On today’s show, we discuss how mindfulness can affect our organization’s ability to be successful.

Dr. Eric J. Holsapple is a successful developer and entrepreneur who has used mindfulness to transform his life and business, and helps others to do the same.

Eric has a PhD in Economics, has been a real estate CEO and developer for nearly 40 years, lectured real estate at Colorado State University for 20 years, and practiced yoga and meditation for 30 years. Eric was awarded The Colorado State University Real Estate Entrepreneur of the Year in 2010; and Bizwest Bravo Entrepreneur of the year award for Loveland, CO in 2015. Holsapple has a unique perspective on how merging business and mindfulness can be a catalyst in changing lives. Eric is the Founder of Living In The Gap. His popular workshops teach CEOs and professionals a different way to operate mindfully while improving the bottom line.

Eric has written numerous published articles in real estate and economics, and a book entitled Profit with Presence that will be published in early 2023. He is a regular speaker at public and private events, and a popular guest on business podcasts.

Key Takeaways:

• Essentially, mindfulness is focus.

• To change negative thought patterns, develop awareness of how much focus is given to negativity. Focus on building relationship instead or determining if a change should be made.

• Mindfulness helps to see other people as people and not just a means to getting the job done. End results are important, and should be looked at on a regular basis, but being present in the moment when speaking to people helps employees feel valued.

• Impact to ROI – Aetna did a study showing a $2000 annual savings in healthcare cost and a $3000 annual increase in productivity per employee after implementing a mindfulness program.

• A mindfulness exercise before a meeting helps the meeting to be more productive.

• Mindfulness helps to filter random thoughts and only focus on the ones that are part of the desired vision of the individual or the organization.

• Accepting our current reality reduces stress. Stress is resisting the reality. We can still desire and strive to make changes toward improvement, but accepting the current reality calms the mind.

• The world doesn’t change. Your perception of the world changes.

• The goal is to be able to focus on what you want to focus on to the exclusion of everything else. The exercises help to train yourself to do that.

• Consistency is more important in the beginning than the length of the session.

• One easy way to start is to just stop and take time to focus on your breathing.

• Corporate mindfulness could shift the mindset of the world.

Pitfalls to mindfulness:

• Time – We are all busy. Start small and focus on consistency.
• Culture – People will criticize. Keep it private until you are confident.

Top Takeaways:

• Start with 3 “gratitudes” each day. What are you grateful for and why?
• Start to be aware of your breath. You can do this wherever you are.
• Do service work. Getting into the community to serve others changes your mindset.

Connect with Eric Holsapple:

Paid programs and free resources available at:  https://livinginthegap.org/

Eric’s book launches Mar 7 on Amazon –

Profit With Presence – The 12 Pillars of Mindful Leadership

On today’s show, we discuss the impact of financial asset management to your success.

Devon Drew’s track record speaks for itself: As a senior executive at Vanguard he raised over $20 billion in assets for Vanguard’s proprietary ETFs and mutual funds within Texas.

When the world experienced the “George Floyd Moment,” Drew began to question his professional impact and got to work, collaborating with some of his fellow data and tech gurus, to create DFD Partners, a SaaS platform that is designed to allow diverse asset management firms effectively scale by leveraging data automation and machine learning.

Drew and his team have proved their concept, with already just under 100M raised and 70B in aggregate platform AUM. They are currently focused on helping small and diverse funds increase their AUM by 1 trillion by 2028.

Since launching the platform in Summer of 2022, DFD Partners is already amongst the fastest growing fintech companies this year. Within the past few months, they have been named One of the Top 10 Rising Fintech Companies by Future Proof and have sat on several panels, including the Keynote Panel at LG Innovation Summit alongside Meta, Google, Tesla and Amazon, and the Emerging Manager Panel at Tide Spark Conference, where the attendees made up over 400B worth of assets under management in the building. Drew himself has been interviewed by The Compound  and Friends Podcast, ABC, California Business Journal and Bloomberg, and has been mentioned in numerous media outlets, including Business Wire, Financial Advisor, Citywire, International Business Times and Advisors Magazine.

Key Takeaways:

• Asset managers are the individuals within a company that control the money for organizations. Organizations may be a significant shareholder in many influential companies.
• Through investments, the organization has a tremendous influence in
  • Employees retiring with dignity
  • Public policy
• ESG – Environmental Social Governance is a set of standards that socially conscious investors use to screen investments. Organizations will receive an ESG score depending on how they demonstrate a demonstrable impact on these three key areas.
• As more organizations comply with ESG or impact investing, over time these companies will outperform the others.
• Diversity in background, gender, asset class, and age of asset managers will drive differentiation in thought. In turn, you’ll find differentiation in returns.
• An organization needs to have an investment policy statement that adheres to what the organization believes in. It should guide how the money should be managed.
• The underlying block chain technology is going to be revolutionary when it comes to balancing the ledgers. Digital assets will need some more regulation to eliminate those that are not commercially viable. We are still in the beginning stages.
• Over the next 20 years, you’ll see 68 trillion dollars from Gen X and Baby Boomers transition down to Millennials and Gen Z. Trust and communication are imperative to build into the next generations, or they will abandon asset managers and try to do it themselves, potentially making poor financial decisions.

Top Takeaways:

• Have a long-term approach to investing.
• When making financially life-altering decisions, seek the help of a financial professional.

Connect with Devon Drew:

Website:  https://dfd.ai

LinkedIn:   https://www.linkedin.com/company/dfd-partners/

Twitter: dfdpartners

Facebook: https://www.facebook.com/dfdpartners

Instagram: https://www.instagram.com/dfdpartners/

On today’s show, we discuss the pace of change in organizations and the impact it is having on leaders.

Julie Noonan believes in unapologetic authenticity, candor, integrity and humor. She will tell you the TRUTH, even if it stings. Her strengths include:

• Genuine love of people in all their messiness
• Talent for idea-generation that helps her clients expand their thinking and innovate
• Keen focus on maximizing the talents of others
• Ability to recognize the inherent connections between concepts, disciplines, ideas and people to create better solutions
• Firm belief in creating real relationships with clients to “meet the need beneath the need”
• Intuition to “feel” the culture and energy in an organization to guide adjustments needed to better align with mission
• Formidable ability to confidently, and tactfully, call “BS”, speaking truth to power
• Stubborn resilience in the face of failure
• Determination to continue learning and growing

Julie has years of executive-level experience in consulting in both the private and public sectors, as well as years of experience as a corporate employee. She has spent her career coaching leaders at all levels in many industries and through many challenges – both professional and personal.

Key Takeaways:

• One important concept in today’s workplace to keep in mind is that we are in the last years of the boomer generation in the workplace. They will naturally be nervous about becoming obsolete at the end of their working years due to the changes brought on by the newer generations. Great leaders will maximize their value as long as possible.
• Change impacts different generations differently. Boomers have initiated change most of their careers, and now they are more often the recipients of change. They are staying in the workplace longer, often retiring and then starting their own businesses or consulting because they are driven to contribute. Millennials tend to be more confident and collaborative, embracing change. Appreciating the value of each generation will lead to the greatest success.
• For a successful change, involve influencers in the local office in initial testing and place them physically near those employees that you expect to struggle.
• Allowing enough time for adoption of the change will save the company money over an unadopted change. Impatient leaders need to remind themselves that they knew about the change long before the employees. The employees need time to process the change as well. Educating them and answering questions will be a big key to success.
• Sponsors should be well-regarded, influential, and be able to make big-ticket decisions.
• First time sponsors – get help. Find an experienced change manager or a coach to help you get through the tough spots.
• Great project managers can convey the project status to sponsors and committee meeting members in a simple way, but not be insulting.
• Business analysts are valuable to consult with in the beginning to understand the concerns of the group early on.

Top 3 Takeaways:

• Reverse mentoring. Putting boomers and millennials together brings out the best in both employees. The boomers can help develop the millennials in the company, and the millennials can help the boomers with current trends so they can stay relevant in the remaining years of their careers.
• Coaching is not just for leadership development. It’s for any person in their career where they might need an extra set of ears or an objective viewpoint to help them through something that is blocking them from moving forward or being the best leader they can be. Check with your HR department to see if hiring coaches is an option or hire a coach from your own personal funds to improve your career.
• Get change management involved as early as possible, even during the initial contemplation phase of a big change.

Connect with Julie Noonan:

Website: https://www.jnoonanconsulting.com/

LinkedIn:  https://www.linkedin.com/in/jnoonanconsulting/

On today’s show, we discuss how average employees are impacting your profitability.

Danielle Mulvey is a former flight attendant-turned-entrepreneur who has cracked the code on recruiting and retaining what she refers to as “5-Star Employees”: game-changing, dedicated, hardworking people who make big plays and get real, consistent results. Never one to settle for average, Danielle has scaled her several companies to over $50 million in annual revenue while spending less than 10 hours each week overseeing their operations. Danielle’s own team of trusted 5-Star Employees provides her with the freedom to spend the rest of her workweek guiding other entrepreneurs through podcasting, workshops, and community curating.

Key Takeaways:

• 5-star employees represent the top 15% of the available talent in the market

• Recruiting and hiring effectively is key to success in your company. Cast a wide net. You’ll need to review a lot of applicants. Create opportunities to test talent, similar to football training camp. One option is inviting the finalist candidates to do paid “shadow days.”

5-Star Employee Rating System

• Alignment with core values
  • This is the secret sauce to your organization. It’s almost like being able to clone yourself if you can have an entire team of people that share your core values.
• 11 universal qualities
  • Assessing potential and mindset/skillset to do the job
  • These are things such as ability to learn, ability to be limber, and ability to listen. Limberness and ability to listen are red flag qualities. They either have them or they don’t, and you don’t want them if they don’t. Some of the other qualities could be improved by opportunity or coaching.
• 3x return on payroll
  • Every employee should be bringing a 3x return on your investment in them. Often this is measured in how much they are taking off the plate of another employee/owner that has a higher billable rate.
• Success metrics for key responsibilities
  • Quantify what success means – the expectations should have a measurement attached for the employee’s 3-5 key responsibilities. Examples would be referrals, client feedback survey results, claims processed, etc
• Aptitudes and Skills
  •  Employees need to show they can do the job. Determine 9-13 aptitudes/skills that you can test candidates on.

How do the 1, 2, and 3-star employees impact profitability?

• Bloated payroll. A 5-star employee does the work of 2 or 3 lower star employees.
• Morale killer. 5-star employees love what they do. They treat the job as a craft, not a career. Anything less than that brings down the team.

What should you do if you find yourself with a 1,2,3-star employee?

Transition them to alumni status. If it’s not a good fit for them, they will likely be happier somewhere else. These employees will also begin to cause resentment in your 5-star employees if they stay and under-perform.

Top 3 Takeaways:

• Use a 5-star employee rating system
• Be objective with your hires
• Never settle for less than 5-star employees

To get the guide on how to hire 5-star employees:

Text NeverSettle to 411321

Connect with Danielle Mulvey:

Website: www.5staremployees.com/

LinkedIn: /in/danielle-mulvey-66a315/

Instagram: /danielle__mulvey/

On today’s show, we discuss how companies can prepare for IPO and ensure their employees benefit.

As an attorney, a CPA, and a CFP®, Aaron Rubin runs a wealth management practice that integrates tax, financial planning and investing. Aaron helps his client minimize

their tax liability and keep more of their equity compensation so they can support the people they love and the causes they care about most. Whether in Silicon Valley, Austin, or the Tech Triangle, he works with pre-IPO executives and early employees at late-state tech companies.

Aaron received his BA in Economics-Accounting-Spanish Literature from Claremont McKenna College, and his Juris Doctorate from the University of Illinois. He formerly worked in Deloitte’s Private Client Advisory Department and spent three years in public accounting working on individuals, trusts, and estates before switching over to wealth management. He became a CPA in 2008, and a CFP® in 2010. In 2019, Aaron published his first book “Financial Adulting’’ as a guide to help young professionals navigate tax, investment, and estate planning.

He lives in the San Francisco Bay Area with his wife, three daughters, two goldendoodles, and five chickens.

Key Takeaways:

Equity compensation is really important both to attract talent and to retain employees.

Recommendations for employers:

• Allow early exercise for employees.
• Use a 10b5-1 plan, which is a non-discretionary plan to sell your stock if you’re in a black-out window.
• Educate your employees about the potential benefits for them.
• Younger companies can move stock early into different trusts.
• Younger companies can do what’s called RSAs. Can do an 83b election, which is taxed early when lower priced.

Recommendations for employees:

• Seek a competent attorney to help negotiate your stock compensation package.
• Seek out great tax advice.
• Employees are advised to sell vested stock to be able to diversify.

Connect with Aaron Rubin

Website: wrpwealth.com

LinkedIn: www.linkedin.com/in/stockoptionswhisperer

Facebook:  https://www.facebook.com/WRPWealth

Twitter: @WRPWEalth

Tiktok: ipographs

On today’s show, we discuss how to crack the code of a great culture and also how to make it scalable.

Darrin Jahnel is the founder and CEO of Jahnel Group, a 150-person software consulting company headquartered in Schenectady, NY. Darrin leads with energy and is maniacally focused on creating an amazing work environment for his team.

Darrin earned an undergraduate degree in Business Administration from the University at Albany and a Master’s Degree in Information Systems from NYU’s Stern School of Business.

Prior to starting the company in 2012, Darrin worked as a Senior Software Engineer on Wall Street. Darrin has led numerous engineering teams on multi-million dollar projects and is a member of MENSA.

He is happily married and has 4 children (2 adopted children and 2 birth sons). Darrin’s oldest son, Gideon, is from Nigeria. Although Darrin and his wife refer to Gideon as their son, they were not able to officially adopt him. Gideon has parents and 5 siblings back in Nigeria. Last year, Gideon worked 60 hours a week, all summer long and earned enough money to buy his family a house back in Nigeria!

Outside of work, Darrin enjoys working out, coaching basketball, drinking beer, and woodworking.

Key Takeaways:

• Low turnover is a great gauge of whether or not you have a great culture.

• A great culture will be similar to the feeling you had as a child when on a great sports team.

• Recruiting and hiring must be prioritized. Hire people who match your company’s core values, have a servant’s mentality, and are easy to work with. You’ll need to interview many more people than you hire. Get them outside of work as well to see what kind of people they are, maybe out to dinner with their families.

• Intentionally mix introverts and extroverts in a healthy ratio for teams and business trips to create good energy.

• Deliver on the promises made in recruiting in order to have great retention. Find out what is important to each employee and tailor the projects, recognition, and rewards to be meaningful. Show employees that you are paying attention. Examples – involve their families, donate to their favorite charity, etc.

• If you have remote team members, create a few very intentional in-person experiences per year that are designed to create bonding opportunities. These should be offered like a buffet where employees can pick and choose what they want to participate in without any pressure.

• Reviews should be a conversation about an employee’s goals for their life and how the company can help them get there. Great to do annually during their month of hire in a relaxed setting, potentially outside of the office. Rather than having lots of forms to fill out, just have a few guided, open-ended questions to start the conversation.

Top Takeaway:

There are still superstars out there, even in this market. Step up your recruiting efforts.

Connect with Darrin Jahnel

Website: https://jahnelgroup.com/

On today’s show, we discuss how doing less is more in realizing project benefits.

Antonio Nieto-Rodriguez – Author of the Harvard Business Review Project Management Handbook, the featured HBR article The Project Economy Has Arrived, and four other books, Antonio is the creator of concepts such as the Project Economy and the Project Manifesto. His research and global impact on modern management have been recognized by Thinkers50. Fellow and Former Chairman of the Project Management Institute, he is the founder of Projects&Co and the Strategy Implementation Institute. Born in Madrid, Spain, and educated in Germany, Mexico, Italy, and the United States, Antonio is fluent in five languages. He has an MBA from London Business School. He is a member of Marshall Goldsmith 100 coaches. You can follow Antonio through his LinkedIn Newsletter – Lead Projects Successfully, his popular online course Project Management Reinvented for Non-Project Managers and his website.

Key Takeaways:

What causes overburdening of projects in organizations?

• The work is going very fast. Companies are reacting to keep pace.
• Products or services are replicated very quickly with more competition.
• Automation and artificial intelligence robots causes companies to be more project-based.
• Companies launch more projects than they finish.

How do you decide which projects to focus on?

• The best projects have a full-time dedicated project manager and dedicated resources.
• Senior leadership needs to be aligned with and aware of the strategic initiatives.
• When you say no to a project now, you don’t say no to the idea. You can have a few people explore ideas while you focus on the main projects you’ve adopted.

What is the biggest downfall of a company taking on too many projects?

Unclear ROI. We do projects for benefits, and we want to measure this.

How do you define your project benefits?

• Benefits have traditionally meant financial return. Now we are beginning to focus also on culture, satisfaction, environment, social aspects, and sustainability.
• Traditionally, a small team of project managers will determine the benefits for the sales team, customers, logistics team, etc. We want to begin to consult with the different teams to determine benefits desired and means of measurement during the project planning.

How do you manage stakeholders so they get the outcome they expect even when things aren’t going well?

It’s important to focus change requests not only on the pain we want to avoid, but on the benefits we will gain by implementing the change.

How do you balance the benefits of having a sense of urgency with employee health?

Employees don’t mind working under pressure if it’s on just one project with an ambitious goal. It becomes unhealthy when it’s multiple projects and continuous pressure.

What is a good blueprint for moving forward?

• Senior leadership needs to be involved and aware, not only the project managers.
• Focus on a minimal number of projects with a rest period in between.
• Employees should be empowered to speak up about issues for the benefit of the company.

3 Top Takeaways:

• Invest in yourself.
• Talk about the benefits of the projects more often.
• Enjoy what you do. Find your place.

Connect with Antonio Nieto-Rodriguez:

Website: https://antonionietorodriguez.com/

LinkedIn: https://www.linkedin.com/in/antonionietorodriguez/

On today’s show, we discuss employee adaptability.

Michelle Boulé is a Transformational Life and Business Coach, Healer, and Dancer who helps creative leaders and entrepreneurs all over the world clarify and manifest their visions with more confidence, impact, and alignment towards their truth. Her work has been featured in The New York Times, Dance Magazine, Thrive Global, Good Day DC, Her Money, and Bloomberg Businessweek.

She’s the founder of Michelle Boulé Coaching, offering online group programs, private coaching, speaking, teaching, and in-person retreats. She brings a unique methodology to personal transformation that creates profound change, drawing on everything she’s learned from her award-winning international career in dance, along with over 25 years of practice in somatic therapies, energy medicine, mindset psychology, and spirituality.

Key Takeaways:

What are some universal laws that relate to business?

Law of cause and effect

Law of polarity

Law of vibration

Law of sacrifice

Leaders should ask themselves:

Who am I?

What is that I’m trying to create?

How can I operate with integrity?

Sometimes employees deal with a lot of negative self talk, hindering their growth. These are some good questions to ask when thinking about goals and the changes that are needed to accomplish them:

What do you want?

What are you grateful for?

Am I willing to make this change?

How do leaders support employees in being adaptable to the changes that they face?

• Education. Have it be part of the culture. Get people thinking about what we can do to expand. Teaching people how to think is key. Knowing there is always a solution, focus on putting energy there.
• Connection. Focus on how we connect with each other.

How do we connect these seemingly personal strategies to the business environment?

Growth happens in spaces where people are comfortable. How do we create a space where people can feel seen, whole, and comfortable? Leaders can lead with vulnerability. We create when we feel safe, just as when we were children.

These principle relate well to Ken Blanchard’s – The Seven Dynamics of Change. Let’s talk about a few.

People will feel awkward, ill at ease, and self-conscious.

Change causes employees to feel awkward and self-conscious. The confidence, knowledge, and experience of a leader will help them through the uncomfortable change to a place of safety again where they can create. Leaders should always be focused on personal development and focused on self care so they can guide the team well.

People initially focus on what they have to give up.

In order to move to something of a higher nature, you have to let go of something of a lower nature. We want to teach people to lean into faith in the unknown as a means of growth.

People can only handle so much change.

We are all different. Some thrive with change, and others fear it. We need the variety and diversity.

People going through the same change often still feel alone.

There is power in group work. When someone expresses something, others relate and feel less alone.

3 Top Takeaways:

• What are the things I can change within myself as a leader because I know I have a role in implementing change?
• Prioritize self care – nervous systems can settle down and become creative.
• Have fun. How can we bring play back into our lives?

Connect with Michelle Boulé:

Website: michelleboule.com

LinkedIn: https://www.linkedin.com/in/michelle-boul%C3%A9/

Instagram: https://www.instagram.com/michelle.boule/

Facebook: https://www.facebook.com/MichelleBouleCoaching

On today’s show, we discuss strategies for aligning digital strategies to avoid corporate failure.

Jonathon Hensley is co-founder and CEO of Emerge, a digital product consulting firm that works with companies to improve operational agility and customer experience. For more than two decades, Jonathon has helped startups, Fortune 100 brands, technology leaders, large regional health networks, non-profit organizations and more, transform their businesses by turning strategy, user needs and new technologies into valuable digital products and services. Jonathon writes and speaks about his experiences and insights from his career, and regularly hosts in-depth interviews with business leaders and industry insiders. He lives in the Pacific Northwest with his wife and two boys.

Originally from Silicon Valley, Jonathon got into the digital product space inspired by the incredible people developing new technologies all around him and the possibilities they unlocked. This fueled his curiosity to understand how technology transforms the ways in which people live and work.

Today that curiosity continues to drive him, as he works to help businesses harness technology. His work focuses on alignment, helping leaders define the value they want to create in a succinct and tangible way; where to focus, why, and what it will take to achieve that outcome. His favorite part is going beyond the idea but reimagining how you bring together people, data, and processes so that a client can succeed.

Key Takeaways:

What are the foundational components of a digital strategy?

• What is the vision for the product? What is the long-term destination?
• What is the problem that you are solving with the product?
• How can I create value by solving the problem in a better way in this market?
• What will be the outcome for that success for the customer and the business?
• How will we measure that forward progress?

How can companies actually execute and realize their strategy?

Misalignment is usually the cause of strategy not being executed well. Clearly define the problem and determine the impact and value of solving that problem. Understand who you are solving the problem for and what it will truly require.

How can a company be sure they have evaluated the strategy well before moving forward?

• Is the problem you have defined a root cause or a symptomatic issue of a different problem?
• Who is the audience most impacted?
• Is the problem big enough that they are willing to invest dollars and time to solve it?
• Do you have empathy for your customer enough to really understand the ramifications of their problem and what value you can bring?

How do you reconcile competing needs?

• Make sure the vision for the initiative is clear and shared.
• Understand the organizational culture and interdependencies.
• Engage customers to gain connection and insight.

How do you balance the need to prepare and the need to move quickly?

Speed is something that can be dangerous if the actions are not effective and your organization is not structured to be able to recover quickly from failures and adapt.

What are some of the key elements that drive failure?

• Not knowing your customers. Understand the behaviors and motivations for that customer to adopt and have a need for your product/service.
• Management of expectations. Sometimes there is a lack of understanding which affects the ability of team members to collaborate well.
• Siloed knowledge.

How does a company determine their focus?

A company needs to decide and agree what attributes of the market they can do well and focus on those things. They should choose things that are underrepresented, not try to do everything that the competitors are doing.

What are the key attributes of companies that succeed?

• Developing a clear, well-defined, and long-term product vision.
• Building teams where everyone understands that they have a stake in customer acquisition, participation, retention, and support.
• Equating customer experience to customer life-time value. It’s an umbrella to everything.
• Being clear on value drivers – psychological value and functional value.
• Defining the key attributes to focus on.
• Knowing the customer motivations.

Top 3 Takeaways:

• Develop understanding of strategy vs planning.  The skillset is different for strategic work. Strategy is understanding the problem space so we can understand where we can focus and make the biggest impact with our capabilities and resources. Planning is determining how we can effectively manage those resources and bring alignment to our team so we can execute on the strategy.
• Make sure that there is a common language within the organization to build a culture. Set up the team members for success.
• Manage knowledge so that you are able to scale and train each role in their processes and the value they bring.

Connect with Jonathon Hensley:

Company: https://www.emergeinteractive.com/

LinkedIn: https://www.linkedin.com/in/jonathonhensley/

Book: Overcoming internal sabotage and digital product failure

On today’s show, we discuss strategies for designing corporate benefits in the 21st century.

Jennifer Burnham-Grubbs is CoFounder and CEO of Quantum Insurance Services, an award-winning, commissions-agnostic insurance consulting firm passionate about providing clients with best-in-class insurance designs for Life, Disability, Long-Term Care, Annuities, Commercial Risk & Employee Benefits. Jennifer has become a distinguished thought leader within the insurance industry by specializing in plan designs that maximize value, minimize premiums and tailor coverage exactly around each client’s unique needs. By constantly working to create efficiency, transparency and consumer-first programs within the insurance market, Jennifer helps clients engage safely and successfully with an execution-dependent sector of the financial world that is vital to most portfolios.

Jennifer also recently co-founded and launched Womxn of Wealth (WOW), a nonprofit organization dedicated to financially empowering women, so they become more comfortable with taking wealth creation firmly into their own hands.

As co-creator of the Wealth Mastery for Women ™ series and currently a featured speaker with LeadHERship Global, Jennifer also supports and guides ambitious, creative women in a monthly webinar that delivers brass-tacks financial information across a wide spectrum of topics. The monthly webinars encourage women to move in the direction of their purpose, their mission and their dreams with powerful connections, critical support, practical tools and valuable resources to show up, speak up, and step into their power through financial education.

Key Takeaways:

What is the base thing that every employer needs to be thinking about when it comes to benefits?

During the pandemic, many people used their insurance more, so they really value that benefit. With the tight job market, employers need to provide excellent health insurance. Make sure to provide a Teledoc solution to add value to the employees and also keep some of the visits from affecting your main insurance premiums.

For mid-market companies, how do you maximize the value your employees are getting, but still control the cost so that you can stay profitable?

Health insurance is now the second highest line item for businesses after payroll. The key is in the efficiency of the design. A consultant can help small businesses to put pieces together in a smart way to lower the total package cost.

A PEO is a professional employment organization that you can join to outsource human resources and payroll functions. They can often get great large group rates and are often very tempting for small businesses just starting out. The down side is that the fees are not always straight-forward, and it can be difficult to understand what you are paying for and how to save moving forward. It’s also difficult to break from them later.

Are there newer types of benefits being offered besides the standard things?

A few that we are seeing are group pet insurance, Teladoc for medical and mental health visits, and also fertility benefits.

How does a company design a package that provides what is important to each employee?

If you have a great broker, they can tailor your package to provide many options, not just a few.

What is one mistake you would advise to look out for?

Don’t neglect HR laws and regulations. Get HR guidance, an HR consultant, or hire an HR employee.

Top 3 Takeaways:

• Think carefully before going with a PEO. Seek out a great broker for referrals and recommendations.
• Teladoc is a game changer for helping employees get help at more convenient times and at a great cost savings to the employer. Be sure to teach the employees how to use it.
• Learn to know, love, and understand HSAs. They are terrific for high earners, very healthy, very sick, or those who go out of network a lot.

Contact Jennifer Burnham-Grubbs

Company: www.quantuminsurances.com

Email: info@Teamqis.com or jennifer@teamqis.com

Phone: 424-286-2481

LinkedIn: https://www.linkedin.com/in/jennifer-burnham-grubbs-she-her-99639a58/