How to Prepare a Company for Sale

The Wall Street Journal has a great website on many issues about selling businesses including the weighty competing agendas of what to do with a family business .

Also at the Wall Street Journal site are a series of webcasts called SmartMoney TV This series is well worth listening to.

How Leadership Training Helps the Bottom Line

Much has been said about companies needing ‘the right management’ team. But what does that term mean really? To understand the concept it might be useful to know the difference between managing and leadership and remember that it is the people performing the work under the right leadership that make or break the bottom line.

Managers set the strategy and work with staff on the action plan. Leaders set the vision for how this work should be done and where the company should be philosophically, financially and strategically once the project is complete.

Leaders mentor managers by respectfully holding them able and accountable. Managers delegate and work with staff to ensure they have the resources to do the work. Sometimes the best leaders are staff members. Sometimes those people with leadership titles don’t know how to do more than manage, nevermind mentor.

In our work, we’ve found that the hardest thing for manager/leaders to do is to delegate… to stop thinking others don’t do it as well as they do. Many managers think you should be able to show someone something once and then get mad at them the second time when they ‘don’t get it’. People should just know how to change how they work by being told what to do. I hate to be the bearer of bad news but humans don’t work that way. And neither should managers who want to be leaders.

If your management team isn’t getting results and gets more resistance than progress, read this article about how leadership training helps the bottom line.

Not everyone is born knowing how to take on the these two roles.

Does Leaving the Business to Family Continue to Build Wealth?

Apparently not, says Tom Deans, a former business owner who has been president of a large family business for almost a decade. Only a third of family businesses (90% of businesses today are family owned) succeed in passing along a business to the next generation and continue to build wealth. Why? It’s an emotional issue. If you’ve received the gift of a business, its very hard to sell it. Secondly, the responsibility of continuing the notion that they must leave a legacy makes wealth extraction very difficult. Thirdly, sons and daughters may lack the skill sets, the passion, and interest to effectively operate the business.

What’s the best solution? Sell the business, don’t gift it. Give money, not a business. The company should be valued at a fair price and if the next generation wants to buy in, then that is a more successful transaction, says Tom Deans. Read more from his book “Every Family’s Business” to understand how to communicate succession planning issues amongst family members.

Business Owners Must Think Like Investors

Business owners today are facing a perfect storm of controllable uncontrollable variables. But according to the Canadian Federation of Independent Business, 52% don’t know they need to take themselves out of harms way.

Think of the situation before Hurricaine Katrina: some people believed it was important to leave the New Orleans area, and some did not. Those that did not suffered and the rest of us were left wondering what it was that didn’t compel them leave New Orleans when they had the chance. Today, three years after Katrina, when the forecasters yell Hurricaine, the residents along the Gulf Coast don’t think twice, they go.

What’s going to galvanize business owners into getting ready to avoid the perfect storm?

The boomer bulge, born 1946 through 1962 will spend the next ten to fifteen years extracting their wealth out of the economy to put to other uses. Or I should say, attempting to extract their share of their company’s value. The only problem is, owners have not prepared their businesses so that they are attractive for investors to acquire them.

A perfect storm of influences will increase the supply of companies for sale right when the need is greatest for investors to buy them. The storm is manageable, but only if owners take preventive action now to be ready. It can take 2-3 years to put the company on a growth plan. It’s more than just slapping a coat of paint on and installing granite counters.

Here are the big clouds on the horizon for this perfect storm:

1. The economy is in a decline;

2. There are more than 1.7 million businesses in Canada. 50% are owned by boomers. 500,000 will want to sell. In any given year in Canada, roughly 25,000 businesses change hands.

3. Owners don’t like thinking about the day they won’t own the business

4. Owners don’t know who to talk to. It’s understandable that they don’t talk about it. They don’t want competitors or employees to find out they’re thinking of transitioning their ownership.

Business owners need to take heed and learn how to see their organizations through the eyes of an investor: get to know the key indicators they look for and make sure they are instilled throughout the company. Remember, an investor buys the future certainty of profitability, rather than the past. For every foggy indicator, the risk increases and so the price they are willing to pay decreases.

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