Executive and Team Coaching, Leadership Coaching, Mentoring - Strategic Planning - Board Service

 
The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

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I recently sat in on a gab fest of entrepreneurs and wannabee entrepreneurs. The subject of investors and how best to approach them came up and I was taken aback by what I heard. If you listened to these guys investors were stupid, arrogant, greedy, short-sighted, overbearing, intrusive, difficult to deal with and distinctly neither a recognized nor welcomed part of the human race. Investors were the scourge of the business world and responsible for most of the failures in it. Continue reading “Investors Are Human Too” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Prior articles in the series:

“So what are we going to talk about this time?” The question had a bit of an edge. I could tell that she was apprehensive about the focus of the next hour. Our last session, a week past, had highlighted a basic problem in her approach to investing. When, as a CEO, she had to deal with investors it seemed very natural to her that they would insist on clear performance metrics that defined both compensation and ownership. But, now that she was on the other side of the discussion, her response had been to go softly on the team she had invested in. The results had been unsatisfactory. A team without clear metrics is like a gaggle wandering through a deep forest without a compass. Its only a matter of time before the bears get hungry. Continue reading “Of Course … The Tragic Mistake – Part Four: To Be Or Not To Be” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Prior articles in the series:

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Let the Coaching Begin!

It was one thing to reach an agreement on the focus and goals of the coaching engagement but another to actually kick the process in gear. I could tell by her body language that the CEO was nervous about getting into the thick of things. In such situations, I find it useful to begin with more of an intellectual discussion. Somehow, working with concepts softens apprehensions and allows the discussion to begin in what feels like a safer place. And so, that is what we did. Continue reading “Of Course … The Tragic Mistake – Part Three: Let the Coaching Begin” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Prior articles in the series:

Of Course … The Tragic Mistake – Part One: Diagnosis

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Towards the end of my session with the CEO, she asked me to propose an engagement focused on fixing the problems which we had been discussing. “Help me drive the ‘of course’ beast off the field,” was the way she put it. Such requests should not be approached, let alone complied with, lightly. From the first in this series you will remember that it was the CEO herself who was the major facilitator of the difficulties – it was her tendencies that were at the root of the problems. Her plea was far more personal than those that might underlie a typical consulting engagement. Continue reading “Of Course … The Tragic Mistake – Part Two: Designing the Fix” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Many of my engagements begin with a phone call from an investor. Most often they are concerned that the company they funded is in real trouble and/or is teetering on the brink. These can be melancholy calls because there is often little for me to do but conduct a postmortem – to figure out what went wrong and help the investor and entrepreneurs avoid making the same mistake a second (or third) time. Continue reading “Of Course … The Tragic Mistake – Part One: Diagnosis” »

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The CEO's Handbook - Volume One
Notes for a Thinking Chief Executive
Available on Amazon Kindle - Click Here

Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

When I first started this series of articles I had no idea that it would extend to seven. I also did not anticipate the level of interest in the topic. Many who read the opening article had not thought of the question ‘how does my company stack up against a professional definition of investment grade’. Others had thought about it but not in any systematic fashion. It is always gratifying to write about something that readers care deeply about. It is even more gratifying to engage them in discussions that result from that writing. Continue reading “The Money Chase: What Does Investment Grade Mean? Part 7” »

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Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

The objective of this series has been to describe the characteristics of a company that make it attractive to investors. The series began with the realization that many entrepreneurs sometimes do not have the ability to see their company through the eyes of the people they are hoping will fund it. The result of this disconnect is often tragic and seldom edifying. Companies that should be funded are not. Businesses that should have a chance to get off the ground and onto a path to profitability do not get that chance. Continue reading “The Money Chase: What Does Investment Grade Mean? Part 6” »

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Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

In this installment of the series I want to focus on exit strategies. The first and most important thing to realize is that the expectations and, indeed, objectives of investors are necessarily different from those of the management team. The investor’s time horizon extends, by definition, only so far as a liquidity event that will allow them to recover their capital and realize a substantial profit from having taken the risk of investment. The management team needs to take a much longer view. They should be interested in building the company, and their wealth, far beyond that point. Continue reading “The Money Chase: What Does Investment Grade Mean? Part 5” »

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Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

In the first three parts of this series I discussed major areas of focus for investors considering funding a company. Briefly, they were:

  • Implementation – Are the founders implementing or just talking about implementing once they get the funding?
  • The Value Proposition – How scalable is the business model, what are the margins and are they sustainable? Have the founders proven that they can monetize the value proposition?
  • The Team – Is the team balanced, experienced and operating as a team? Are there weak members? Are they a team or a gaggle? What are the tracks in the snow that show that they can build and manage a company?

Generally these and many more questions have to be answered satisfactorily before a professional investor turns to the financial projections provided by the founders. Amateurs will start with them, but this is more an indication that they are amateurs than anything else. Financial projections need to be analyzed within the context of well developed and tested knowledge of the team that is providing them. Otherwise, you are looking at a series of spreadsheets that may or may not be realistic or reliable projections of an achievable future. Continue reading “The Money Chase: What Does Investment Grade Mean? Part 4” »

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Dr. Earl R. Smith II
Managing Partner, The Federal Circle
DrSmith@Dr-Smith.com
Dr-Smith.com

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

In the first article in this series I offered a general definition of ‘investment grade’ and discussed the first issue that most investors look at. They generally start by asking are the entrepreneurs implementers or discussers? Most investors have had bad experiences with founders who are ‘all hat and no cattle’. The second screen that most investors use is a close evaluation of the value proposition that the company is based on. They are interested in sustainable margins and scalability. Investors want to see that the value proposition has been market tested and has resulted in a growing list of referencable customers. This helps the investors answer a series of fundamental questions such as: Continue reading “The Money Chase: What Does Investment Grade Mean? Part 3” »

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