade of problems. Business owners often assign marketing responsibilities to existing team members—usually someone who "gets social media"—without realizing they're breaking that person's focus and diminishing their core performance. The result is mediocre marketing that generates vanity metrics (likes, shares, impressions) while your phone stays silent and your inbox remains empty of qualified leads. Even worse, many businesses discover they're actually losing money on their marketing efforts without realizing it. Companies often celebrate metrics like clicks, leads, and even initial sales while failing to track the complete customer journey. When you factor in the true cost of converting those leads, customer acquisition expenses, and long-term retention rates, what appeared to be successful marketing campaigns can reveal themselves to be money pits. How to Scale a Business with Strategic Marketing Planning The antidote to marketing chaos isn't more tactics—it's better planning. Large corporations spend months and hundreds of thousands of dollars on developing their strategies. While those numbers may not be feasible for growing small businesses, a streamlined approach is still needed that balances thoroughness with agility. The Foundation: Know Your Numbers Before diving into tactics, establish clear financial benchmarks that will guide every marketing decision. This foundational step separates successful marketing investments from expensive experiments. Calculate your customer acquisition cost and lifetime value to understand the true economics of your growth. Determine your marketing ROI expectations just like any other business investment. Set clear conversion goals that matter: qualified leads, meaningful sales calls, and closed deals that drive revenue. Most importantly, understand your sales pipeline metrics so you can work backwards from revenue goals to determine the marketing activity required to hit your targets. The Strategy: Document Your Plan Morris emphasizes the critical importance of getting your plan onto paper: "Keep it visible somewhere. Define your ultimate goal and the corresponding strategy. If you can't articulate this like a purpose statement for your marketing, then you're going to chase the shiny objects when they come up." A documented strategy serves as your marketing filter, helping you say no to distracting opportunities and yes to activities that drive results. Your marketing strategy document should answer the fundamental questions: Who are we targeting? (Be specific about your ideal customer profile) What are we offering? (Your unique value proposition, not just features) Where will we reach them? (Which platforms align with your audience and budget) Why should they care? (The problem you solve and the outcome you deliver) How will we measure success? (Specific metrics tied to business goals) Smart Platform Selection for Business Growth Not all marketing platforms are created equal, and choosing the wrong one can quickly drain your budget. The key is matching platform selection to your customer behavior and business model. For B2B companies, LinkedIn typically offers the highest ROI, while Google captures high-intent prospects. However, avoid platform bias when making decisions. Many business owners dismiss platforms based on personal preferences rather than customer data. Your ideal customer might engage differently during personal versus professional hours. A manufacturing executive scrolling Facebook after bedtime might be more receptive to a software demo than navigating LinkedIn's professional noise during business hours. The platform selection process should include: Audience Research : Validate where customers spend time using platform tools Competitive Analysis : Identify competitor successes and gaps Content Compatibility : Choose platforms aligned with your content capabilities Integration Potential : Prioritize platforms sharing content/audiences Budget Allocation : Master 1-2 platforms before expanding The most successful small businesses focus energy on dominating one or two channels rather than spreading themselves too thin. This focused strategy offers improved ROI on both time and marketing investments. Avoiding Mistakes That Sabotage Small Business Marketing Even well-intentioned marketing efforts can backfire without proper execution. Here are the most common pitfalls that derail small business marketing—and how to avoid them: The "Test and Learn" Trap : Constantly experimenting with ad spend without proper research can waste money if you haven't done baseline research first. Too Many Cooks : Trying to manage marketing by committee results in inconsistent messaging and a diluted focus. Assign clear ownership and decision-making authority. Unrealistic Unicorn Expectations : Expecting one person to master every platform and channel leads to burnout and mediocre results across the board. Vanity Metrics Obsession : Focusing on likes, shares, and impressions while ignoring conversion rates and customer acquisition costs. Inconsistent Execution : Starting and stopping campaigns based on busy seasons or budget fluctuations prevents the compounding effects that make marketing profitable. Platform Proliferation : Spreading thin across multiple platforms instead of dominating 1-2 channels. Taking Action: Your Next Steps Ready to transform your marketing from expense to investment? Start with a commitment to the fundamentals. First, honestly assess your current efforts. Calculate the actual cost of your marketing-ad spend, staff time, and hidden expenses. Review six months of activities and trace them to actual leads and conversions. This reveals which efforts generate real ROI versus busy work. Document and maintain visibility of your marketing plan to ensure consistent execution and measurable results. Write down your complete marketing strategy, tactics, and testing plans—whether you handle marketing yourself or delegate it. Keep this documentation easily accessible and visible. Most small businesses struggle with measurement, but this offers the most significant opportunity. Track prospects from their first click to becoming a paying customer. Start simple with existing tools and build consistently. Focus on numbers that impact your bottom line. When launching, resist the temptation to test everything simultaneously. Pick one or two platforms where your ideal customers spend time and master those channels first. Allow a minimum of 90 days for results—marketing's profitable compounding effects need time to build momentum. Key Takeaways The path to marketing success isn't about doing more—it's about doing the right things consistently and measuring what matters. As Morris puts it: "You know what your growth goal is for the next year as a company. Distill that down to what your expectations are for marketing. Understand that for every dollar that you want to spend, how many dollars you need to get back or what that looks like for your return on investment." Marketing is an investment , not an expense—treat it like any other business investment with clear ROI expectations Strategy before tactics —document your plan and use it as a filter for every marketing decision Platform quality over quantity —master 1-2 channels before expanding Measure what matters —focus on metrics that connect to actual revenue, not vanity metrics Consistency compounds —irregular marketing efforts prevent the cumulative effects that drive profitability The marketing landscape will continue evolving, but these fundamentals remain constant. By building a solid foundation and maintaining disciplined execution, you can turn marketing from a source of stress into your most reliable growth engine. Want to dive deeper into building effective systems for your growing business? Listen to the full conversation on the KeyHire Small Business Podcast . Learn more about Correy Morris: https://thedmsp.com Check out our sponsor: Career Spring, Careers launch here: https://careerspring.org/ Connect With Us: KeyHire LinkedIn KeyHire Facebook KeyHire YouTube KeyHire Instagram KeyHire Solutions, Be Our Next Success Story: https://www.keyhire.solutions/testimonials Contact Corey: corey@keyhire.solutions

Imagine this scenario: Your sales director enters the conference room armed with customer feedback and revenue projections. They’re absolutely convinced that maximum flexibility is the key to closing deals and growing the business. Across the table, your operations manager presents equally compelling process documentation and quality metrics. They demonstrate beyond doubt that standardized procedures are essential for sustainable growth. Both leaders are passionate. Both have data. And both are entirely right, from their own perspectives. This is what Dr. Bob Johnson calls being "100% right in a 200% world." The concept is deceptively simple yet profoundly impactful. In any organizational challenge, each stakeholder can be completely correct from their functional viewpoint. This creates what feels like two separate 100% solutions. The problem isn't that everyone is wrong; it's that the problem's definition itself is too narrow to accommodate everyone's legitimate concerns. As Dr. Bob explains, "until they can remember that they have to grow into a 200% version of that problem, they're going to keep arm wrestling over solutions and escalating problems to bosses." In a recent KeyHire Solutions podcast episode , host Corey Harlock explored this phenomenon with Dr. Bob Johnson, founder of Team Transformation . Their conversation revealed why even the most capable leadership teams get trapped in these cycles. More importantly, it showed how business owners can transform conflict into a competitive advantage. The Hidden Cost of "Win and Be Right" Culture For small businesses generating $5 million to $ 25 million in revenue, each leadership decision carries significant weight. When department heads operate from what Dr. Bob calls a "win and be right mindset," the damage extends far beyond individual disagreements. This mindset fosters a defensive culture where leaders become more focused on proving they're not the problem than on solving problems. As Dr. Bob explains, "The biggest source of pain in organizations, particularly at more senior levels, is reputational threats. That somehow my function or my team is going to look like we're the ones that drop the ball." When reputation protection becomes the primary concern, collaboration dies. Department heads come to meetings with their minds already made up, expending energy defending their positions rather than exploring solutions. They listen to respond, not to understand. They concentrate on fixing other teams instead of examining their contributions to the challenge. The business costs are substantial and often hidden. Leaders escalate problems to you instead of addressing them collaboratively, turning you into a full-time referee when you should be driving growth. Critical decisions get delayed while teams debate who is responsible, rather than focusing on what needs to happen. When decisions are finally made, they lack the full buy-in necessary for successful execution. Most damaging of all, your organization loses its creative potential. The breakthrough solutions that could serve everyone's needs never emerge because teams remain focused on winning their individual battles rather than solving the bigger challenge together. This leads to the inability to access the collective intelligence that makes great companies exceptional. Business Growth Tips: Moving from Compromise to Creativity Traditional leadership advice often focuses on finding the middle ground through compromise. Dr. Bob offers a more powerful alternative: "Our world probably needs more of it, but I'm less interested in compromise and more interested in creativity." The difference is profound. Compromise typically means everyone gives up something they value. Creativity means expanding the problem definition until you can solve for everyone's core needs simultaneously. Real-World Example: 100% Perspective (Sales): "We need complete flexibility to customize for clients." 100% Perspective (Operations): "We need standardized processes to maintain quality." 200% Solution: "How do we create flexible systems that maintain quality standards?"  This new perspective creates opportunities that neither party could have imagined independently. The solution might involve modular service components that can be combined freely or at hierarchical service levels, each with distinct quality protocols. The essential approach is to move beyond binary thinking to adopt inclusive solutions. Leadership Development Through the Three Critical Shifts KeyHire Solutions collaborates with numerous growing businesses, and we consistently observe three distinct patterns that distinguish high-performing teams from those mired in conflict cycles. Dr. Bob's framework provides a roadmap for transformation: 1. From Closed to Open The first challenge occurs when teams enter discussions with their minds already made up. Leaders arrive at meetings convinced they have the right answer and spend their time defending their position rather than exploring alternatives. This closed mindset creates defensive conversations where everyone talks but nobody learns. The transformation happens when you coach leaders to genuinely understand opposing viewpoints until they can articulate them so accurately that the other side says, "Exactly." This isn't about agreeing with every perspective but about demonstrating that you truly comprehend the reasoning behind different approaches. When people feel genuinely heard and understood, trust naturally builds, creating the foundation for productive collaboration. 2. From Static to Dynamic The second pattern involves teams getting stuck on the problems they know rather than the problems they need to solve. Department heads become so focused on their immediate pain points that they lose sight of the bigger picture. Sales fixates on flexibility, operations on efficiency, and finance on cost control – each viewing the challenge through their functional lens. The breakthrough comes when you guide leaders to expand problem definitions to include everyone's pain points. Instead of asking "How do we get more flexibility?" the question becomes "How do we create flexibility while maintaining efficiency and controlling costs?" This expanded problem definition naturally leads to solutions that address root causes rather than symptoms, resulting in outcomes that benefit the entire organization. 3. From Problem to Partnership The final shift addresses how teams view each other during conflicts. Too often, leaders see colleagues from different departments as obstacles to overcome rather than partners in problem-solving. This adversarial mindset turns every disagreement into a zero-sum game where one side must lose for the other to win. The transformation occurs when leaders recognize that those who complain most often care most deeply about the business. That passionate operations manager isn't trying to block sales – they're protecting quality standards because they care about customer satisfaction. When you help leaders reframe their perspective this way, conflict becomes a catalyst for innovation rather than a source of dysfunction. Avoiding Common Leadership Mistakes When Scaling a Small Business and When Everyone's "Right" Even well-intentioned business owners fall into predictable traps when their teams clash. Here are the most costly mistakes we see – and how to avoid them: The Referee Leader: Stepping in to make decisions when teams can't agree feels efficient, but it creates dependency and undermines team development. Your $ 200 K+ leaders should be solving these problems, not escalating them. The Hands-Off Approach: Hoping conflicts will resolve themselves rarely works. Problems typically go underground or resurface with greater intensity. The Relationship Band-Aid: Suggesting team members "just get lunch together" addresses symptoms, not systems. Surface-level relationship building doesn't solve structural alignment issues. The Premature Solution: As Dr. Bob notes, we often "believe solutions are more valuable than problems" and rush to fix things before fully understanding what needs fixing. This approach virtually guarantees problems with buy-in later. The Single Perspective Trap: When you consistently favor one department's viewpoint (often sales, given revenue pressures), you may win short-term battles while losing long-term organizational capability. Taking Action: Your Next Steps Ready to transform your leadership team dynamics? The journey begins with an honest assessment of your current situation. Start by identifying your organization's most persistent "here we go again" conflicts – those recurring disputes that seem to resurface every few months, regardless of how many times you think they've been resolved. Take note of the stakeholders involved and their typical positions, but more importantly, recognize your own patterns. Which side do you typically favor and why? Understanding your unconscious biases is crucial because your team will mirror your approach to conflict resolution. Once you've mapped the landscape, begin practicing the "exactly" test with your next team conflict. Rather than jumping into a referee role, coach one leader to articulate their opponent's viewpoint until the other party acknowledges it as accurate. This single practice will feel awkward at first, but it's transformative. You're essentially teaching your leaders to expand their problem definitions to include multiple perspectives, which is where breakthrough solutions emerge. As these skills develop, implement new meeting protocols that require problem exploration before solution generation. Train your leadership team on the three critical shifts framework, emphasizing that problems are more valuable than solutions because all the creativity and partnership potential lies in properly understanding what you're trying to solve. Create accountability measures for collaborative problem-solving, making it clear that bringing solutions rather than problems to your office is now the expectation. A lasting culture change occurs when you regularly acknowledge instances of creative solutions rather than opting for either/or compromises. Share stories of successful cross-functional collaboration in team meetings and company communications. Most importantly, make problem-solving partnership a key leadership competency in performance reviews and hiring decisions. When your team sees that collaborative problem-solving is valued and rewarded, the behavior becomes self-reinforcing throughout your organization. Key Takeaways Dr. Bob's insights reveal a fundamental truth: "The problem isn't the problem. The problem is how we deal with the problem." For small business owners serious about sustainable growth, this distinction is game-changing. Embrace the 200% Mindset : When conflicts arise, expand your problem definition rather than picking sides Develop Internal Capacity : Your leadership team should be solving problems, not escalating them to you Focus on Partnership : The energy behind complaints often reflects deep caring – channel it toward solutions The businesses that thrive in today's complex marketplace aren't those with the smartest individual contributors – they're the ones that harness collective intelligence most effectively. When your leadership team masters the art of collaborative problem-solving, you're not just resolving today's conflicts; you're building tomorrow's competitive advantage. Ready to stop refereeing and start leading? KeyHire Solutions specializes in helping growing businesses develop and hire the leadership talent that drives sustainable success. Because in a 200% world, the companies that win are those that refuse to settle for 100% solutions. Want to dive deeper into these concepts? Listen to the full conversation with Dr. Bob Johnson on the KeyHire Small Business Podcast . Learn more about Dr. Bob: https://teamtransformationmethod.com/ and https://www.linkedin.com/in/drbobjohnson/ Check out our sponsor: Career Spring, Careers launch here: https://careerspring.org/ Connect With Us: KeyHire LinkedIn KeyHire Facebook KeyHire YouTube KeyHire Instagram KeyHire Solutions, Be Our Next Success Story: https://www.keyhire.solutions/testimonials Contact Corey: corey@keyhire.solutions

In today's evolving talent landscape, forward-thinking small business owners are discovering a powerful recruiting advantage: former employees who want to return. Known as "boomerang employees," these returning team members represent an innovative talent acquisition strategy that successful entrepreneurs are using to accelerate business growth and build stronger teams. Corey Harlock, founder of KeyHire Solutions , recently explored this phenomenon in his latest podcast episode, The Boomerang Effect: Rehiring Right or Getting It Wrong? His insights reveal why this approach could be a game-changer for your small business management strategy. Understanding the Boomerang Employee Strategy A boomerang employee is someone who previously worked for your company, left for other opportunities, and now wants to return. The psychology behind it runs deeper than most business owners realize. "It's a rehire. It's hiring someone who used to work for you," Harlock explains. "The concept around the boomerang employee is they leave for greener pastures, they find out it's not so green on the other side, and they realize maybe I didn't have it so bad where I used to be." For small businesses generating $5-25 million in revenue, this trend represents more than just a hiring opportunity—it's a strategic advantage that can accelerate growth while reducing recruitment costs and onboarding time. When valuable employees resign, emotions often override business judgment. The timing is usually terrible, and the personal sting of rejection can cloud decision-making. "When a valuable employee quits, they usually quit at the exact wrong time when you feel like you need them most," Harlock notes. "As a business owner, it can be hard not to take it personally and not be upset about it." Many business owners either walk departing employees out immediately or allow the relationship to sour during the notice period. This emotional reaction can permanently damage relationships with talented individuals who might otherwise return as even more valuable contributors. Why Small Business Hiring Strategies Should Embrace Boomerang Talent Key Advantages of Boomerang Employees: Enhanced Skill Sets : Former employees who return often bring significantly expanded capabilities from their experiences at other organizations Cultural Fit : They already understand your company culture, values, and core business model, eliminating many onboarding challenges Accelerated Integration : Boomerang employees know internal dynamics and can quickly reconnect with existing team members Reduced Risk : Unlike external hires, you know their work ethic, personality, and performance history Cost Efficiency : Shorter training periods and compressed learning curves create compelling financial advantages Consider this scenario: An employee left your $8 million company to join a $50 million organization, where they progressed from individual contributor to management. When they return, they're bringing that expanded capacity back to your business. While you'll likely pay boomerang employees more than their previous salary, the return on investment often exceeds that of new hires. When a high performer leaves, your odds of finding an equally capable replacement are only one in three. Boomerang employees eliminate many of these risks while providing known outcomes. Building Relationships That Support Business Growth The success of any boomerang strategy hinges on how you handle employee departures. This requires a fundamental shift in perspective—from viewing resignations as betrayals to seeing them as temporary career detours. The Professional Departure Process Take a Strategic Pause : Before reacting emotionally, ask yourself: "If they ever wanted to come back, would I bring them back?" Express Genuine Understanding : Acknowledge their decision to leave, even if the timing is inconvenient Recognize Their Contributions : Highlight their positive impact on your organization Maintain Professional Grace : Be honest about your disappointment while remaining supportive Keep Doors Open : Periodic check-ins after they've settled show genuine interest in their success "Take a beat, take a breath, and think, if they ever wanted to come back, would I bring them back?" Harlock advises. "If the answer is yes, we need to treat them with respect and treat them as well on their last day as we did on their best day." This approach involves checking in periodically, after they've had time to settle. A simple email asking how things are going keeps doors open while demonstrating your commitment to professional relationships beyond employment. Evaluating Boomerang Candidates: A Strategic Framework Not every former employee should be welcomed back. Smart business owners evaluate potential boomerang hires against specific criteria to ensure strategic alignment and business value. Experience Assessment : Have they gained transferable skills and knowledge that benefit your current objectives? Look for growth in technical capabilities, leadership experience, or industry expertise that wasn't available when they first worked for you. Cultural Evolution : Are their professional changes compatible with your current company direction? People grow and change—ensure their new perspectives align with where your business is heading, not just where it was. Business Need Validation : Do you have legitimate operational requirements that they can address? The role should align with genuine business needs and growth objectives, not just personal relationships or nostalgia for past performance. Financial Feasibility : Are their salary requirements within your budget parameters? Former employees typically expect compensation that reflects their market growth and expanded responsibilities. Critical Mistakes That Damage Boomerang Opportunities: Emotional Decision-Making : Letting frustration about timing or feeling personally rejected drive your response to resignations Compensation Assumptions : Expecting returning employees to accept the same pay and responsibilities they had before leaving Integration Oversights : Assuming they can immediately operate at full capacity without proper reintegration support Manufactured Positions : Creating roles just to accommodate a boomerang employee's return without a genuine business need The most significant mistake is allowing emotions to drive decisions during the departure process. When frustrated about timing or feeling personally rejected, it's easy to dismiss the employee's contributions or make their final weeks uncomfortable. This reaction closes doors that should remain open for future opportunities. Another common error involves expectations around compensation and growth. Former employees have gained experience and market exposure—they'll negotiate for roles and salaries that reflect their development. Failing to recognize this evolution can lead to failed negotiations and missed opportunities.  Don't overlook the importance of setting clear expectations for returning employees. Your company culture, processes, team dynamics, and business priorities may have evolved significantly during their absence. Implementation Strategy: Your Next Steps Ready to implement a boomerang strategy in your organization? Here's your systematic approach to getting started: Immediate Actions: Audit Current Departure Processes : Review how you currently handle employee resignations and identify improvement opportunities Establish Exit Interview Protocols : Go beyond surface-level feedback to understand real departure reasons Create Relationship Maintenance Systems : Develop simple processes for staying connected with former employees Train Management Teams : Ensure leaders understand the strategic value of professional departures Long-Term Development: Begin with your next employee resignation. Instead of reacting emotionally, pause and ask: "Would I want this person back if circumstances were different?" If yes, focus on creating a positive departure experience that keeps future doors open. Develop systematic approaches to exit interviews that reveal actionable insights. Understanding genuine reasons behind departures helps you address systemic issues that might be driving talent away unnecessarily. Create simple systems for maintaining relationships with former employees. This doesn't require extensive effort—periodic check-ins via LinkedIn, holiday greetings, or sharing company milestone announcements can keep connections alive without being intrusive. Most importantly, evaluate your overall talent acquisition strategies to ensure you're maximizing your chances of finding and retaining top performers from the start. If you're consistently losing good employees, addressing root causes is more effective than simply hoping they'll return later. For small business owners who want to develop more sophisticated talent acquisition approaches, consider partnering with specialists who understand the unique challenges of scaling organizations. KeyHire Solutions works exclusively with small businesses to create custom hiring strategies that support sustainable growth. Key Takeaways The boomerang employee phenomenon offers small businesses a strategic advantage in today's competitive talent market. By maintaining professional relationships with departing employees and creating pathways for their return, you build a talent pipeline that can accelerate business growth while reducing hiring risks and costs. Successful boomerang strategies start with emotional intelligence during employee departures. Treat resignations as temporary career detours rather than personal betrayals and focus on preserving relationships that could benefit both parties in the future. Former employees who return often bring enhanced skills and faster integration times, making them valuable additions to growing teams. The key to effective small business management in this area lies in long-term thinking and strategic relationship building. When valued employees resign, resist the urge to react emotionally and instead consider the strategic value of maintaining positive professional connections. The boomerang approach is becoming a refined strategy that established organizations can use to enhance the strengths and capabilities within their teams. In today's competitive talent market, your former employees might just be your future secret weapon for sustainable business growth. Want to listen to the full conversation? Listen to this episode of The Key Hire Small Business Podcast featuring Corey Harlock. Check out our sponsor: Career Spring, Careers launch here: https://careerspring.org/ Connect With Us: KeyHire LinkedIn KeyHire Facebook KeyHire YouTube KeyHire Instagram KeyHire Solutions, Be Our Next Success Story: https://www.keyhire.solutions/testimonials Contact Corey: corey@keyhire.solutions

As a small business owner looking to strengthen your team, you always seek talented individuals who can drive results and adapt to your company's evolving needs. What if there were a proven talent pool right in your community? One filled with individuals who've already demonstrated their ability to perform under pressure, solve complex problems, and lead teams through challenging situations? That talent pool exists, and it's comprised of the 250,000 military veterans who transition to civilian careers every year. In a recent KeyHire Small Business Podcast episode, host Corey Harlock sat down with Mike Hutchings, CEO of Combined Arms , to explore how small business owners can successfully integrate veteran talent into their organizations. Understanding the Veteran Talent Landscape for Entrepreneurs The veteran talent pool represents one of the most compelling opportunities in today's hiring market. With less than 1% of the American population currently serving in the military and approximately 250,000 veterans transitioning to civilian careers annually, this represents a substantial source of proven talent entering the workforce with leadership experience and specialized skills that many businesses need. What makes this opportunity particularly valuable is the depth of experience veterans bring. Military service develops skills that directly translate to business success: leadership under pressure, strategic thinking, team coordination, and the ability to execute complex operations with precision. Veterans have managed budgets, led diverse teams, and solved problems in high-stakes environments that few civilian roles can replicate. The key to successfully tapping into this talent pool is understanding how military experience translates to business value. Rather than getting caught up in military terminology or rank structures, focus on the underlying competencies: project management, crisis response, training and development, logistics coordination, and strategic planning. Veterans also bring a unique perspective on accountability and results-driven performance. Their experience with clear objectives, measurable outcomes, and team-based success creates employees who understand individual responsibility and collective achievement. T he Hidden Goldmine: What Veterans Bring to Small Business Management When you look beyond the uniform and military terminology, veterans offer a unique combination of skills that directly address common small business management challenges: Problem-Solving Under Pressure : Veterans, particularly those with combat experience, have navigated what Mike calls "VUCA" environments – volatile, uncertain, complex, and ambiguous situations. "I have yet to see replicated anywhere outside of my time in the service," the level of innovation required when "something didn't go according to plan and we had to find ways to instantly adjust, sometimes under direct fire conditions." Natural Entrepreneurial Mindset : Contrary to the stereotype of rigid military thinking, many veterans have extensive experience operating independently. Mike explains that in theater, "you very much become an entrepreneurial force of nature and operate almost as a complete entity... you have this large overarching task and you have to figure out a way to accomplish it." Leadership at Every Level : Military structure ensures that even junior personnel take on significant leadership responsibilities. Veterans understand accountability, team dynamics, and how to motivate others to achieve objectives. Adaptability and Learning Agility : Military careers require constant adaptation to new roles, locations, and challenges. This translates into employees who can grow and take on evolving responsibilities with your business. Practical Small Business Hiring Strategies for Veteran Talent Acquisition Successfully hiring veterans requires a strategic approach that addresses the unique challenges and opportunities this talent pool presents. Here are actionable strategies based on Mike's insights: 1. Connect with Your Local Veteran Community The most effective approach isn't posting jobs on generic boards -- it's building relationships within the veteran ecosystem. Building these connections means attending local veteran organization events such as VFW and American Legion chapters, connecting with veteran-focused nonprofits in your area, and signing up for your state Department of Veterans Services mailing list. 2. Ask the Right Questions During Interviews Don't hesitate to ask about military experience -- veterans want to discuss their service. Mike notes, "I have yet to come across a veteran who doesn't want to talk about their time in service and is not open to answering questions about their time in service." During interviews, focus on specific responsibilities and leadership roles they held, problem-solving examples, decision-making under pressure, team management and conflict resolution experiences, and how they adapted to new environments and challenges. These conversations will help you understand what they did and how their military experience translates to your business needs. 3. Maintain Professional Standards While supporting veterans, don't lower your hiring standards. "Not all transitioning service members are going to be great employees at your company just because they served," Mike warns. You should still ask the hard questions. You should still ensure that that individual has researched the company and understands certain things." Setting Realistic Business Management Expectations Once you've hired a veteran, success depends on setting appropriate expectations for integration. Transitioning from military to civilian work involves more than just changing jobs – it's a complete lifestyle adjustment. The Integration Timeline: Instead of establishing rigid timelines for veteran integration, focus on creating a flexible, mentorship-based approach. A dedicated mentor working alongside the veteran during their first few months adds value for both the business and the veteran by facilitating smoother transitions and quicker immersion. Implement regular check-ins at 30 and 60 days to assess progress, target specific performance metrics, and maintain open conversations about expectations and adjustments. Understanding Different Military Backgrounds Not all military experience is the same. Veterans who serve in combat environments may have different skill sets than those who remain stateside. Combat veterans often excel in unstructured, problem-solving environments, while others may thrive in more structured roles. Understanding these differences helps you place veterans in positions where they'll succeed. The Importance of Open Communication "Open and honest conversations and malleability are what would be mutually respected from both sides," Mike emphasizes. Rather than assuming you know what a veteran needs, create space for ongoing dialogue about challenges and adjustments. Avoiding Common Hiring Mistakes Based on Mike's experience working with both veterans and employers, here are the key mistakes to avoid: Veteran-Side Mistakes: Not doing enough homework on available transition resources Failing to translate military experience into civilian terms Over-emphasizing military identity instead of relevant business skills Employer-Side Mistakes: Giving veterans a "pass" in the interview process due to their service Assuming all veterans have the same background and skills Being either too rigid or too accommodating without finding the right balance Taking Action: Your Next Steps If you're ready to tap into veteran talent for your business, start with these immediate actions: Research local veteran organizations and attend one networking event within the next 30 days Review your job descriptions to ensure they're veteran-friendly and clearly explain role requirements Develop a mentorship program or identify team members who can support veteran integration The talent shortage affecting small businesses isn't going away, but the solution might be closer than you think. By effectively connecting with, interviewing, and integrating veteran talent, you can solve persistent hiring challenges while building a stronger, more resilient team. Your business can play a crucial role in that transition while gaining access to some of the most capable and dedicated professionals in the workforce. Key Takeaways:  Veterans represent an untapped talent pool with proven leadership and problem-solving skills, perfect for growing businesses Successful veteran hiring requires community engagement and understanding of military-to-civilian translation challenges Proper integration involves mentorship, open communication, and realistic expectations rather than rigid timelines or special treatment Want to listen to the full conversation? Listen to this episode of The Key Hire Small Business Podcast featuring Mike Hutchings. Learn more about Mike: https://www.combinedarms.us and https://www.linkedin.com/in/mbhutch/ Check out our sponsor: Career Spring, Careers launch here: https://careerspring.org/ Connect With Us: KeyHire LinkedIn KeyHire Facebook KeyHire YouTube KeyHire Instagram KeyHire Solutions, Be Our Next Success Story: https://www.keyhire.solutions/testimonials Contact Corey: corey@keyhire.solutions

In today's fast-paced business environment, small business owners face constant pressure to innovate and optimize operations while managing limited resources. One of the most significant challenges is the prohibitive cost of custom software development. At KeyHire Solutions, we understand that growing a small business requires smart investments in technology; however, traditional software development costs can quickly deplete your capital reserves.

In the competitive landscape of small business marketing, there's a critical distinction that many entrepreneurs overlook: the difference between building a business and creating a brand. While all brands are businesses, not all businesses evolve into brands. Understanding this distinction can be the difference between merely surviving and truly thriving in today's marketplace. Scaling a Small Business: Using Brand Building for a Strategic Growth Advantage When scaling a small business, owners often focus primarily on operational efficiency, product development, and sales metrics. However, Eric Malka, founder of The Art of Shaving (which was acquired by Procter & Gamble) and author of "On the Razor's Edge," suggests a different approach: "A business's only reason for existing is to generate profits for shareholders. A brand's reason for existing is to change the world." This perspective shifts the focus from internal operations to external relationships. While businesses concentrate on transactional elements like pricing, delivery times, and product features, brands foster emotional connections with consumers. These connections transcend practical considerations and tap into aspirational values. For small business owners seeking to scale, developing a strong brand identity becomes a strategic advantage. Brands command higher multiples during acquisitions, enjoy greater customer loyalty, and can weather market fluctuations more effectively than mere businesses. Small Business Lessons: The Journey from Business to Brand The transformation from business to brand doesn't happen overnight. Malka describes it as a journey with distinct phases: crawl, walk, run, fly. Each phase requires different focuses and capabilities. One of the most valuable small business lessons from Malka's experience is understanding your current phase and operating accordingly: "If you're feeling way too much stress, you're going faster than you should... There's an appropriate speed for where you are in your journey. And stress is a really important element of your gut feeling." Many entrepreneurs try to scale prematurely, leading to overwhelming stress and potential failure. Instead, Malka advocates for intentional growth, building strong foundations before attempting rapid expansion. Key Phases in Brand Development: Crawl (Foundation) : Focus on product quality and initial customer relationships Walk (Refinement) : Develop consistent messaging and identity Run (Process Building) : Establish scalable processes and build your leadership team Fly (Scaling) : Accelerate growth with significant investment For small business marketing strategies to be effective, they must align with your current phase. Attempting to implement scaling tactics during the foundation phase is likely to produce disappointing results and unnecessary stress. Entrepreneurs: Common Mistakes in Brand Building Many entrepreneurs make critical mistakes that prevent their businesses from evolving into valuable brands. Understanding these pitfalls is essential for small business marketing success. Mistake #1: Thinking You're Too Small for Branding One common misconception is that branding is only relevant for larger companies. Malka strongly disagrees: "Branding starts day zero. You're a brand day zero. You just haven't achieved the potential of that brand that's in your mind." Even the smallest business needs a clear identity, purpose, and value proposition that extends beyond its products or services. The earlier you begin developing these elements, the stronger your foundation for future growth. Mistake #2: Growing Too Quickly In today's startup culture, there's immense pressure to grow rapidly. However, this approach can be devastating for brand development. Rushing to scale before establishing your brand's core elements—such as product excellence, organizational capabilities, and distribution channels—often leads to failure. Malka notes that it took The Art of Shaving nine years to reach $10 million in revenue and another nine years to reach $100 million. This patient approach allowed them to build a brand that ultimately sold for $60 million despite operating at a loss at the time of acquisition. For entrepreneurs focused on small business marketing, this patience is crucial. Building brand equity takes time but yields exponentially greater returns than simply growing sales numbers. Mistake #3: Focusing on Revenue Over Cash Flow and Profitability Many entrepreneurs become fixated on top-line growth at the expense of sustainability. Malka advises a different priority order: Cash flow Profitability Revenue growth This approach ensures the business remains viable throughout the brand-building journey. It also reduces stress on entrepreneurs, enabling them to make more informed strategic decisions rather than constantly responding to crises. The Brand Building Process for Small Business Marketing Creating a brand rather than just a business requires intentional strategy and execution. Here's how entrepreneurs can approach this process: 1. Define Your Brand's Purpose Beyond Profit What change does your brand seek to create in the world? How does it improve customers' lives beyond the functional benefits of your products? The Art of Shaving didn't just sell grooming products; they discovered they "owned the ritual of shaving"—a deeply personal masculine experience. 2. Create Emotional Connections Successful brands forge emotional bonds with consumers. As Malka explains, "The highest form of adoption of a brand from a consumer is they steal the identity of the brand." Consider how Apple users proudly display their devices or how Nike wearers identify with the brand's values. These connections transcend product features. 3. Become a Category Leader Scaling a small business into a brand often involves becoming a dominant player in a specific niche. Rather than competing in broad markets, focus on owning a category—even if it's one you help define. The Art of Shaving didn't invent men's grooming but executed it in a way that "struck a chord" and aligned with emerging cultural trends. 4. Perfect Your Brand "Combination" Malka describes brand building as unlocking a combination safe. Every element must work in perfect synergy: Brand positioning Distribution channels Packaging Messaging Formulation/product quality Pricing Environment/customer experience When all these elements align correctly, the brand "unlocks" in consumers' minds. 5. Build a Team That Can Scale As your business transitions from the "run" to "fly" phase of scaling, having the right leadership team becomes critical. Before seeking significant investment to accelerate growth, ensure you have capable leadership across all key functions. The Value Proposition of Brand Building For entrepreneurs weighing the effort required in brand building against simply operating a profitable business, Malka offers this perspective: when he sold The Art of Shaving for $60 million, the company was losing approximately $500,000 monthly. The acquisition wasn't based on current profitability but on brand value—95% of the purchase price was for goodwill and intellectual property. This demonstrates the ultimate value proposition of brand building in small business marketing. While building a brand requires more time and strategic thinking than building a profitable business, the potential returns are exponentially higher. Final Thoughts for Small Business Owners Small business marketing that focuses on brand building rather than merely increasing sales creates long-term value that transcends current revenue numbers. By understanding the differences between businesses and brands, entrepreneurs can make strategic decisions that position them for greater success. The journey requires patience, intentionality, and a willingness to resist the pressure for premature scaling. As Malka advises, "Any speed you lack in the first couple of years, you'll make up tenfold later on." By following these small business lessons and applying these principles to your entrepreneurial journey, you can transform your business into a brand that resonates with consumers, stands apart from competitors, and ultimately commands premium value in the marketplace. Key Takeaways: Building a brand requires a different mindset than building a business. Focus on emotional connections and category leadership rather than just operational efficiency. Small business marketing should align with your current phase of development (crawl, walk, run, fly), with appropriate strategies for each stage. The most successful entrepreneurs resist premature scaling, prioritize cash flow over revenue growth, and build strong foundations before accelerating growth. Want to learn more? Listen to this episode of The Key Hire Small Business Podcast featuring Eric Malka. Learn more about Eric: https://www.strategicbrandinvestments.com Read On The Razor's Edge: https://www.amazon.com/Razors-Edge-Story-Art-Shaving/dp/B0D6HRR1JX Check out our sponsors Career Spring, Careers launch here: https://careerspring.org/ KeyHire Solutions, Be Our Next Success Story: https://www.keyhire.solutions/testimonials Connect With Us: KeyHire LinkedIn KeyHire Facebook KeyHire YouTube  KeyHire Instagram

As businesses grow, they often face a difficult challenge.  Some of the key players who helped build the company may struggle to keep up with its evolving demands. This was the focus of a recent episode of The KeyHire Small Business Podcast, hosted by Corey Harlock, featuring guest Chris Leonard, owner and principalconsultant at No Impediments. The discussion centered on the transition from personality-driven leadership, where key individuals wear multiple hats, to role-based leadership, where clear roles and responsibilities help businesses scale effectively. The Growing Pains of Leadership Has your business outgrown the capabilities of the people who helped you build it? This is a common issue for entrepreneurs. Initially, small businesses thrive on flexibility where team members pitch in wherever needed, wearing multiple hats. However, as the company grows, its demands often exceed the capabilities of these early contributors. Leaders must recognize when it’s time to redefine roles and introduce structured leadership to ensure sustainable growth. Key Insights from the Podcast 1. The Shift from Personality-Based to Role-Based Leadership Chris Leonard explains how businesses start with charismatic, high-energy leaders who take on various responsibilities. However, these individuals can become bottlenecks as the company scales. Key Takeaways: Early-stage businesses prioritize flexibility, while growing companies need clear, role-based structures. Leaders must shift from being "the face of everything" to building a strong, independent team. The transition involves recognizing when to delegate and defining clear roles for existing employees. 2. Identifying the Right People for the Right Roles A common challenge is legacy employees struggling to keep up. While their contributions were invaluable in the early stages, their current skill set may not align with the company’s needs at scale. Key Takeaways: Map out all business functions and identify where employees excel. Separate passion and competency from day-to-day responsibilities to ensure employees are in roles they enjoy and can thrive in. Avoid stretching key players too thin by assigning them responsibilities outside their core strengths. 3. The Importance of Organizational Design Leonard suggests using an Org Design Workshop to map out necessary business outcomes and align roles accordingly. Steps to Implement Organizational Design: Define Business Outcomes: Identify what results are needed for success (e.g., increasing leads, improving customer retention). Create Role-Based Responsibilities: Assign duties based on skill sets rather than personalities. Communicate Role Changes Clearly: Engage legacy employees in the transition process to ensure buy-in and minimize friction. 4. Effective Communication & Leadership Development Business owners often assume their team understands their thought process , but major organizational changes require clear communication. Key Takeaways: Don’t wait until employees struggle—start conversations early about the company’s evolution. Provide leadership development opportunities to prepare employees for their evolving roles. Use third-party facilitators (coaches, consultants) to navigate difficult transitions. Growth Requires Evolution Businesses must evolve their leadership structures to keep pace with expansion while honoring the contributions of early team members. By shifting to role-based leadership, clearly defining responsibilities, and fostering open communication, companies can scale effectively without losing their culture. To learn more, listen to this episode of The KeyHire Small Business Podcast here.

Are you thinking about selling your business? If so, you’ll need to get a valuation, and that process can seem like voodoo to the average business owner. Understanding what goes into a business valuation, the factors that impact your company’s worth, and common misconceptions can help you prepare for a successful sale. Corey Harlock sat down with Len Bruskiewitz, a business coach and exit planning advisor, to demystify the valuation process. What is a Business Valuation? Simply put, a business valuation is what a potential buyer is willing to pay for your company. The key takeaway? You don’t set your business’s value—the market does. While there are different valuation methods, the most common for small businesses is a multiple of earnings (specifically, EBITDA—Earnings Before Interest, Taxes, Depreciation, and Amortization). How Companies Are Valued Business valuations typically consider two major components: 20% External Factors: These are things like industry trends, market positioning, and reputation—elements that are visible from the outside. 80% Internal Factors: These are the intangible aspects of the business, including operations, customer base, and leadership structure. Bruskiewitz explains that the four key intangible factors that drive a business’s value include: Operational Structure –Are processes documented? Can someone else step in and run the business without the owner? Customer Base & Revenue Model –How diverse is your customer base? Do you have recurring revenue or do you rely on one-off sales? Company Culture & Leadership –Is there a strong management team in place, or does everything depend on the owner? Team Expertise & Knowledge –Does your team have specialized skills that differentiate your business in the market? The Most Common Valuation Mistakes Business Owners Make Messy Accounting –Poor financial records are a huge red flag for potential buyers. Buyers will conduct forensic accounting, so getting your books in order well in advance is essential. Owner Dependence –If your business can’t run without you, it’s not valuable to a buyer. A strong management team is critical to ensure a smooth transition. Overestimating Value –Nine out of ten business owners overvalue their companies. Many believe their business is worth 10x revenue when the market might say it’s closer to 3x earnings. How to Increase Your Business Value Before Selling If selling is in your future, start preparing now—ideally three years in advance. Bruskiewitz recommends focusing on these four areas: Personal Readiness –Define what’s next for you after selling the business, whether it’s retirement, starting another venture,or consulting. Business Optimization –Shed unprofitable services, focus on your highest-margin revenue streams, and build a scalable operation. Financial & Process Organization –Clean up your accounting, document your key processes, and start tax planning early to maximize post-sale proceeds. Leadership Development –Build a strong management team that can run the business without you. If your phone rings constantly while you’re on vacation, your company isn’t ready to sell. Selling a business isn’t an overnight decision —it requires careful planning and strategic execution. The goal? Leave on your terms, on your timeline, with the highest possible valuation. If you’re wondering where to start, Bruskiewitz offers a free business valuation calculator on his website, Greater Heights Coaching. In just 15 minutes, you can get a rough estimate of your business’s current value and actionable steps to increase it. For more expert insights on growing and selling your small business, watch this episode of The KeyHire Small Business Podcast