Encountering problems in business is inevitable. While some can be resolved quickly, there will be cases where you have to get attorneys involved; and yes, you will have to pay for them. For those who are new to the cannabis industry, this means additional expenses and less profit. How then can you avail an attorney to help you resolve these conflicts? Tony Frischknecht has the guest for you in this episode. He invites Bill Stierle—founder of Corporate Culture Development, a master of conflict resolution, and host of Purchasing Truth—to share how you can pay less to attorneys and keep your profit instead. In particular, Bill gets into how we can effectively get off that wheel of conflict, where attorneys are involved, shortening the time spent with them and avoiding losing the money out of the back end. Don’t miss out on this great conversation where you not only learn how you can save your profit, you also learn how to save time and heartache—all these three by minimizing conflict.
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Conflict Resolution: Saving Profits By Paying Your Attorney Less With Bill Stierle
I hope you are having a fantastic day. I’ve got an interesting topic for us in this episode. There is some stuff that are new to the cannabis world. If you’re not experiencing it, you will, even if you have conflict that is happening in your business or around your business. It can come in so many ways. I’ve had experiences with bad landlords and business partners not being able to resolve problems and issues. I’ve spent somewhere in the neighborhoods of $400,000 on attorneys in the past. I know that you are going to encounter something. Hopefully, it’s nothing nearly as bad as what I have, but I’ve got a gentleman on that can shed some real light on conflict and how to resolve this.
Once you start getting the attorneys involved, the hourly rate starts going through the roof. You can pay as little as $200 an hour and I know people paying $700 to $1,000 per hour. That adds up extremely quickly. My next guest is an Executive Consultant for Corporate Culture Development. He’s also the podcast host for Purchasing Truth, a business trainer and a master of conflict resolution. With over 50 years of consulting expertise, his impact is being felt daily inside of the world’s top business schools, Fortune 500 companies, nonprofit organizations and countless government institutions throughout the world. He has a unique and extensive knowledge of developing and implementing successful programs that encourage people nationwide. Please welcome, Bill Stierle, to the show. Bill, how are you doing?
Tony, I’m doing great. I’m happy to be here and to contribute to your tribe. We’re going to have some fun in understanding why people think the way they do, why people behave the way they do and also to reduce conflicts and tensions. We’re looking to get some good tools in front of people so they can do something about it.
As a startup, when you’re going into the situation, you think about what troubles you are going to have to build your company, but you don’t realize all the personal issues that are going to come up with not only the people working next to you like in your office, but customers if you’re in the retail world. These things are always happening and it’s easy to snap. I’m not sure if you know how much pressure is put on the cannabis industry as business owners. Business owners, in general, have it. There’s an extra added layer of pressure that’s happening. I think having you on, I hope to expose some of the stuff that maybe people are fighting with right now. There are people that are feeling that, “I’m at a loss. I don’t know how to deal with this person. I know I can hire an attorney and maybe that’s my next step because I don’t have time and I don’t want to do it.” What do you say to those types of people that are in that situation or they’re at their wit’s end?
The exasperations and the anger or the frustration, the aggravation that goes with conflict, all of those different feelings are trying to tell the business owner about the circumstance they are in is they might not be getting fairness or they might not be getting respect or consideration. Meanwhile, the person is clicking off the clock with their attorney and you’re clicking off the time clock with your attorney and you’re going like, “How did I get in this space? How do I get out of this space?” That’s going to the number one thing that we could take a look at now is how can we effectively get off of that wheel of conflict? Especially when attorneys are involved so that we can shorten the time that we spend with them. We’re not running up and losing the money out of the backend that we’ve been working hard as a business owner to try to maintain or to hold on to and to get it energetically to get it to go better. What can we say or do differently that got us into this spot and that’s a good thing for us to focus?
I’m glad you brought it up because the margins of cannabis are getting tiny. They’re starting to shrink up. The more mature the market is getting, the smaller the margins are getting. If you’ve got $5,000 or $10,000 going out a month, not only one. Maybe that’s what your business was supposed to pay you for your services, but you were supposed to make a profit too. I like the fact of, “Let’s show you how to save your profit.”
There are some conflicts that we can go into where we don’t have to spend any money on it. We did have to spend some time or we did have to get some skill, learning a new way to speak to this person and picking our battles that are going to be more beneficial for our business rather than picking a battle that we’re trying to get respect or even fairness out of. All of a sudden, we lost a lot of cash because we’re spending money because this person said or did something. Instead of getting out quicker and saving the dough, we get invested. Our emotions get invested. We are fighting for something and immediately we’re inside a paper bag and we’re swinging. It’s not getting us anywhere because it’s too tight.
I’ll lay out an example for you and maybe we can take it from there. I’ve spoken a lot about picking the right business partner. That’s easier said than done. I won’t go too far into that but that’s a small part of this too. You’re always going to have a conflict with any relationship you’re in if you’re true and honest about the relationship.
Conflict is inherent. My favorite quote around this is, “In our life as a human being, pain is a guarantee. Suffering is optional.” Your pain is you stub your toe. Pain is the right experience. Suffering is optional. Where does suffering take place then? Suffering takes place in the storytelling after suffering takes place in the meaning that’s created after the stubbing of the toe. “I stubbed the toe because my son left his toy on the ground. He’s twelve and he should know better.” Who’s suffering? I am. Who’s going to suffer? The kid is. What is going to suffer? The connection of relationship with the kid. Instead of there being a nice coaching moment between a parent and a child, it turns into World War III.
“Pick your crap up. I stepped on it.”Suffering actually takes place in the storytelling. Click To Tweet
“I’m mad as hell about it and unless I get mad about this, you never do anything about that.” That’s not fully true because as soon as we get them in touch with the pain that we’re going through, they go like, “My dad was in a lot of pain. My mom was in a lot of pain. They were in a lot of pain and unless I do something, suffering is coming in my direction. I don’t want to suffer. I don’t want to make them suffer.”
Back to a business setting. For example, you’ve gotten into an argument with your business partner. Let’s say he is running the retail store and you’re running the grill. There has been some money missing that didn’t get counted up. For whatever reason, they forgot to tell you that detail and you don’t know that you lost $500 that day. Where did it go? The guy that’s running the grill operation is coming and saying, “That’s all the money we made and we lost it. Why didn’t you tell me this? Can we figure something out? Why can’t we work on this?” You can do that once or twice but when you continually have problems like this, that’s where you go into that suffering that is consistently happening.
The pain part of it is that we don’t have the money that we would both like. The suffering is, “I’m not sure and I’m trusting you about, ‘Did you lose the money? Did somebody steal the money? Are you pocketing the money?’” Do you see how naturally you went there? That’s where the suffering is because you’re not just dealing with the loss of the money. There weren’t enough retail sales that day or whatever, but you’re dealing with the, “I am starting to cultivate doubt and skepticism about trust with my partner.” Who’s creating it? I am. Is it true? We don’t know if it’s true yet if the trust is missing, if truth is not there.
The best way to start the conflict is to apply a very healthy emotion and that emotion is curiosity. You got to go there first. “I feel curious about the number of customers you had. I feel curious about the tracking we have in place when I put the product in the bag and we put a label on it. Is anybody keeping track with that label?” The retailer says, “I did take twenty bags of this thing and I did put a thing on it, but after 2 or 3 days, I noticed that one of the things had mold on it and I wasn’t able to sell that unit.” Even though you made it, it never made it to the retail revenue part. Notice that I’m staying in curiosity before I start cultivating the need for truth and trust not being met, “I might need some information.”
Going more with that information, “I’d love to help to figure out what happened to this money.”
Yes, that pursues the need for information instead of creeping in need for truth and trust. It’s not that this industry hasn’t had trouble with truth and trust in the past and the need for privacy and the need for fairness. People create all kinds of mental backlashes with truth and trust and fairness. They do and it wasn’t like at the end of the alcohol prohibition. They didn’t have this same problem because they did. The same problems that this industry is going through is the same from an illegal prohibition thing to a legal soon to be on multiple corners next to your liquor store. If they get into the business, that’s a whole another problem.
There’s some movement, but you’re right. It is following a lot of the same trends, even down to the regulations where each state has its regulation for that product.
The state has a fantasy that all that illegal money it used to be made, we can tax that and that’s important for us to get this business under the fold. The only trouble with that mindset is that they have the belief, all of that money. Meanwhile, as soon as it becomes all of these new distributors and producers, the margins start shrinking the way they do. We want to have a way to speak to the disconnect that human beings have with their own beliefs. That’s something we started our show with, which is how do people think and why do people behave and what our beliefs are about things. We start upgrading as business owners our language and about how we’re thinking about these things. We can be honest with ourselves about what the reality is and what the taxes are going to be and what we are paying out of retail and those kinds of things. It is very important.
You bring up a good point when it comes to dealing with the regulators. You’ve got to speak their language for one and there can be a lot of conflicts back and forth there. I’ve seen it in the beginning stages in Colorado because you had these activists, people that were like, “Make it legal.” If they understood that, they wanted to listen to the next step. I hope that other states are reading this to take advantage of this. If they’re sitting there talking to you at the table and they’re like, “Mr. Businessman, we want to see how this works,” you need to take that next step and lay it out for them so that they understand how you’re going to be an illegal business. They’re not looking for legalization. They know that that’s a part of it, but there needs to be some more in-depth talk as business owners in those communities saying, “How are we going to approach these so we can be bipartisan?” so we can help them with their problems too.
There is, as you may have noticed in the nation, a communication problem between parties. There is a communication problem between business owners and politicians. There is a communication problem between business owners and their customers and their staff. There are some communication problems. People don’t know how to speak safely about things. Let me give you a dangerous sentence and a safe sentence. The dangerous sentence is, “If you don’t allow us to regulate, we are going to X, Y, Z, arrest, take your things, fine you and put you in jail,” or whatever the threat is that now comes from being legalized with a set of rules.
What the end-user does know is legalization does not mean it’s free and anybody gets to do anything they want. Legalization means you are now a business that is going to have to live under the business rules and ways that things are grown, quality control and the amount of stuff. Regulation can kill businesses if it’s not done in cooperation and collaboration with the business. Some businesses get stuck into, “We don’t want to collaborate or cooperate. We’re going to take this advantage and run this out as quickly as possible and make the cut,” and we wrecked the business for everybody else. We’re the first end. We’re going to get our investors our money back. We sold them on this. We got $10 million to do a build.
My hope is that my audiences are thinking that long-term level because I did see that. I did see a number of people blowing it up for the next 12 to 24 four months and then they’re going to get out. It’s a lot easier to get out than most people know. Unfortunately, law enforcement and DEA can still try to wrap you in other things. If you are thinking about, “I’m going to do this for a short period and then I’ll zoom out,” it’s dangerous territory.
It’s dangerous territory. It’s a different set of rules. For an industry that has been a very back door kind of industry, underground industry, what happens is that when something like this comes up and becomes legal, you’ve got to go with high integrity, high truth and high trust if you want to stay in it long. Those three things have got to lead the piece which is to find the best-detailed type accountant that keeps track of these things and has a tax-savvy to them that they said, “This is the way the business runs and I run my business by the books. This business is crystal clean.” Why is it crystal clean? “Because here are all their expenses. All of those things fit this specific code. Here are all of this, then here’s the risk money, their development, their cashflow, their salaries. There is nothing here to see Mr. Regulator/Inspector because we’re allowing you to see everything.”
That’s also going to come into play if you’re looking at trying to sell your business. You deal with a ton of corporate people and they are looking for transparency because they’re not going to buy you unless they see it, especially once this goes completely legal. They’re going to be looking for that. I think it’s super important that people understand that there are so many multiple things that this will do for you having your books in place and being able to make it easy for you to sell. I heard something, “It’s easy to start a business but now try to sell one.” Figure that out because it’s a whole different ball game.
Here’s my recommendation for all the business owners. You have four different binders and each one of these different binders is tracking four different business elements. The first one is going to be the obvious one, which is, “I need my financial books so that I have a clear piece on taxes. I have a clear piece on the regulations that fit with those tax codes and my first three-ring binders regarding finances nails it.” The second binder has two specific divisions in it. One has to do with customers, “These are the type of people that I sell to. Here’s what comes into the shop,” or if you’re a wholesaler, “Here are the retailers that I’m engaging with and this is my list of people.”
The second divider in that is your staff, the people that are in this organization. What is their job description? What do they do from 9:00 to 5:00? They come in and what do they punch in at? What do they do from when they punch in and punch out? That is their performance evaluation. It’s their thing that allows you to say, “This is a good worker. This one here needs some more coaching. They need some more leadership.” The third binder is a binder of marketing and strategic planning for the future. How are these projections going to work between the finance piece and the people piece? I got this money piece. I got this people piece and my marketing is going to do projections. Here’s how this thing is going to grow and this is how I’m going to do capture
The last one and the most important binder is your operations manual. If you would like your business to sell for the most money possible, that operations notebook, it’s called the green how to do things. It’s, where am I having my systems in place? Can my people plug and play? The answer is, if the operations are clean, all that you do is you hire the new person and say, “This is your job description. This is your performance evaluation and here’s the set of tasks that you do inside this workspace.” Those four binders will change a business from something that’s sold at $1 million to something that’s sold that $5 million or $10 million. It’s how well those things are positioned.
What happens to a lot of people is they get to that point where they’re talking to investors or people that are going to purchase their company and they’re like, “We don’t have that. How am I going to make that up?” You end up dragging yourself along and wasting a bunch of your time and their time because you don’t have this stuff in place. Until I went through it and experienced it, I didn’t realize how vital it is for your company to have these four binders. You get caught up in running the day to day and you don’t think about these binders. It goes from 1x multiple to 5x multiple because all of a sudden, they can move you the business owner right out of the way and they can start playing chess.
They’re playing chess. That’s the right thing. They’re putting their pieces in. Some of these systems, they’re going like, “I am buying this company because this system will not only work the kick and buck on this company, but I can go buy five other companies, use their system in this other company and turn all those around. I got enough cash to go shopping now.” I have one person on my team. He is an operations guy and I say, “Dave, we need an operation manual in the next 6 to 9 months so we can sell it in eighteen. Are you up for it?” He goes, “Let me see what we got.” He comes in and says, “I can do it in six. I can do it nine.” Most of the time, you can do it at nine. All of a sudden, you have one of your binders made for you. As an entrepreneur, don’t think you need to create these binders yourself.
You don’t have to create them yourself. Are you serious?Businesses are like changing diapers. Crap shows up all the time. Click To Tweet
No, you do not. You can outsource every one of these binders and that’s the funny part about it. The entrepreneur thinks, “I need to be creative about.” That is not a good sentence necessarily.
Most of the time, it’s nothing that you’re good at. With technology and the way that things have opened up, it’s opened my eyes over the last few years on what you can do with video to transfer that information over to your operations guy that’s going to be building it and it can save you a heck of a lot of time. All you have to do is know how to hit the record button and hold it on you while you talk about how to do this process of the system. I don’t want people to get too overwhelmed with these details, but there are their things now that we have never had as a society that is cheap.
Usually, the big corporate business can pull this off because they’ve been able to do it for years because they have a large marketing budget. They have a slush fund in there for this type because they understand that it’s a part of building their business. You people that are like, “I don’t know where I’m going to come up with the money for this.” It’s not expensive. As Bill was saying, you can go from 6 to 9 to 12 months out as long as you plan for it. You can simplify this and find operators. How hard was it for you to find an operations guy that was like, “I can do this thing?” Was it somebody you came across? Was it somebody that you were introduced to?
The best part about it is there are very talented people that are waiting for a gig like that. That is not necessarily a hard find. Finding the right person to do it has some tweaking to it like, “Who do I want to get?” I might want to pull somebody, not from the meat industry, but from the corn industry, whether they’re growing corn and growing crops and say, “How did you guys optimize over there?” They say, “I can optimize this crop.” All of a sudden, it’s like, “You’re going to optimize the crop?” “Yeah. This is what we did with corn and this is what we can do with cannabis.” They can move down the path and meanwhile, they’re tired of doing corn. They’re ready for a different industry.
As the industries get more competitive or open up to the worldwide marketplace, all of a sudden, it’s, “I don’t want to compete with somebody with a piece of corn coming out of Mexico. I want to compete in this environment because quite frankly, I’m going to up-level my skills. I’m going to bring my skills to a new industry that needs my skills and that’s the nice part about entrepreneurial-ism and capitalism from this perspective is to find the talent.” See if you can find the talent that’s going to fill the notebooks so that when the person shows up and I know I’m doing a very old school using a three-ring notebook, which is funny.
You’re laying out at the very basics of how you could do it if you want to do it basic.
That’s right, and generally speaking, what does it take me to design those things. I’ve designed educational programs in two weeks and ran them out into the environment and got traction. Operations are something that’s so vital. You can imagine what it would be like is getting support in that area where you’ve never had to write down what’s the growing cycle different from this plant to this plant over here? What is the germination? When does the flower come up? When does the fruiting body show up? All those different things that have a nuanced to them that they have and the listener has it. You have it in your brain. You got to get somebody to extract it out, put it on a piece of paper and then you can duplicate it.
It’s no different than any other business. Having this black market to legalization and that gray area. This is the zone we’re in right now and most of the country is in there. I find myself very fortunate to be in one of the awesome, more mature markets because it helps me to teach and share my information with you guys that this is all normal business stuff, but it’s not stuff that somebody is going to come up and teach you. You have to go out and find this stuff. You can’t be lazy about it. I could talk to you about this forever, but I do want to get on to saving some money in a major con. The situation, if you haven’t been in it, I’m glad you haven’t, but you can easily start having lawsuits flying between business partners. You then have to go to what they call is mediation or arbitration. To lay it out for everyone, it’s 1 to 2 days of sitting in offices and the attorneys are on the clock. You’ve got 6 or 7 hours per day at your $400 to $700 an hour attorney and this is two different rooms.
As a mediator and a high conflict person, I tend to put people in the room. I got the attorneys. I got people in the room and the reason why is because I’m going to reduce the conflict from both parties. The attorneys in that room could be adversarial to me. The reason why is if I solve this too soon, they don’t get as much money. They’ll start throwing grenades in.
That sounds like a terrible spot to be in.
I gently put the pin back in the grenade and set the grenade on the table. It’s like, “You can try this grenade. I could see that you threw it and you pulled the pin but I happen to have a set of pins right here that I can put back in. Do you want to save time, your life energy or do you want to try to squeeze every nickel out in this and lose money, time, heartache and increase suffering?”
I don’t think that there were a lot of people that have experienced what it feels like to wake up on a daily basis and you get another email from an attorney for 2, 3, 4 years of going and understanding. You’re trying to save time even though you don’t want to deal with it. It is like kicking the can down the road and people are getting paid this entire time. Once you finally kicked the can down the road where you’re in mediation before going to trial, if that’s the case, a couple of days will cost you $10,000 to $20,000 easy.
To the audience, I’m not emphasizing that you have to use Bill. All I’m saying is that there are people like Bill that you can bring into the fold to kind of help put the pin back in the grenade and it could save you 50% of what your bill was by having them there for a couple of hours. Had I known that there were people like you, I absolutely would have gone after because this is your profit people. All of a sudden, that $20,000 isn’t going to the attorney. You get to keep $10,000 because you were smart enough and you brought the right people into the room. I don’t think people know that it’s available.
They don’t. They also are trying and the attorneys are doing their profession, which is trying to fight to the best of the letter of the law for their person. Whether that’s true or not, that’s not what they are focused on. They are focused on how can I fight for my client’s advocacy? If the client is going after fairness or consideration or respect, those are all different price points. How much money do you want to spend on respect? If you think about it, not too much. Can I get a t-shirt that has respect written on top and keep the $100,000? The answer is, yes, you can. In a typical argument, I try to get both parties to get used to the sentence, “That didn’t go so well.” We said things happened that didn’t go so well. Why? Because they didn’t go so well. Somebody got hurt here, somebody’s pain. It didn’t go so well how you suffered. How you got the pain that you did. It didn’t go so well the suffering follow that. I’ve settled million dollar cases for pennies on the dollar because it’s like, “That was a lot of pain. Let’s not let the suffering continue as long as it did.”
When there are conflicts like that where you’re talking, everything outside of divorcing the business partner, have you seen people be able to reclaim their friendship and business partnership by understanding what happened?
I don’t know about reclaiming the friendship part, but I think that they’ve been able to reclaim appreciation of what both of them did in the startup piece and realize that there wasn’t room for both of them to be in the same space. Because they weren’t able to do a very important business function. It’s one person plus another person equals three. They take both of their things and they put it into the center spot and they are creating this third entity called the business and relationship. Good relationships have this. I bring my stuff and you bring her stuff. I have an appreciation and have gratitude for what you’re bringing. We are bringing different things into the world and therefore we’re creating this new child, this new entity.
It’s called a business. What does this business do? We’re going to grow it. What do we have to do first? Feed it. What do we need to do next? Change the diapers. Businesses are like changing diapers. Poop happens all the time in businesses. Crap is showing up all the time. They eat bad food. All of a sudden, they have mangoes and all of a sudden, you smell that in the world. It’s not a pretty picture, early entrepreneurial and business because it’s messy. Yes, this business is paying you money, but you got to keep feeding it and you got to keep cleaning it to do that. That’s where conflict comes. You got to clean up the mess and that’s the thing to take away from this part of this section.
I know that people are going through something like this. I will tell you 100% if you are able to save hundreds of thousands of dollars by understanding how to minimize this conflict and allow it to keep going forward. You will be much happier. You may not get everything you want, but when you start doing these mediations, it’s almost like nobody’s happy because I’ve always done it with the judge. The judge comes in and the judge goes to one room. He talks to you, tells you the issues and then he goes to the other one. You have this judge that is trying to be impartial but you don’t know. Now you’ve left it in the hands of somebody else to decide and it’s back to this story where they cut the baby in two and said, “Which half do you want?” To save all you guys alive. Think about this if you’re in this zone. I know Bill has spent years and years working on these types of things and I appreciate you being on Bill because I think not just the value but the money that this conversation can save for people that are struggling, its life-changing.
You can imagine if you’re on the positive side of this, you’re saving time. You’re saving money. You’re saving the heartache that goes with it. Those three things, how do you save time, how do you save money and how do you save heartache? One of the companies I work with, they settled the lawsuit and they might have had to fire thirteen of their employees because of something that these employees did. How much does it cost to rehire thirteen employees? You’re setting your company backs 6 to 9 months and then the revenue that goes with it is nine months, maybe 1 or 1.5 years. If you keep these employees in place, even though four of the employees did something junky and polluted the other thirteen employees, you got to reboot and reestablish trust. You’ve got to reboot and say, “Here’s the honest mistake that was made. Yes, it costs us $4.3 million.”
For me, a mediation like that in a roomful of 90 people, because that’s what I facilitated. It took me 90 minutes to reestablish all of their jobs so no one was getting fired and get there and get the rest of the ninety people to trust them. If you’re not doing trust, you got to get out of this room because that’s what we’re doing here. We’re doing trust, we’re doing integrity and we want to, as a company brings bad news early. If there is some bad news, could we have it early, please? We do not want bad news late because that lateness costs us $4.3 million. We don’t want to spend that in legal fees and settlements because that wasn’t the thing for us to do. That company, after that moment in the field of time, eighteen months later went public.Minimizing conflict helps you save time, money, and heartache. Click To Tweet
They switched gears right away and said, “We’re taking this seriously now.”
I got every point to be serious in that room. Be serious about trust, how do you tell the truth between each other and move honesty to the top of the list. If there’s anything that’s suspect that’s a little wiggly and you need some support in doing it, talk it out with your manager and the owner. The owner says, yes. The CFO says. “Yes, please do. We have an open door. We don’t want this to happen again.” They’re going like, “All of our jobs are safe.” We don’t want a company that is afraid of making mistakes or it’s going to get punished for mistakes.
You were able to open the lines of communication, have them feel comfortable with you and do all that in 90 minutes.
There are four different things that I took them through, but my favorite moment was I role-played with the CEO. I played the role of the thirteen people that were going to get fired and the CEO played himself. I said, “For the thirteen people, is it okay if I play your part?” They’re not going to say no. I said, “We met the need for financial security ahead of the company’s needs. We met our own needs for commissions at the expense of the company.” I said that right to the CEO in front of all of everybody. Everybody goes, “That’s what they did. Our incentive plans had us set us up. We needed to drive the numbers by the end of the quarter and we weren’t able to fully do that. We did this other thing which was a little shady. We got caught doing it.” Do you see the difference?
How did the CEO react to it?
He did a stellar job. He says, “Nobody’s getting fired in this room. We’re all going to be in this together.” He set the path. I put a softball for him to hit on a tee, which is hit this ball, step up here and say, “We are going in this direction.” He’s living in some mansion on the beach right now but that’s because he was able to take his company worldwide and get stock market money to do it. All he had to do is replicate the four notebooks that he had been developing up to that point.
There are a lot of cannabis companies that have either done that or tried that out of Canada over the last couple of years. It was big about two years ago. They were all going public. I think there were a lot of people that were not understanding what going public and entails and everything behind it. I feel for those guys because I think the problem is getting that money. I don’t want to veer too far off, but getting money that is so challenging for our industry. When you have this harmonious ninety people coming to the table all working together, it’s so incredible what they can do in eighteen months because they were pretty much at ground zero.
It wiped them out. They had to go back to their investors to cover the lawsuit. The investors had to pony up. They were in the room too because it was their pocketbook that was writing their check and stuff. If you think about thirteen people, at $50,000 a throw to hire or even it was closer for these were a little more skilled, maybe $75,000 to re-hire those folks. It’s a $500,000 that I saved them and the time to reset the organization with a new committed narrative of accountability and once you’re in that space, it’s like, “We made a mistake. It was a horrific one, but not horrific enough for us not to come back from.”
That’s such a deep hole it sounds like. The picture you are painting is they were close to losing everybody’s money, their whole company and all of a sudden, they made some big changes. They brought in somebody like you. How does that make you feel?
I’m inspired and a great sense of gratitude that I’ve practiced my skill. I was lucky enough to study with an international mediator that would fly to war-torn countries. I have incorporated his skills into the skills that I’ve gotten from some other mentors and it allows a great deal of peace and harmony. I’ve facilitated divorce mediation. I facilitated nonprofits, board members. I did a board member group one time and facilitated them through stuff and assessed the talent inside an organization. There’s been a bunch of years that I’ve spent doing this stuff and the main thing is to know for your entrepreneurs that people reading, it doesn’t have to be me. You can imagine what it would be like if you get somebody with the same skill or experience or a fit for you. You have a great deal of trust to get them going and then they could get it across the line. The time and money you will save. It’s a little Lackey but it’s real and its real dollars. It could be measured and the suffering goes down. The paints still there, but the suffering goes down.
Bill, it’s been great having you on here. You had some great points you threw out there and gave me a lot to think about as well on all the future endeavors that I take on. If anybody’s interested in reaching out to you, what’s the best way to contact you or reach you?
I can be reached through my website, which is BillStierle.com and my email address Bill@CorporateCultureDevelopment.com. Also, they should be able to find my contact information. My assistant’s, Jennifer, phone number is there as well. You can book some time with me to get some support.
I hope you enjoyed the show today. There were some great points that were made. Not only that, but I also hope it gave you the stuff to think about. I would challenge you if there’s a specific situation that you would like me to dive into or something that you’re going through, I would be more than happy to talk to Bill about it and maybe get you some help or at least try to point you in the right direction. I challenge you to go to my website, PlantProblem.com, and say, “I’d love to see this on here because I am losing my mind right now,” or, “Something is happening. Something is coming and I feel it. I don’t know what it’s going to be, but I see this, I see the writing on the wall. How do I avoid smacking into the wall?” It was awesome having you on. I look forward to talking to you in the future. Some people that are like, “I’ve got this going on and I’d love to talk to you about that more,” please go to the website. I hope you have a fantastic day and thank you so much for reading. I appreciate it.
Thanks, everybody. I appreciate it.
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About Bill Stierle
Bill Stierle has spent over 33 years a communication specialist, speaker, and coach in how thinking, behavior and beliefs impacts personal and professional performance. His eventful career has led him to contribute to Fortune 500 companies, top business schools, and governmental institutions throughout the world. Those coached by Bill have refined their effectiveness, streamlined systems, energized sales teams, and optimized performance, systematically increasing their bottom line profits. As the founder of Corporate Culture Development, he has extensive experience developing and implementing successful training programs for clients increasing their professional productivity and personal effectiveness.
Bill’s advanced knowledge, simple and implementable takeaways and the natural rapport he builds with participants creates a high-performance learning environment that provides high retention rates the information presented. Bill holds a Bachelor’s Degree in Biology and Education, a Master’s in Sports Administration, and is a graduate from Pepperdine University’s Executive Entrepreneur Program. Throughout his career Bill has established himself as a Thinking Style Preference and Emotional Intelligence expert.
He is certified in the Herrmann Brain Dominance Instrument, a Fortune 50 productivity technology. Bill specializes in Nonviolent Communication, a technique that reduces conflict and restores communication and connection. Bill coaches and speaks as a sales, marketing, team building, strategic planning and mediation specialist. Bill has worked as speaker, trainer and consultant since 1993 and has spoken and consulted with Fortune 500 companies, private and public organizations, small businesses, professional associations, city and state governments, educational institutions, and healthcare companies.
Some of the many clients who have benefited from training methods include TD Waterhouse, NCR, Teradata, Notre Dame University, US Federal Mediators, Lotus Entertainment, Michigan Works!, Riordan Leadership Foundation, RL Public Relations, Covenant House California, the Southern California Gas Company, Protection One Alarms, Product Partners, Metropolitan Water District, the US Forest Service, Los Alamos Laboratories and Landmark Dividend.