What's the Hardest Thing About Being an Entrepreneur?

We met recently with two of the nine finalist small businesses for Season 2 of Cleveland Chain Reaction and asked them what the hardest thing is about being an entrepreneur.

What began as a field of more than 100 hopeful small businesses hoping to receive a $100,000 investment from the project’s investors has been narrowed to a field of just nine.

We had an opportunity recently to meet with two of the finalists—Hatfield’s Goode Grub (a food truck and catering business) and Cleveland House Hotels (a provider of vacation and temporary rental homes around Cleveland)—and asked them what the hardest thing is about being an entrepreneur.

Jessica Hatfield of Hatfield’s Goode Grub pointed to the unique situation she has of being Ken Hatfield’s first employee when the business started and of the two of them being married as well.

“Working together as a team, it’s really awesome but it has its challenges,” she said.

Nick Semertsidis of Cleveland House Hotels also pointed to the importance of communication with others on the team when growing a small business.

“At times we have different ideas on things, but we always work it out in the end,” he said.

See what else these entrepreneurs had to say in the video below.

Learn more about Cleveland Chain Reaction and its mission to create jobs, investment and prosperity in Cleveland’s neighborhoods while providing education and information for entrepreneurs and aspiring business owners to benefit the community by visiting www.clevelandchainreaction.org.

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  • Next up: What to Know About Background Checks

    What to Know About Background Checks

    As part of our ongoing series featuring members, Mind Your Business sat down with Robert Drusendahl, who talks about the technologies that are keys to success for his background screening business.

    Robert (Bob) Drusendahl is president and CEO of Pre-Check, a background screening agency established in 1992. In their 25-plus years, they have gained nearly 500 Cleveland-based clients, but have several national accounts as well. Pre-Check is a 100% veteran-owned business. The Pre-Check team takes great pride in providing quality results with personalized service, with typically a three-day turnaround time. For the past four years, Pre-Check has added a recruiting solution for our customers by finding qualified candidates for their businesses through a process called Smart Hire.

    What technologies are keys to success for your business?

    We have built our own recruiting tool called Pre-Select, an Applicant Tracking System (ATS) that supports employers’ hiring process from placing the ad, to the time they are hired and brought on-board. Through leveraging our ATS, we have created Smart Hire and OLA, our On-Line Application process. OLA allows the job seeker to electronically apply and complete the forms necessary to perform a background check. Pre-Check still believes in combining good old-fashion hard work with today’s most recent electronic solutions.

    What are some of the free tech tools you use in your business?

    In the background screening industry, you get what you pay for. For example, a free service like going to electronic court houses, which are often not up to date with recent criminal histories, can be a problem. Several times the wrong criminal history can be associated with an applicant because there has been no on-site search from a court researcher using proper identifiers. Also, employers will go to on-line job boards for free listings of job seekers only to find that the performance of the person that they hire does not match up with what has been stated on their resume. We seldom use free tech tools because they have not necessarily proven to be sufficient in making well-qualified hires.

    What tangible impact has technology had in how you operate your business?

    We have a large database that collects every source of information so that we can organize and forward specific aspects of the background check to the responsible party for processing. We Gerberize, which means that we have established procedures for most everything we do. Using Microsoft 360 and hosting our data in the cloud gives us an extremely secure process for protecting our information. All of which means we can accomplish more with less people, giving us a cost savings advantage.

    Are there any tech tools you are thinking about adding?

    Using platform technology called an API, we are reaching out to partner with other information systems so we can integrate Pre-Check into their systems. This will broaden our national and even international presence.

    You have attended various COSE events in the past. Why do you make attending these events a priority and what benefits have you received as a result?

    I have been a member of COSE since 1994. I enjoy the networking and the educational benefits of the training sessions such as the strategic planning course, the COSE meet ups and, most recently, the GCP/COSE investor events. I find that being a member of COSE gives me a sustainable business advantage where I have found both personal and professional growth.

    Learn more about the benefits of being a COSE Member by clicking here. Or, contact our Membership Team directly via email at memberservices@cose.org or by phone at 216-592-2355.

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  • Next up: Why I'm Going to the 2018 COSE Annual Meeting

    Why I'm Going to the 2018 COSE Annual Meeting

    In the lead up to the 2018 COSE Annual Meeting later this month, we will be running a series of stories focused on what attendees are hoping to get out of this year’s event and the lessons they’ve learned from previous Annual Meetings. Read on below to learn why one of our attendees is particularly excited about the 2018 Annual Meeting.

    Bridget Thibeault is the chef and owner of Luna Bakery in Cleveland Heights and she recently registered for the 2018 COSE Annual Meeting taking place Jan. 23. Thibeault took time recently to sit down with Mind Your Business to talk about why she registered for the event and what she’s looking forward to getting out of the experience.

    I registered for the annual meeting for two reasons—the speakers (Cleveland Indians manager Terry Francona, play-by-play voice Tom Hamilton and Indians’ Chairman and CEO Paul Dolan) and I am a new member and would like to learn more about what COSE has to offer me as a small business owner.

    I attend as many events as possible to learn new ways to lead and manage my company. We are a relatively new business that has grown very fast and we are preparing to open a second location in the spring of 2018.  For the past couple years, I have been focusing on organizing my company so we can grow with vision and strategy. (As a side note, my husband is the baseball coach at John Carroll University so he is coming with me as a guest since the content will be great for him too.)

    Luna is a very busy cafe and teamwork is one of the keys to our success. I'm hoping to learn some new strategies for teamwork and leadership from the speakers. I’m also looking for some additional insight into COSE and, of course, networking.  I find that every event I attend in Cleveland leads to more people finding out about our brand and we gain new customers.

    I am excited for the COSE Annual Meeting!

    Swing on by the 2018 COSE Annual Meeting and get unique insights on leadership strategies and how to build a winning team from the Indians’ Terry Francona, Tom Hamilton and Paul Dolan. Click here to register today!

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  • Next up: Why 'Scanning' Is an Important Part of Organizational Success

    Why 'Scanning' Is an Important Part of Organizational Success

    Scanning, whether it’s for an external environment or more of an introspective look at your own self, is a powerful skill that is not as easy to master as you might think. Read on below to learn more.

    Scanning is an individual or group’s ability to pay attention to what is going on around them, internally and externally. When you walk into a room, you immediately look around to see who is there, the layout, and what is going on. A lot of it is unconscious behavior. Some people scan that same room for danger. Some scan for safety or to see if anything is familiar. Others scan to see if there is anyone there that they know. Some scan for what is different. Some scan for gender or race or class for example—how many women or men are in the room.  

    Some people have an agenda or clear goals and scan the room for the people they have attached to those goals. So, why pay attention to your scanning?  

    How do you scan and what do you scan for?

    What you don’t see is as important as what you scan for in assessing situations and leveraging them for your own goals. What is missing in your picture can greatly impact your ability to accomplish your goals or see the bigger picture. For example, if you scan for the familiar, who in the room you know, then you miss all the new people that could be potential new clients if you go to know them. 

    The second part of scanning is the internal scan. How are you scanning yourself? What in your internal world are you paying attention to i.e. your thoughts, your feelings, your heart, your gut, your physical being, your energy, your history, your present, your future, and the impact of what is happening externally on you internally? And pay attention to how effective you are at shuttling back and forth between your internal scan and your scan of the external environment?

    This is a powerful skill. As I facilitate meetings or coach clients, I am paying attention to multiple levels of system. I am constantly scanning my internal self, the room, the group dynamics, the energy of the group, the content of the session, how the world outside of the room is impacting the session and discerning and intuiting what is needed from me in each moment to support the goals and intention of the session and the bigger unit of work that we are engaged in together. This allows me to remind the client of context, of what they may be missing in their scanning process and all kinds of factors that can be taken into consideration and integrated into their decisions, solutions and actions. This is especially helpful in discerning strategies so as much of the current reality picture is taken into consideration.  It is also critical when doing problem solving to minimize unintended consequences.

    You can increase your scanning ability just by paying attention to what you pay attention to in any given day or moment. Observe yourself and your daily patterns. This will give you insights into where you are, and then you can begin to pay more attention to additional data points or information. This is the time to take the opportunity to broaden your skill in your efforts to be more effective in life and business. Think about it: What in this article are you paying attention to? What feelings come up from your reading this blog? And how will you move forward now that you have this new awareness?

    Monika Moss-Gransberry is a 30-year entrepreneur, business coach and organizational consultant, author of Life Mapping: A Journey of Self Discovery and Path Finding and The Technology of Doing Creating & Being, both self-mastery books teaching readers how to make their visions real. She is on the faculty of the Goldman Sachs 10K Small Business Initiative and the Gestalt OSD Center. For more information on Monika’s work: www.mossgransberry.com and www.monikakmoss.com

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  • Next up: Why Your Meetings Suck (Part I)

    Why Your Meetings Suck (Part I)

    Your meetings are all wrong: unproductive, no structure, boring. But with a few simple tweaks, you can make your company’s meetings one of the most enjoyable parts of your day. Honest!

    This is the first in a two-part series on how companies can go from meeting blues to meeting bliss. By following this carefully laid-out plan, any company can improve its efficiency, empower its employees and hold meetings that are not just tolerable, but enjoyable. Let’s get started!

    One of the biggest disasters that I often experience when working with companies is their meetings. Let me describe the typical meeting that I have experienced and you let me know if any of these elements are present in meetings you’ve attended lately…

    There’s a problem at the company and somebody (often a boss) calls a meeting to solve it. Everyone drops what they’re working on and gets together in a conference room to discuss. There’s typically not an agenda and the manager starts by venting about the problem in all of its gory detail (which everybody usually already knows). Some solutions are offered before the real issue has even been identified and then those ideas are discussed ad nauseam, with an emphasis on the nausea. Finally, after about 30-60 minutes everyone is worn out and it is decided to table the issue while more facts are gathered and then have another meeting! 

    Am I getting close? 

    Meetings deserve our attention because, in so many businesses and groups, they are terrible. Most employees and managers dislike them but tolerate them only because they have to. Even worse, they are often a big waste of time. We have to STOP believing that meetings are bad. Bad meetings are bad.  Great meetings are moments of truth and accountability. If your meetings aren’t your favorite time of the week, you’re doing them wrong!

    Below, I present a meeting plan for a typical company. I’ll outline who should be in each meeting, how frequently they should occur and how long they should last. 

    When you first take a look at this plan, two things are likely to happen. First, you’re going to write it off as being too simple to really work. Second, you’re going to balk at how many meetings are on the list and say you don’t have time to have all of these meetings because your company isn’t big enough. 

    I’ve heard it all before, but just know that the great companies have figured out how to hold these meetings (even when they were under $1 million in size) and they grew into them. As their meetings improved, they understood that a powerful meeting is more important than chasing a new lead. (Note: If you’re so involved in the day-to-day operations of your business that you have to miss a meeting to chase a new lead yourself, you need to go back and read my last article “A Silver Bullet for Hiring the Right People” published in Mind Your Business recently. Get yourself some better people and then come back to this article!) 

    Here’s the meeting plan I recommend for companies in the restoration industry:






    Daily Huddle

    Frontline Staff

    EVERY Day

    5-15 minutes

    Plan the day, get on the same page, avoid unnecessary running around

    Peak Performance Meeting

    Entire Company by Division

    1 time per week

    60 minutes

    Get the team together and train on how to perform the company’s services

    Production Meeting


    1 time per week

    60 minutes

    Check in on all open projects (go thru them one by one), discuss projects that are off track, share best practices

    Leadership Team Meeting

    Senior Management

    1 time per week

    90 minutes

    Quick reporting on all aspects of the business followed by focused discussion of problems that would move the company forward the most if they were solved right now

    Strategic Planning Meeting

    Senior Management

    1 time per quarter

    1 day

    Review the prior quarter’s progress and get on the same page for the next quarter

    Annual Planning Meeting

    Senior Management

    1 time per year

    2 days

    Review the prior year and prepare for the new year

    State of the Company Address

    Entire Company

    1 time per year

    60 minutes

    After the Annual Planning Meeting get the whole company together to share the vision for the year and get everyone fired up and ready to tear raw meat off the bone in pursuit of your goals

    So, now we’ve got a shift in thinking and a meeting outline. Tune in next week for the concluding article of this short series. We will break down in greater detail the different meeting types, and take a look at sample agendas, that you can institute immediately for a more content and productive workforce.

    Jonathan Slain works with business owners and their executive teams to get control of their lives For a FREE meeting to discuss your business, he can be reached at jpslain@gmail.com or 216-870-4219.
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  • Next up: Why Your Meetings Suck (Part II)

    Why Your Meetings Suck (Part II)

    The sample agendas found below (which definitely don’t suck) will cover just about all of the different meeting types your company might face.

    This is the second article in a two-part series providing steps to more intentional and productive company meetings. The key takeaway from last week’s article is that we have to STOP believing that meetings are bad. Bad meetings are bad. Great meetings are moments of truth and accountability. Now, let’s take a more in-depth look at the different types of meetings your company needs to start planning, today.

    Daily Huddle

    This is a short daily meeting with your frontline. The powerful part is that it happens EVERY day. I can hear you out there saying that this won’t work for your company, that you can’t possibly get everyone together every day and that it would be a waste of time. You’d be wrong! Do it by teams or by division and use technology (phone/video conference) to make it easier. 

    Think about it this way: While your teams are doing re-work, going back and forth to Home Depot five times for parts, and waiting on another sub to finish their work, the best teams at other companies are all on the same page. They know exactly what everyone else is up to that day and their gross margin is going to crush yours. You can’t afford to NOT do a daily huddle. Keep it short and simple!

    Huddle Sample Agenda:

    1. Make sure everyone knows their assignments for the day (5 to 10 minutes)
    2. Q-and-A (5 minutes)

    Peak Performance Meeting

    Each week, each division should get their teams together for training. If you are just talking at your people it isn't training, it's just a boring meeting! Peak Performance meetings need to be interactive.

    For example, every week have your employees read a short article (this article would be a great one to start with). Ideally, you want them to walk in with questions about what they read. At the end of the meeting, certify them with a simple five-question quiz (they literally take a quiz and get a tiny certificate that they can post next to their desks or in their vans that shows they are "Peak Performance Meeting Certified.”).

    Videotape these meetings so that new employees can watch an entire library of your company’s greatest hits. Your employees will hit the ground running and you’ll crush your competition. What if your new staff members spent 12 hours watching training videos before they met with your first client? Wouldn't that be a great way to introduce them to your culture, rather than just throwing them in the deep end and hoping for the best?

    Peak Performance Sample Agenda:

    Culture Club (5 minutes): Discuss one of your company’s values and a staff member who recently demonstrated that value.

    Housekeeping (5 minutes): Any updates you need to share?

    Execution and Training (40 minutes): Roleplay a common process from your company. Have an employee present a best practice. Lead a discussion on an article or book you all read.

    Jeopardy (10 minutes): Play a game to test everyone’s knowledge. Give away a fun prize. Invest in some Jeopardy buzzers (go on ebay.com and search for the “Rolls GS76RL”) and make it fun and interactive.   

    Production Meeting

    OK, I am going to admit this up front: Production is the one meeting that is a necessary evil. I don’t have any magic to make this meeting “fun,” but you can take some of the sting out of it if you read on. You’re going to have to bring a list of all your active projects to this meeting each week and walk thru them one-by-one with your team. I know that it’s tedious, but it’s the only way to hold your team accountable for closing projects. My best advice is to go thru the reporting part of the meeting as quickly as possible. Whoever is leading the meeting really needs to drive the team to stay focused and on track. 

    If anybody tries to offer excuses or sermons about their project, cut them off and keep moving. What you want to figure out is whether each project is on track to meet or exceed its projections. For the second half of the meeting, you want to focus on discussing projects that are either going to finish way ahead of plan or projects that are in serious trouble.

    Patrick Lencioni makes the point in “Death by Meeting” that the reason movies are so much better than meetings is because they always have a high level of drama. Movies typically present the viewer with a hero and a problem that has to be overcome. Then about halfway thru the movie there is some huge obstacle and a crescendo builds to when the hero faces the bad guy and … triumphs!

    Unfortunately, most meetings have very little drama and thus are not very entertaining. In order for your meetings to be fun, exciting and productive, you need to MANUFACTURE DRAMA by focusing attention on the most interesting projects. Don’t waste time discussing Mrs. Johnson’s toilet that overflowed and the annoying adjuster who is dragging his heels on approving the claim. Focus on the project that is three weeks behind schedule and $50,000 over budget. Have the team drill down to figure out the real issue and share their experiences around how to fix it.

    Leadership Team Meeting

    The Leadership Team is where the C-Suite and Division Leaders get together to discuss the most important one or two issues facing the company this week. It is a tactical meeting in that it addresses the most burning issues of the day.

    The meeting begins with everyone reporting their progress for the week, including current metrics and progress, against the prior week’s to do items. The remainder of the meeting is focused on solving problems. All the time spent on reporting should build a parking lot of potential problems to discuss (it helps if you assign one person to record all the potential problems for you to solve). The idea is to get all the potential problems out on the table and then to pick which ones the team will solve that day. 

    Most unsuccessful meetings fail because the leadership team launches into discussing whatever problem is most top of mind for the owner of the company. Unfortunately, this usually means that the team wastes valuable time talking about whatever issue annoyed the owner of the company right before the meeting started. In other words, the team discusses the urgent at the expense of the important. Instead, you need to spend the first part of the meeting getting all the potential problems on the table and then you can choose (as a team) which problem to focus on to move the company forward. You can pick which movie you’ll watch instead of having to suffer thru whatever re-run happens to be playing in the owner’s head at the start of the appointed hour.

    Leadership Team Meeting Sample Agenda:

    1. Reporting (25 minutes)
    2. Problem Solving (60 minutes)
    3. Review and Conclude (5 minutes)

    Strategic Planning and Annual Planning Meeting

    It is human behavior that after about 90 to 120 days, we get off track and lose focus. Imagine that everyone in your company is an arrow. Ideally, you want all of the arrows aligned and ready to shoot in the same direction. After 90 days, these arrows start to move in all directions and, with time, it’s chaos!

    The Strategic Planning Meeting and Annual Planning Meeting are your compass to get back on track. These meetings will make sure that your company’s management team stays aligned on the most important things to work on over the next several months. 

    The first key to this type of meeting is to hire a professional facilitator. Let’s face it, it’s really hard to both participate in a meeting and facilitate it at the same time. Unless you have a lot of experience running meetings (so much that it’s second nature), hire an outsider to help facilitate the meeting. This investment will allow you to focus on participating in solving your company’s most important problems instead of being distracted watching the clock.

    Second, host the meeting off site and have it catered. Get your people outside of the box so that they can spend a day working with you ON the business and not IN the business. Treat them like a board of directors and pamper them with a catered breakfast and lunch. Going to a restaurant will break up your flow and cause the meeting to last longer. 

    Lastly, make it fun! If your team is going to have to be cooped up all day talking about the business, mix in some fun team-building events (no, not trust falls! Email me if you need some ideas!) And, consider taking the team out to dinner to build rapport and enjoy each other’s company.

    Sample Strategic Planning Agenda:

    1. Get vulnerable—each team member shares a high and low from the prior 90 days
    2. Review the prior quarter
      1. Review P&L for the last quarter
      2. Review progress against goals for the quarter
    3. Establish new goals for the upcoming quarter
    4. Discuss problems—this is a great time to discuss really sticky issues that were too hairy to discuss during your weekly meetings
    5. Review mission, vision and values (annual meeting only)

    State of the Company Address

    This is your opportunity to get everyone in your company together and aligned. Done properly, these 60 minutes will be the most profitable hour of the year for your business.

    Sample State of the Company Agenda:

    1. Review the company’s mission, vision and values

    2. Reveal goals for the upcoming year

    3. Conclude with a team-building exercise

    What’s in it for you? A successful meeting plan will ensure that all your employees come together as a cohesive unit all rowing in the exact same direction, which leads back to my favorite Patrick Lencioni quote from “The Five Dysfunctions of a Team:

    “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”

    Jonathan Slain works with business owners and their executive teams to get control of their lives For a FREE meeting to discuss your business, he can be reached at jpslain@gmail.com or 216-870-4219.

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