Ground Hog Day

Do you remember the movie “Groundhog Day” where Bill Murray kept reliving Groundhog Day? “It’s like deja vu all over again.”

It has now been a month since many of us have made some commitment to creating a change in the new year. How is it going now that you’re 30 days into it? Does it feel like 2014 … deja-vu all over again?

If you feel like 2015 is feeling the same as 2014, consider the effect that accountability can have on your goals. In my work with leaders, no matter the industry or stage in life, I see the greatest change happen for those who pick one item and institute a strict follow-up process involving an accountability partner or coach.

You’ve got 11 months left in 2015. If you want to avoid another “Groundhog Day” next February, now is the time to choose a goal and an accountability partner who will help you work toward it.

Start by answering these 5 questions:

1. What do I want to change?

a. It seems each year when people think about making a commitment to change they focus on weight loss, exercise, stopping smoking or something related to their health. All admirable choices but what got you here in the first place? Why not think of a change that could impact you and those you live and work with for a lifetime? Why not pick a behavior? What might happen if you became the Black Belt in “listening, giving positive recognition, thanking people more often, looking for what’s working with those who report to you, putting your cell phone away when watching your children play sports or during their music recital. Try picking a behavior this year!

2. Why am I focused on changing this behavior or characteristic?

a. Yes- good question! Pick something you want to master, not something others think you should master. If you own it you’ll change it! Pick something that’s doable where you can have some early success.

3. What will be the benefits of making this change, both short term and long term?

a. 70% of my clients want to master the skill/behavior of “listening”. One client was told of his poor listening habits by his staff, colleagues, boss and wife. How many of you had a course in listening during all of your schooling? We are not good listeners as a society yet Fred spent 9 months mastering this behavior. Results: Fred’s team reported feeling more engaged, less rework, better sales results, their opinions were more valued and instituted. Fred was promoted to CEO of the company. He has given 5 Key Note Presentations across the country on Executive Listening. Fred has contracted to write a book on Listening. Each of his direct reports have also picked one behavior to master. We are now watching the cascading effect of changing one behavior in an organization.

b. In the short term Fred became more engaged in the performance of his team and the connections with family and friends. Long term his team and organization developed important skills and key results resulting in superior performance!

4. What will be the impact on me, my family, my work, and my community?

a. Jose decided he needed to become more positive at work, home and his community. We agreed that he would look for ways to recognize and compliment others. As a technical expert in his field he was always looking for problems and what wasn’t working as a way to solve problems. His staff and family felt criticized when in fact he was using his problem solving skills to get results. He didn’t realize the impact his behavior was having on those around him. Jose practiced by thanking people, looking for ways to compliment his direct reports and recognizing people for their good work at home and at the office.

b. Guess what? He began feeling better about himself, his family enjoyed spending time with him and his workforce became more engaged, more of a team and more willing to go the extra mile for Jose. Just because he decided to become more positive in his thoughts and comments.

5. What will I be feeling, sitting in my rocking chair at age 90, having NOT made this change?

a. I have just turned 60 this year. I turned to my wife the other day and told her that I wished I had learned how to play a musical instrument. Of course her response was, “it’s not too late to start.

6. Keys to making a change that sticks!

a. Pick ONE behavior
b. Follow-up: Pick 3-5 people and tell them what you’re working on improving.
c. Check in every 30 days and ask them:

  • What changes have you seen?
  • What has been the impact on you and your team based on my changes?
  • What one tip do you have for me as I continue to master this behavioral change?

Are you ready to commit?

d. Once mastered write down all the positive changes that have occurred with those around you because of your change!

If you are committed to making a behavioral change contact Whit for a complimentary behavioral DISC Talent Report. Discover your behavioral style with tips for how to master your 2015 change for life.

Yogi Berra: It’s deja-vu all over again. Make sure 2015 is “The Year of Change.”

if you’d like more information on addressing the upcoming Leadership Drought, click here.

Whit Mitchell is an Executive Coach and Team Dynamics Expert. He is the author of: Working In Sync-How Eleven Dartmouth Athletes Propelled Their College Sports Experience into Professional Excellence.

Taking Leadership Development to the Next Level: How to be a Complete Leader with Ron Price

Investing time and money in leadership development is one of the best investments an organization can make, says Ron Price, Founder and CEO of Price Associates and author of the book The Complete Leader: Everything You Need to Become a High-Performing Leader. IBM recently completed a study which found that companies with 80% or more of their managers involved in ongoing leadership development programs have triple the profit of organizations that do not.

But despite the clear benefits, why is it that some organizations are still hesitant to invest in leadership development? (Hint: it usually has less to do with finances and more to do with time.)

Are there certain kinds of leadership development programs that make for success?

Today Ron answers these questions and more, telling us how to overcome the time barrier that keeps us from effective leadership development, explaining the components of a successful program, and letting us in on the details of his new book.

Ron also invites us to learn more by attending his private New Hampshire Premiere of The Complete Leader, which will be held on June 26th and June 27th in Lebanon, NH and Bedford, NH – click here to learn more and register to attend.

A Discussion with Ron Price, Author of The Complete Leader

price_photo_borderQ: How did you come up with the idea for your book, The Complete Leader, and the corresponding 18-month leadership development program?

Ron: The book grew out of the my executive coaching work, along with co-author, Randy Lisk. We were both working with senior level executives and helping them fine-tune their leadership capabilities. Our book and program have been designed as something that takes people beyond an MBA. In an MBA program, you go through case studies and you learn about finances, marketing and operations and all those things. We understand that you need that foundation, but how do you go further in developing how you think as a leader? How you get things done day in and day out with an increasingly complicated and overwhelming world around you? And how do you connect more effectively with people and create synergies on your teams so they perform at higher and higher levels?

We wanted to create a curriculum that helps leaders grow faster in practical, relevant ways. This is necessary due to two main shifts we see happening today. These changes are happening at both an organizational and a personal level. First, in talent management circles, there has been quite a shift away from looking at current competencies and instead looking at potential. Part of what’s driving that is a significant leadership shortage that’s emerging globally within organizations. It’s driven by demographics: the largest percentage of the work force in the United States is the baby boomers with 45%, but that number will decrease to 23% by 2020.

With the baby boomers retiring, we have to bring new leaders into significant roles. Gen Xers, those born between 1964-1983, will remain between 20-23% of the workforce between now and 2020. They are much smaller in number, so we have a many more leadership positions opening up than we have mature leaders to fill them. Therefore, organizations are starting to dig deeper into the millennial generation, who will represent 55% of the workforce by 2020. This creates the leadership shortage that most organizations are either experiencing or recognize is just around the corner.

At a personal level, there’s something that exists which I refer to as a leadership “gap.” This more personal “sensing” is the distance between who I am as a leader today and who I want to become in the future. It includes the natural desire for promotions within my organization, but it goes beyond earning a new title. It is the intrinsic hunger to become more expert in my field, or the natural awareness that I need to learn to make better decisions, to achieve greater results, and to build stronger teams tomorrow than I have today.

This gap creates a very healthy, creative tension that is the fuel for growth. If leaders think they’ve already mastered all the relevant leadership skills, they won’t see any need to grow. This complacency almost always manifests itself in decreasing performance and lost engagement at work.

These are the dynamics that led Randy and me to think about writing this book. The book then expanded to the website,, and to the development program, which is an 18-month program.

When we wrote the book, we didn’t necessarily expect someone to read it cover to cover. We wrote it more like a reference manual that leaders will keep nearby throughout their careers. They can go back at any time and look at any of the 25 leadership competencies, developing a relevant application to advance their leadership effectiveness in the moment. We write about why each competency is important, how it will help someone become an effective leader in tomorrow’s world, and how an individual can continue to each competency over time.

Q: What components make for a great leadership development program?

Ron: For a leadership development program to have long-term success, it has to have three components: first, you have to have relevant, applicable content. This means having content that fits with where a person is in his or her leadership journey.

Secondly, you have to have program engagement in a way that deepens the impact so that  the growth “sticks”. And last, a great program should also facilitate building strong relationships. In the great MBA programs, people gain more than knowledge. They also build a network of people that they will stay engaged with throughout their careers. They find ways to work together and leverage these relationships with each other for a long time.

So a great leadership program gives you those three things: great content, engagement that deepens the impact, and meaningful relationships that you can leverage into the future. That’s what we thought about as we developed The Complete Leader Program.

Q: Can you tell us more about the specifics of the program?

Ron: Every applicant starts with a one-on-one, individualized assessment of his or her current talent, strengths and mastery. Our diagnostic baseline measures 55 different traits of leadership. We think this is an important starting point because, not only does it show us their current level of mastery, but it also shows us their future potential.

Next, the program is made up of quarterly sessions with groups or cohorts. Most cohorts are 15-20 people and they get together for 1 or 2 days every quarter. While working on leadership competencies individually, they also learn to present as teams. They learn specific competencies to advance their leadership as clear thinkers, such as futuristic and conceptual thinking, decision-making, creativity, and innovation. They develop a deeper mastery of competencies around self-management, such as setting priorities, achieving goals, personal accountability, resilience and flexibility. Finally, we focus on competencies that will help them improve how they lead others. These include understanding and evaluating others, negotiation, persuasion, conflict management, presenting skills and employee development and coaching.

We finish by working together on being authentic leaders. We talk about courage, being open to and seeking feedback, expanding self-awareness, and how each leader can grow to become the best possible version of him or her self. You can visit for more detailed information and to see our blogs, articles and podcasts.

Q: What are the current roadblocks to leadership development and how can a company overcome them?

Ron: I think the biggest roadblock is overwhelmed employees. Over the last ten years organizations have asked their leaders to do more and more with less and less. A lot of people are carrying much heavier workloads than ever before. Candidly, the financial cost of leadership development isn’t the toughest commitment for a company to make. It is the commitment of time it takes to achieve real professional development. A good guideline for the time commitment is 10 – 20% of a leader’s working hours. Of course, this should not all be classroom development. We follow the formula that 70% should be spent learning on the job, 20% should be through mentoring relationships, and only 10% should be made up of classroom training.

We find that companies with world-class development programs also set aside 5-10% of their annual payroll for training and development. If a company is willing to make an ongoing financial AND time commitment to developing their leaders, the evidence is clear that it will generate greater profit.

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To learn more about what it takes to become a high-performing leader, you’re invited to attend Ron’s New Hampshire Premiere of The Complete Leader, which will be held on June 26th and June 27th in Lebanon, NH and Bedford, NH. Click here to learn more and register to attend.

How to Attract and Retain Top Women Leaders

Imagine your team standing in front of you right now.

Now imagine that each one of them is similar to the other: Each person is of the same age and sex and has similar perspectives, skills, and talents.

How would this affect your team’s ability to see different perspectives and to come up with unique and creative solutions?

How would it affect their ability to work with synergy, purpose, and to achieve the best results possible?

Likely, these things would be difficult to do.

This is why it’s important that women are well represented in leadership roles, points out Mary Hughes, founder of Close the Gap CA, an organization committed to increasing the number of women in the California legislature. After all, women make up half the talent pool: If they’re underrepresented in leadership positions, then your company is undoubtedly missing out on a unique and valuable set of viewpoints, skills and priorities that only women can bring to the table.

In today’s conversation with Mary, we discuss the critical importance of women leaders and what companies and individuals alike can do to help recruit, attract and retain the talent necessary to bring their performance to the next level.

 A Conversation with Mary Hughes, Founder of Close the Gap CA

mary-hughes2Q: Can you describe your background and how it led to the work that you do today?

Mary: I’ve always been interested in and active on behalf of women’s rights, stemming from my time at Mount Holyoke College. I departed from that slightly through my years of law school and practicing law, but I was very much drawn to elections and campaigns and the strategy behind them. When I left law school to pursue political work full time, it was really to work on behalf of women. Like many people’s paths, mine was not a straight one, but it makes complete sense when I look back on it.

Q: What drew you to this kind of work initially?

Mary: Women are incredibly smart, productive, able, purposeful and high-minded. Whether it is taking care of a family, running a small business, or being part of the larger working world within someone else’s company, not enough of these qualities are present generally in our economy, in our businesses, or in the leadership of the country. I’d love to see more of that, and I’m motivated to see such traits and contributions get their just due.

Q: Can you elaborate on why it is so important to have women in leadership roles?

Mary: I’ll answer from a women’s political leadership perspective. In that context, it is very clear that we have big, challenging issues, including dealing with a changing economy, global competition, and setting standards and meeting those standards for a world-class education. It takes a lot of smart people to figure these things out and they don’t happen overnight. These are evolutionary, iterative processes. We try something, we make it a little better, and we try again.

When you are in a position of changing big systems, you need as much talent and perspective as possible. There are many different ways to look at an issue. Women approach issues differently, and in doing so, we have different priorities, different life experiences, and bring a whole new set of skills and potential to the table. Without women at that table, those perspectives and solutions would not exist, and it would take twice as long to get it done.

Essentially, women make up half of the talent pool in the country. We need 100% of the talent working on these big issues, so we need many more women participating and leading.

Q: What has kept us as a society from “closing the gap,” and what is needed in order to continue to do so?

Mary: There are signs that some gaps are closing. More women are coming out of graduate schools and more women are competing in the work place with all of the right credentials. But invariably, women’s lives are different from men’s: Women take time out to raise children and/or to take care of parents and in-laws. Women are the primary keepers of families, and most institutions and businesses, in particular, do not accommodate the flexibility required to do that on a day-to-day basis or the woman who takes a career time out” for these responsibilities. When someone chooses to be a mother, there is a penalty that accrues to that. It is both unintended and unfortunate, but there hasn’t been a real willingness to make significant changes to accommodate real life.

If you look at the biographies of many women who hold top corporate positions, many of them have lived like men. They do not have children, and if they have partners, they share domestic responsibilities. We’re a society that says we value family, but we do little to bring our institutions into line with that priority. These barriers are tough to knock down. For women, being single-mindedly focused on work is not the definition of a full life.

Q: As “ordinary people,” what can we do to help close this gap?

Mary: As more women ascend to top positions in government, the private and nonprofit sectors, expectations will rise and more women will follow. To speed up the process, we can all do something.

Look around the board room and ask: where are the women? Always recommend and nominate women: for promotions, appointments, commissions, boards and to run for office. Encourage women colleagues to pursue advancement and when women succeed, celebrate success. Point to these women as examples of success and of what we’re missing when we don’t allow talent to rise to the top.

It’s also important for people to recognize when companies do make adjustments, whether it’s flexible time, sabbaticals, or whatever it is that makes it easier to be someone who is both satisfied in work and producing, but also who has responsibilities for the family. We need to make sure that the adjustments that are made are not solely for women, but for men as well. We raise strong families when we have both maternity and paternity leave, not just one of those.

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Visit the Close the Gap CA website for more information on Mary Hughes and her work with women in politics.

Small Business Secrets: How to succeed in a world of failures (even when you feel like giving up)

People don’t go out of business because they have a bad idea, product, or service – rather, they give up or go out of business because they haven’t yet grasped the realities of what it really means to be a business owner, says Mark LeBlanc, President of Small Business Success.

Take it from a man who knows his stuff: Over the past 21 years, Mark has coached more than a thousand small business owners, given over 700 presentations, and written 2 books: Growing Your Business, which has sold nearly 50,000 copies, and Never Be The Same, a book that chronicles his 500-mile walk across Northern Spain.

In today’s conversation, Mark opens up about how to get the money side of your business right, why setting annual goals is an ineffective strategy, how writing a book and speaking can have an impact on your small business success, and more. 

A Conversation with Mark LeBlanc of Small Business Success 

Q:  What is it that you love about owning your own business and about being in small business? mark-leblancWhat was it that pulled you toward entrepreneurship early on?

Mark:  You know, I think it’s probably my dad who instilled the entrepreneurial spirit in me. My dad was always an idea guy; he was always trying something. Little did I know while I was growing up that my mother had an entrepreneurial spirit. My mother has become a small business success story in her own right, as well as my sister Sherry and sister Cathy. The seeds of entrepreneurial thinking were planted in us early.

What I love is the freedom and flexibility of calling my own shots. It is said that people would rather work 16 hours a day for themselves and starve, versus working 8 hours a day for someone else and making a living, and it’s true. Even through the ups and downs of a 30-year entrepreneurial career, I wouldn’t trade it for anything.

Q:  What’s your best advice for someone who’s currently in the process of starting or growing his or her business?

Mark:  I think the best piece of advice that I could give to somebody is to get your financial house in order. Really take a look at the money side of your business or your practice. People don’t go out of business because they have a bad idea or a bad product or a bad service; they give up or they go out of business because they didn’t get the money side of their business right. Obviously we all grew up with different attitudes, values, beliefs, behaviors, and habits around money, but a lot of people want to bury their head in the sand around the money side – they think that if they just work hard, it’ll take care of itself, but that’s just not true.

Q:  What advice would you give to people who aren’t sure where to start when it comes to getting the finance side of their business in order?

Mark:  Certainly there are some differences between a small business retail store, a small business manufacturing company or a small business services company versus an independent professional who may be working solo, but I think that first of all, it’s simply having some money. You have to have some money to start with; not many people can afford to get started on an idea. We like to hear those stories about somebody who had an idea that took off and soon became a Fortune 1000 company, but most of us aren’t going to do that. You’ve really got to have some financial footing to get started; otherwise, you’re constantly fighting cash flow and consumed with it.

Here’s the sad truth when it comes to business owners and money: I’ll often ask, “What’s the purpose of marketing?” and I get all kinds of different answers. My answer is – to make payroll. And you are the most important person on your payroll as an owner.

I’ve asked a lot of business owners all over North America, “How do you pay yourself?” And the owner will look at me and say, “Well, it’s easy: When I have some money, I take some. When I don’t have any money, I don’t take any.” Well, that’s just silly. We have to step back and make sure that we are at least minimally being compensated on a regular basis. So I think when we begin to look at our numbers and our money, if somebody is going to start an independent practice and their goal is to do $20k in business a month, they should probably start with $20k in their business, or at least have access to a credit line of $20k. If their goal is $10k, they should start with $10k. I hate to even bring examples like that up, but you’d be amazed at how many people start with a business card and a telephone and they don’t even know who to call or how to price or sell their services. If you are starting a retail store, a manufacturing company or buying a franchise, you will need more of course.

It comes down to your ability to focus and on how you set your financial goals. Most people set annual financial goals, but I don’t want people to do that because an annual goal lets you off the hook. No one is inspired to get out of the bed in the morning because of an annual goal. It’s a nice thought, but it’s not necessarily going to trigger your decision to make January a great month because there’s so much time left to make up for it in January, February and March.

Instead, I want people to think in terms of a monthly target, which I call their monthly “optimistic” number. If you create a path and a plan to reach your “optimistic” number every 30 days, you will have a much greater likelihood of reaching your annual goal. On the other hand, when you focus on an annual goal, your brain will give you all kinds of reasons why you don’t need to work all that hard today and you can spend your time getting ready to get ready. 

Q:  How important do you believe writing and speaking is for small business people?

Mark:  I believe that a book is the ultimate marketing tool for a coach, consultant, speaker, or trainer. In fact, professionals of any stripe can establish their credibility and position their expertise with that kind of a tool, not unlike me, having written a small book titled Growing Your Business 14 years ago that continues to sell well today. There’s a lot of power in the line, “He wrote the book, Growing Your Business.” There’s a lot of credibility in hiring me as a business coach or having me speak. And I believe that whether someone is a financial adviser, a real estate agent, a graphic designer, or a massage therapist, any person can take their talent and their expertise and create something from it. I’d rather work with a financial advisor or a real estate agent who has some kind of a book. Even within your community, if you have the opportunity to stand up and share your experience you can solidify and cement your position and separate yourself from your competition. We respect people who write and publish their own books, even if they’re independently published, which means they are in charge of the creative process and foot the bill for the production.

It doesn’t have to be a big book. It could be a small book like my book, which is only 7,000 words. Sometimes we think writing a book has to be 50,000 words and it has to be 10 chapters and it has to sell for a lot of money. But with today’s advancements and independent publishing resources and self-publishing printers, it’s really not that complicated to take your experience, your expertise, your strategies, your ideas, and your stories and craft a 10,000 word book or a 20,000 word book.

In fact, my colleague Henry Devries and I work together on an event called The Marketing with a Book and Speech Summit, which is a weekend program for emerging and established authors and speakers. We believe publishing a book combined with speaking or presenting even to small groups is the ultimate strategy. A book and speech and domain name of the same title are a 1, 2, 3 punch that can create a turning point for a business owner or a professional. We think there’s a story inside of everyone that needs to be shared, and I believe the world needs to hear you, even if you don’t think of yourself as a speaker.

Henry and I have done approximately 30 Marketing with a Book and Speech Summits around the United States, and it’s probably the most fun I have in my work.

Q:  What’s the role of a coach in helping small business owners succeed?

Mark:  As a coach, I typically help people in three areas: One, with the money side of their business or practice and how to be more focused on this on a daily basis. Second, I help them to create a marketing plan that gets them visible, busy and booked. And third, I often work with clients on how to position and package and sell during the meaningful conversation with the decision maker: How to navigate that conversation, how to listen carefully and respond appropriately, how to determine the talking points they want to be sure to cover and how to frame them without going off on all these tangents when with a prospect.

Sometimes people aren’t open to getting coaching, but it can be one of the most important things they ever do for their business. If people are feeling stuck and stagnant and have the desire to grow their business or their practice, it’s not always a question of working hard. Sometimes they don’t know what the next step is. Maybe they’ve tried some things that haven’t worked, or they’ve gone off on a tangent disguised as an opportunity. Maybe they’ve been burned by a marketing consultant or someone with no practical and proven experience.

Not long ago, I went on a 500 mile walk across Northern Spain called the Camino de Santiago. It’s one of the three great pilgrimages of the world: Rome, Jerusalem, and Santiago in Northern Spain. 500 miles is equivalent of about a million steps.  During this trek, I learned this: No matter where you are in your path or your journey in your business or your life and no matter what has happened, you could always take one more step. Don’t throw the towel in on your dream. Sometimes people have four numbers of a five number combination lock, and they quit. Sometimes all they need is to take one more step or raise their hand and get a little help to unlock a little different combination. It can open up a world of new possibilities!

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Learn more about Mark LeBlanc at his website, Small Business Success. Invest in two 90 minute Pinpoint coaching sessions with Mark or another coach in his Small Business Coaching Network. You can reach Mark by emailing him at

How to Build an Entrepreneurial Empire From Scratch: A Conversation with InStore Audio Network’s Jeff Shapiro

Since buying his first radio station in 1984, Dartmouth graduate Jeff Shapiro has managed to build a radio empire, sell a radio empire and now re-purchase parts of that empire back again as he owns and operates radio stations throughout New England. In addition, he has diversified into other “radio-type” media ventures as he is currently the Chairman/Co-Owner of the InStore Audio Network, the largest instore audio advertising and marketing company in America. The Company serves over 33,000 retail stores, with music and radio-type ads right at the point of purchase.

Today Jeff shares with us the story of how his career in radio came about, explains the role of happenstance and open-mindedness in discovering passionate career opportunities, and lets us in on his best tips for business and entrepreneurial success.

A Discussion with Jeff Shapiro, Chairman/Co-Owner, InStore Audio Network

jshapiroQ:  What fueled you to start buying radio stations in the first place?

Jeff:  Think back to your extracurricular activities in college and high school. Chances are you loved them and you gave them all of your time. Whether it was the newspaper or the debate team, your sorority or fraternity, you gave it hundreds of hours without being asked. I’m incredibly lucky to be able to pursue a career that I did as an extracurricular activity in college, but the good news is that I even get  paid do it.

Taking a step back, my brothers and I started a kite store on the Nantucket Island together. We were in high school at the time. Our parents had always bought us things that would expand our abilities from Lego sets to models to build to early Apple computers, and they also bought us kites. There wasn’t a hip kite store in Nantucket, so my older brother and I spent the summers there running a tiny kite shop.

You could say I already had the entrepreneurial bug before I got to Dartmouth radio. The kite store showed me retail at the very basic level. Then I found radio.

Q:  What is the story of how you got started in the radio business?

Jeff:  It’s amazing how one happenstance conversation can change your entire life.  Sometimes people are so predisposed to a particular career — for example, a lawyer or a doctor — but sometimes you have to be like a pinball and be willing to bounce off of things, and that’s where you really find true opportunities.

My life in the radio business began when I was a freshman at Dartmouth. I was setting up my stereo in my dorm room, and an undergraduate advisor on our hall came by. As he was making conversation, he said, “Are you into radio?” My response to him was simply, “No, I just happen to own a stereo.” He happened to be the voice of Dartmouth hockey and did all of the hockey games. He asked if I was interested in training at the Dartmouth radio stations. That one 3-minute conversation changed my whole life.

Dartmouth was blessed to have a fully commercial, self supporting AM/FM radio stations that the students fully manage. It takes a lot of students to make it happen. I started off as the weatherman. There was zero meteorological training before I was put on the air, but instead I was just shown how to rip the weather off of the wire teletype and read it back. “Weatherman Jeff Shapiro is calling for temperatures…” was heard on both the Dartmouth AM and FM stations dozens of times per day.

Everything was going well until I predicted a beautiful sunny weekend, and it rained the entire weekend. A woman called me and said that I had ruined the most important day of her life. She was getting married and canceled her tents because of my forecast. Whoops.

That unhappy situation for her became fortuitous for me as I decided to leave the weather “profession” and join the business department at the station. I went from Controller to Business Manager to eventually becoming the General Manager of the stations when I was a junior.

Q:  You mentioned opportunity coming through happenstance. Do you think someone can put him or her self in a position to find opportunities or do you think it’s pure chance?

Jeff:  I think part of it is just being open-minded about new ideas, new people, and new ways of thinking. And part of it is staying in touch with people.

When I talk to college students, I tell them to look at the person sitting right next to them. That person might be their business partner some day. You just don’t know.  If you really spend a lot more time focusing on the people around you and stay open-minded, that’s when those opportunities will come.

In 2000, one of my college friends from Dartmouth Radio with whom I’d stayed in touch was selling newspaper coupons for Rupert Murdoch’s News Corp.  He called me because he knew I was a radio guy and he had an opportunity that he wanted to discuss with me. Basically, News Corp had a product that played radio types of audio ads tied into the music playing in retail stores across America — in other words, radio that was playing right at the “point of purchase” in supermarkets and drugstores around the country.  They hadn’t been paying much attention to this part of their company and my college friend thought they might sell it to us.

I thought it was a great idea and in 2003, my business partner and I purchased the small division of News Corp that has since become InStore Audio Network. We started with 2,000 stores and grew it to 33,000 stores. That business started with a phone call from my business partner, Gary, who was a year behind me in college, all because we stayed in touch.

Q:  What do you think the key to your success was in the early stages of your career?

Jeff:  This is something that I tell young people all the time: Adopt a mentor!

When I was a senior in college, one of my friends from Dartmouth radio and I heard about a local radio station in New Hampshire for sale. We called the owner and said we wanted to buy the radio station. The owner came to meet us for drinks — mind you I was barely old enough to drink legally. I remember the owner saying, “You guys don’t know anything. You’re a bunch of educated idiots. You have this great education, but you still don’t know anything. Come back when you know something.”

I remember thinking we really screwed up this chance to buy our first radio station. We didn’t have the money or the expertise, but we had the ability to ask at that point.

My friend and I eventually worked at a bank on Wall Street. We went through these training programs and came out with suits and business cards with this prestigious employer’s name. We had the accoutrements, but we probably still didn’t know anything about really buying a radio station and running it.

A year into our Wall Street experience, we called the owner of that radio station again and he  agreed to meet with us again. Knowing that we really still didn’t know anything more than before, I reached out to a friend of a friend who was actually in the radio business. I told him about our first meeting and asked if he would help us. He said yes, and that guy has been my mentor for 30 years. He helped us put together the deal, gave us ideas of financing it and changed the course of my entire life.

The most successful people in any industry have every accoutrement of life, but what makes them feel really great is helping somebody else.  Don’t ask for money. Don’t ask for a job. Just ask them for their time.

Once we had the deal in place to purchase that station, we then had to come up with the money. We literally went to friends of our parents, friends in college, and their parents and really bootstrapped  together the money to buy this first station. Plus, we found a small bank in NH that really believed in the local community and felt that its radio voice should be locally owned.  And then in November 1984, I quit my job and moved back to New Hampshire to turn those radio stations around.

So starting in 1984 and even continuing to today, what I really do is buy broken radio stations and fix them. We’d buy a station and work and work and fix it, and then we would save and save and save money until we could go buy another broken radio station. And then we’d work and work and work and save and save and save and then we’d buy the next one.  My father used to ask, “How come you don’t ever buy anything good?” and I told him that we couldn’t afford to! That saved us from making lots of mistakes, as we have to be very patient and disciplined buyers. The stations were typically doing so poorly, we thought the only place they could go was up!  I brought that same attitude to the InStore Audio Network, as the company was the opposite of “robust” when we bought it from News Corp

So, that has been my career path — it’s been a lot of building from scratch and fixing. That’s what I’ve always done:  Started with stations that had no signal, no transmitter, no nothing, and literally starting from scratch — zero billing, zero employees, and take it from worst to first.

Q:  What do you think separates those who are successful in business and entrepreneurship from those who are not?

Jeff:  There are a couple of sayings that I use in my business life. One of them is, “Success comes from the balance of determination and patience.” If you have too much determination, you’re reckless. If you have too much patience, you’re lazy. Sometimes people just push so hard that they become reckless in their business. Maybe you want to be worth $50M in 3 years and never work again. But that’s not realistic and a lot of failed businesses come from those Hail Mary passes.

People say to me all the time that I’m a risk taker. I respond to them that I am a “highly calculated” risk taker.  So in the end, I don’t really feel like I am taking that much risk in doing business transactions.  I’ve bought and sold over 90 radio stations and have never lost money — knock on wood.

I think it’s about being selective and doing things that make sense, but not trying to throw too many Hail Mary passes. Former football coach Vince Lombardi used to say, “If it is to be, it’s up to me.” People blame everyone or everything  else in their lives for their failures and their unhappiness, mainly because it’s the easiest thing to do. But in my business, we all roll up our sleeves to do the really hard things FIRST and we don’t accept that our environment necessarily controls our fate. When you do the hardest things first, it always feels the best!

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Learn more about Jeff Shapiro and his radio stations:

InStore Audio Network

Great Eastern Radio

True Island Radio Nantucket