Posts Tagged ‘Lisa Purichia’

Employee Spotlight — Sue Hott

Sue Hott has worked in the field of banking and finance for more than 30 years. She joined the Sponsel staff in the summer of 2017, and she serves as an administrative assistant to Sponsel partner Lisa Purichia.

In her position, Sue provides support to the departments of Entrepreneurial Services, Employee Benefit Plan Services and Human Resources.

Outside of work, Sue enjoys spending time with her family. (She and her husband are celebrating their 28th anniversary this November.) Alongside him and their two grown children, she loves shopping, kayaking, going to concerts and hitting the road on their Harley-Davidson motorcycle.

Engage with Your Employees

By Lisa Purichia
Partner, Director of Entrepreneurial Services & Employee Benefit Services
lpurichia@sponselcpagroup.com

The job market in Indiana has been remarkably healthy. The state’s unemployment rate recently dropped to 3.2 percent and has remained below the national rate for more than four years. As a result, valued employees are very hard to attract and retain! We can honestly state that maintaining a capable workforce is the #1 problem for most of our clients. As more and more people enter the workforce, the demands of growth make it mandatory to focus in a very specific manner on how to keep employees committed for years to come.

Embrace the idea of engagement. There are several ways to keep your employees committed to your workplace in their specific assigned tasks and eager to help grow the company! One key way is to help them understand how their day-to-day tasks contribute to the company’s larger overall mission. Let them know they’re an important part of the big picture and how their specific task creates a more valuable product or service when coupled with the efforts of the whole team.

Always keep employees in the loop: Communicate, Communicate, Communicate. Sharing the latest operating results, challenges met and overcome, new businesses signed, short-term goals, as well as the long-term vision for the company will make them feel like they are closely connected to the team and working toward a common purpose. Managers may have to sometimes bridge the understanding between the short-term efforts and how they are stepping stones to the BIGGER long-term goals and measures of success.

Ask employees about their own goals. Are they carving out a specific career path? Talk to them about their plans and how you can help them achieve personal success in their work life and in their personal affairs. Many may have never considered a “Career Path” or a “Personal Improvement Plan.” Taking an interest in their hopes and aspirations will keep them motivated to give their best. Encouragement is crucial — as is coaching and mentoring! You must make your employees feel like you’re always rooting for them to excel. You must be sincere and genuine in your efforts to help them achieve their goals.

The more they know you care about them, the more they will care about their tasks. Engagement occurs when the employees are in sync and working together in a seamless fashion to accomplish the goals of success! For more advice on how to engage your employees and grow your organization, please contact Lisa Purichia at (317) 608-6693 or email lpurichia@sponselcpagroup.com.

What Does Growth Look Like?

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

You’ve no doubt heard the old business adage, “If you’re not growing, you’re dying.” With the passage of tax reform, most experts say the outlook for improved growth is positive. When business leaders are more optimistic, they start making plans to grow their companies.

But what do we really mean when we say that? In other words, what does growth look like?

The most common meaning refers to growing revenue and profitability, or employees and locations. But positive growth doesn’t just mean expanding your bottom line or your roster. It can mean any number of ways to improve your organization’s processes and capabilities, as well as its reach.

For example, infiltrations into private data are now a constant threat. (For a good example, see the article below on the Meltdown vulnerability.) One form of growth would be to expand and improve your company’s technology and computer systems so it’s less prone to hacking.

Growth can also refer to increasing the skillset of your team, starting with the business leader. If you’re the owner or manager of a company, ask yourself if you have grown in your leadership skills. Have your coaching skills improved? Can you think of ways you can better apply technology to serve your customers? Do colleagues and employees viewing you as providing the right kind of leadership the organization needs?

Take a look at your interpersonal skills, and question if there is room for growth. Do you fully recognize your strength and weaknesses, and know how to best leverage those with employees, clients, stakeholders and everyone else important to the company’s success?

Another way to grow your organization is to look at the rules, regulations and best practices that pertain to your industry, to see if your business is up to competing in the marketplace. If the business environment has changed, do you need to bring your team up to speed? For example, the public accounting profession has largely moved away from paper records to digital ones.

If entering your office feels like walking back in time 20 years compared to your competitors, it’s time to grow your technological capability. Think about rotating in new computers, copiers and other equipment used on a daily basis. Is your workspace ergonomically suitable to attract and retain the best talent?

Are you making it as easy as possible for people to do business with you? For example, many companies use electronic signatures today instead of paper documents. If you’re making your customers physically mail in or fax their paperwork, your company is behind the curve. Look for growth in processes and procedures that can improve efficiency and make it simpler for clients to conduct business.

As you’re talking about what kind of growth your organization will pursue, include all your important stakeholders in the conversation – clients, vendors, employees, business partners, etc. People prefer to work with a company that is a growing, up-to-date enterprise. Top employees seek to work in such a place.

As you’re thinking about growing the company, make sure it is the type of growth that is responsive to the needs of those you serve. Sometimes bigger is better, but it’s also wise to grow your business’ capabilities. That can then lay the path forward toward a “better BIGGER!”

When you are experiencing the right kind of growth, your company will be one that people seek out to do business with, rather than one they run away from.

If you need advice on how to best grow your organization, please contact Lisa Purichia at (317) 608-6693 or email lpurichia@sponselcpagroup.com.

 

Have You Recommended a Good Book Lately?

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

Anyone who has or desires a leadership position within a business should have a strong motivation for self-improvement, both for the good of the organization and their own sense of personal ambition.

If you look at the traits of successful people, you will find several common themes: curiosity about things going on in the world and their immediate community; an attention to developments within their chosen industry/profession; a desire to improve themselves and their relationships. They’re also the type of personality that seeks out ways to further these goals, including reading self-improvement books and articles.

Think about your own reading habits: have your read – or recommended to someone else – a good book lately?

The “self-help” genre of nonfiction writing started as a venue for people to work on their interpersonal relationships, especially romance. But writers and readers quickly grasped the potential to assist businesspersons in how to envision, map out and reach their professional aspirations.

No matter what issues a person is dealing with – retirement, succession planning, investments, new ventures or products, communication, general leadership style – there are plenty of great books out there that can speak to them.

With the press of time, it can be a challenge to sit down and read a book, so look for little gaps in your schedule where you can consume self-improvement advice on your own schedule. Going to be spending a few hours on a plane? Have some downtime before that out-of-town business meeting? Going on vacation? Keep a good book handy for whenever you have time to spare, even if it’s a few minutes.

If you read a book you found personally helpful, it’s an excellent gesture to pass along a copy to a friend or colleague you think they could benefit from the information. Make sure to frame it as “this might help you” rather than “you have a problem,” and you will find most people are receptive to the gift of a book.

Between customer and client, peer to peer or boss to employee, recommending a book can be a form of knowledge-sharing that helps cement the relationship. It shows that you care enough about them to seek ways for them to become stronger and more successful in their current role, or even assist them in moving on to the next big thing in their life.

People can come to feel isolated by the myriad challenges of daily living. Often, we believe we’re the only one we know dealing with a particular problem. Offering someone a book that addresses that topic not only gives them possible answers to their questions, it can help enhance their relationship to the giver. You are actively demonstrating that you CARE!!!

So whether hardcover, paperback or electronic, pick up a good business book – and pass one along.

In that spirit, here are a few books I’d like to recommend:

  • The New Retirementality” by Mitch Anthony – For those contemplating retirement.
  • Thanks for the Feedback” by Douglas Stone and Sheila Heen – On how to accept criticism/advice and put it to good use.
  • “The 21 Irrefutable Laws of Leadership” by John Maxwell – Insights on leadership from a 40-year veteran.

If you have any questions or comments, please contact Lisa Purichia at (317) 608-6693 or email lpurichia@sponselcpagroup.com.

 

Do I Need a Personal Coach?

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

If you’re the owner of a business, you probably have experienced times where it felt like the people who work for you expect you to know everything about every single aspect of the operation. But everyone has gaps in their knowledge and experience. The best managers not only recognize their shortcomings, they take steps to address them and fill in those holes.

It doesn’t matter how you came into ownership of your company – whether it’s a family-owned enterprise where you watched previous generations run it, you bought into the business or started it yourself and watched it grow. And no matter what fancy title you wear – President, CEO, etc. – everyone has areas of leadership they need to work on.

Once you’ve acknowledged the need to improve and have identified the areas where you need to be more proficient, the question becomes one of how to go about attaining those skills. Some people consume books on leadership development, or even biographies of noted business leaders.

One method growing in popularity is to invest in a personal coach. This is an expert you contract with, generally on your own time and your own dime, who gives you confidential advice and counsel on how to improve yourself as a professional. They point you to educational opportunities and help you keep on track with timelines, goals and milestones.

In short, a personal coach can help you formulate a path to individual excellence.

This is a route that more and more people are taking, from partners at the biggest law firms to middle managers in smaller enterprises. They’re seeking out an individual professional resource to make themselves better, and in turn make their businesses more successful.

A personal coach, also known as an executive coach, is someone outside of the business who can offer a fresh perspective and assess your personal needs and resources. This can extend beyond purely company-related concerns to tangential areas like your personal and social life.

Though the choice of scope is yours, oftentimes a deficiency you’re experiencing – such as trouble communicating your needs — can bleed through all aspects of your life. An outsider’s perspective can help you see where imbalances lie in your personal and professional endeavors.

As a leader, it can be easy to become distracted and unable to see if we’re doing well or not, because we’re in the middle of a swamp known as the day-to-day operations of an organization. It may well be that you’re doing a great job, but feel overwhelmed and lacking the feeling of success. It can also be there are areas where you’re falling down on the job, and are failing to acknowledge them.

Most assessments by a personal coach will show that the executive is doing pretty well overall, but identify specific areas that need to improve. I know of several business colleagues who have utilized a personal coach, and they say it really helped them be more effective at what they want to do.

A personal coach may not be for everyone. But if you find yourself struggling to meet goals that you have set for yourself, or feel overcome by the daily grind of leadership, consider the services of a personal/executive coach to help yourself improve on an overall basis. The disciplined approach to a personal improvement plan, facilitated by a personal coach, may let you realize the passion and fulfillment you thought had disappeared!

Your team members may think you know it all, but any good business owner/manager realizes it isn’t so. It takes a humble person to admit their faults, and it takes dedication to develop a plan to improve your skillset. If you’re one of those people who strives for ways to improve themselves, a personal coach can be a wise investment in pursuit of your personal happiness.

 

If you have any questions or comments, please contact Lisa Purichia at (317) 608-6693 or email lpurichia@sponselcpagroup.com.

Popular Tags