Decision-making - C-Link Consulting https://www.c-link.consulting Drive value and maximize your exit Mon, 06 Apr 2026 21:28:55 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 https://www.c-link.consulting/wp-content/uploads/2018/05/cropped-C-Link-Site-Icon-32x32.png Decision-making - C-Link Consulting https://www.c-link.consulting 32 32 Worried AI is crushing your exit value? https://www.c-link.consulting/ai-crushes-exit-value/ Tue, 24 Mar 2026 19:51:00 +0000 https://www.c-link.consulting/?p=2352 How will AI impact the ultimate value of your business? The answer depends on which side of the fence you’re sitting on. If your service model relies on tasks that are easily automated, the "panic" is real. If you’re in a seemingly "AI-proof" industry, like home services, you’re likely watching the horizon, wondering when robotics…

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AI Crushes Exit Value600

How will AI impact the ultimate value of your business?

The answer depends on which side of the fence you’re sitting on.

If your service model relies on tasks that are easily automated, the "panic" is real. If you’re in a seemingly "AI-proof" industry, like home services, you’re likely watching the horizon, wondering when robotics will catch up to manual labor.

When a buyer assesses your business today, they aren't just looking at your EBITDA; they are looking at how you’ve defended against these three AI-driven threats:

1. Lowered Barriers to Entry

AI is a massive enabler for new competitors. If a founder can "vibe code" a software solution in weeks that previously cost seven figures and years to develop, your moat just got shallower.

The Defense: Is your value tied strictly to IP, or do you have deep "organizational capital" and customer relationships that make switching painful?

The Move: How quickly can you prototype new barriers that deepen customer intimacy?

2. The Rise of New Substitutes

Substitutes are often more dangerous than direct competitors because they require us to be unbiased about our own obsolescence (think Kodak vs. the smartphone).

The Pivot: Should you reinvent the org? Which parts of your "knowledge base" are transferable to a new advantage?

The Strategy: Can you refocus on high-margin human-centric lines that fall outside of AI's current scope? Or is it time to acquire the disruptor?

3. The Talent Pipeline Collapse

The phrase “AI won’t replace your job, but someone using AI will” will age poorly. We are seeing a "hollowing out" of the middle.

The Dilemma: Owners face a choice between retaining long-term institutional knowledge and maintaining a viable cost structure.

The Long View: If AI replaces all entry-level roles, where will your future senior leaders come from? Reskilling isn't just an HR buzzword anymore; it’s a valuation protector.

Ready to find out more?

Adversity creates opportunity, but exit values will stagnate if investors can’t see a clear path to a timely return.

Is your business AI-ready or just AI-exposed? Let’s discuss your outlook and how to protect your valuation. DM me or connect, and let’s book a 30-minute call.

How will this impact you?

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]]> No one wants to leave a mess for their family. They want to leave a legacy. What will you leave? https://www.c-link.consulting/dont-leave-a-mess-leave-a-legacy/ Thu, 22 Jan 2026 15:46:16 +0000 https://www.c-link.consulting/?p=2287 “I’m not going to exit for years. Maybe never!” There are two big problems with these common statements.

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A business owner juggling flaming torches while refusing help

“I’m not going to exit for years. Maybe never!”

“I’m not going to exit for years. Maybe never!” There are two big problems with these common statements. I’ll take the easy one first

1. We are all going to exit our business. One of the “5Ds” is inescapable (death), and by not preparing your family and business, you leave a mess as your legacy. It doesn’t have to be that way.

2. Yes, you are doing a lot right now, so why bother taking on the extra work to prepare for an exit? Imagine your current workload AND gathering documentation, preparing your team for a change, talking daily with your M&A team, meeting with prospective buyers, and then following up on their information requests. Not fun, and it’s almost guaranteed your business will suffer, lowering the value.

"I can't do this now."

If that makes sense, but you see it as a long-term problem, consider the fact that an exit-ready business is easier to run and more profitable.

If that is one of your immediate goals, then you’ll want to connect with me now.

Get started

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]]> How can you avoid the pain of Seller’s Remorse? https://www.c-link.consulting/sellers-remorse/ Tue, 09 Jul 2024 21:37:59 +0000 https://www.c-link.consulting/?p=2172 The Exit Planning Institute has found that 76% of business owners regret selling their business. Will you have seller's remorse or enjoy your new life?

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A light bulb sitting on a chalk board with an outline of a cloud

Most owners regret selling their business

You might find that hard to believe, but the Exit Planning Institute has found that 76% of owners have seller's remorse within a year. How can this be?

My exit story

I was happy to sell my business, got what I asked for, and felt regret within a month. I had a plan: I would finish off my executive MBA and start a consulting business. I missed being part of a team and found that my 'planning' had failed to consider long-term financial needs and personal challenges. The story ends well, welcome to the result!

Click here to learn more

Five sources of Seller's Remorse

1. How will you and your family adjust to your new routine?
We have faced challenges during COVID-19, adjusting to spending more time together and adapting to new routines. You and your family must set expectations and consider your new 'normal'.

2. What time frame did your personal plans cover?
Sellers often talk about the fantastic once-in-a-lifetime vacation they will take or building their dream home. But what then?

3. What happens to your self-image?
Owners are used to being the focal point of a fast-paced business environment, which has considerable status and reward. When that changes, what will you say when people ask, "What do you?"

4. Did you get enough to live your dreams?
Understanding how much of a nest egg you need to live as you want and care for your family is critical. Did you exit too soon without maximizing the value, or should you have adjusted your expectations?

5. Are you second-guessing your decision?
It's tough to leave a business you've invested sweat, tears, and too many hours into. Should you completely exit the business or take a 'second bite of the apple'? Did you understand your options? Did you miss out on the chance to leave a charitable legacy?

How can you avoid Seller's Remorse?

influential-delegation-1024x684

You can avoid all five sources of seller's remorse by having a strong transition team led by a CEPA or Certified Exit Planning Advisor. The CEPA will align your existing team and, where needed, supplement with experts to ensure you can make the right decision. Don't miss out on the full value of your business and protect your legacy.

Don't wait until it's too late

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]]> How employee turnover impacts revenue https://www.c-link.consulting/how-employee-turnover-impacts-revenue/ Sat, 29 May 2021 21:10:51 +0000 https://www.c-link.consulting/?p=1725 In addition to the upset, extra work, and frustration employee turnover causes, what does it cost you?

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In addition to the upset, extra work, and frustration employee turnover causes, what does it cost you?

  1. Disruption to production and morale
  2. A loss of expertise in the team
  3. A loss of revenue

Use the form below to calculate the impact employee turnover has on your business.

Image of an office lobby

How can you reduce turnover?

1. Take proactive steps to ensure new hires are good behavioral fits with your team.

2. Develop and communicate a strategic plan and share it with your team. Everyone wants to feel that their work has meaning and purpose.

3. Understand what your culture means to your employees. You see it one way, but how do they see it? Conduct a quick poll to see who knows your company's mission, vision, and values. Are they bragging about where they work?

How can we help?

If you are too busy to start any of these, are frustrated by your problems, but haven't given up, then consider outside help. Schedule a demonstration to see how:

1. The Predictive Index software can both make the hiring process easier and gives you a better selection of high-performing candidates.

2. “A strategy on a page” delivers accountability at every level and a clear sense of priorities.

3. A unified culture, values, and behaviors can raise productivity, reduce turnover, and make your environment exceptional.

Why not wait and see what happens?

There are many other employers who have open positions, will pay for your employee's expertise, and offer a more prestigious title.

C-Link Consulting can help you avoid the disappointment of losing team members and the effects on your business's profitability. If you want to learn more about how to engage and excite your team, call (248) 781-0150 or email hello@c-link.consulting

Notes:

1. This does not include the time and cost it takes to advertise and interview. Neither does if factor in the impact on other employees and any overtime, production flow issues and missed deadlines

2. The average US job vacancy took 43 days to fill in September 2018: https://resources.workable.com/blog/recruiting-kpis. There was considerable variation depending on the position - from 33 days for customer service to 58 days for engineering.

3. Another source for calculating the cost of vacancies: https://drjohnsullivan.com/uncategorized/cost-of-vacancy-formulas-for-recruiting-and-retention-managers/

4. 25% voluntary turnover - Bureau of Labor Statistics, JOLTS March 2021: https://www.bls.gov/news.release/pdf/jolts.pdf

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]]> Tough questions for your business https://www.c-link.consulting/tough-questions-for-your-business/ Thu, 09 Apr 2020 15:11:42 +0000 https://www.c-link.consulting/?p=1659 To insulate your business in this downturn, review this action plan to maximize your cash flow.

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Lobby-1000x400

Understanding your future environment

The current COVID-19 situation has left many business owners feeling overwhelmed by the loss of revenue and uncertainty over the future. It's not possible to predict when conditions will change, but when they do, it is unlikely to be "just like it was before".

Your planning must consider the following environments:

  1. While 'shelter in place' continues
  2. When restrictions are eased. How will your business function?
  3. Will we go back to 'shelter in place'?
  4. All businesses are open.

Developing an operational and financial plan allows you to make proactive data-driven decisions on how to keep your cash flow positive and to be prepared for future changes. If you don't yet have a 13-week cash flow analysis, see this post with an example.

Actions to take today

  1. Review your contracts for any personal guarantees and force majeure clauses.
  2. Ask your vendors for new payment terms
  3. Determine which expenses can you defer or cut. Look for discretionary expenses like training.

Audit your Accounts Receivable

  1. Have you segmented your customers based on their credit rating? You should consider their previous payment history and how the downturn will affect them, so you can rate them from A to C
  2. Focus your sales efforts on your A list.
  3. Consider new payment terms, deposit requirements and personal guarantees from your C list.

Carefully review your inventory

  1. How much inventory should you carry from this point?
  2. Should you cut prices to reduce inventory?
  3. How often should you review your inventory reorder points?

Questions for the future

  1. Which customers will you have in 6-months?
  2. How strong will their demand be given the nature of their business or personal finances?
  3. How many of your suppliers will be in business? Should you research your options or start diversifying now?

Next Steps

Call C-Link Consulting at (248) 781-0150 or email info@c-link.consulting to schedule a complimentary 30-minute consultation. From there we will:

  1. Determine if you require a day by day cash-flow analysis
  2. Enable you to classify your customers and vendors
  3. Work with you to determine the effects of various "what if" scenarios. What would happen if revenue dropped 10%, 20%, or 40%?

 

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]]> Stop average performance affecting your customer experience https://www.c-link.consulting/stop-average-performance-affecting-your-customer-experience/ Tue, 11 Feb 2020 15:30:00 +0000 https://www.c-link.consulting/?p=1613 Worried that your team gives average customer service? If you want to create a unique customer experience and sustain it, you must fight the gravity of average performance. How can you focus your effort and what are the key questions to ask yourself?

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Are you worried that your team gives average customer service? To create and sustain a unique customer experience and sustain it, you must fight the gravity of average performance. How can you focus your effort, and what are the key questions to ask yourself?

How Can You Fight The Gravity Of Average Performance?

How can your company create a unique customer experience and sustain it? If you want to fight the 'gravity' of average performance, you must embrace these four areas of thinking:

1) A culture that actively encourages innovation and reinvention

2) Forward-looking business metrics

3) Pursuing multiple courses of growth and using prototyping

4) Embracing diversity and collaboration to accelerate the speed and quality of decision-making and learning

Four key questions

How can you avoid Seller's Remorse?

To determine your level of functioning, ask yourself these four key questions:

1) How many suggestions for improvement do you receive each week?

2) Do you rely on historical accounting data or project and validate numbers?

3) Is one solution good enough? Do you settle for the first answer?

4) Do you have diversity in your organization in every team that makes and implements decisions?

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]]> Don’t let the ‘iceberg of ignorance’ sink your company https://www.c-link.consulting/dont-let-the-iceberg-of-ignorance-sink-your-company/ Mon, 23 Sep 2019 16:19:42 +0000 https://www.c-link.consulting/?p=1400 Do you know how frustrating it is to introduce a new system or process and the team's response is lukewarm? The chosen solution may solve your understanding of the problem, but the people who will use the new system see the issues very differently. If you want an enthusiastic response, you must overcome 'The Iceberg…

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Do you know how frustrating it is to introduce a new system or process and the team's response is lukewarm? The chosen solution may solve your understanding of the problem, but the people who will use the new system see the issues very differently. If you want an enthusiastic response, you must overcome 'The Iceberg of Ignorance' to drive effective changes with which your team will engage.

To make a great decision, you must understanding the problem

IcebergOf Ignorance

Sidney Yoshida's 1989 study found that executives only know 4% of the internal problems their organization has. This is down to three main factors:

  1. The "mum effect" - we are uncomfortable delivering bad news, especially when reporting issues to our boss.
  2. There is only so much time to communicate.
  3. We think we know and understand what is going on (superstitious learning).

If you only know of 4% of the problems in your organization, how can you make effective decisions which will drive meaningful change?

How to change

The key here is perspective - you must let go of the assumption you can know everything and make all of the decisions. One person simply can't do it all. You have a team and pay them for a reason!

Once you've reframed your perspective, you need to:

  1. Align culture, purpose, and values at all levels, so you can comfortably delegate
  2. Empower and encourage decision-making at all levels to empower your organization

Join other influential decision-makers who use our TIE System (Timing, Issues, Engagement) who not only enjoy an engaged team, but also achieve more successful outcomes. Are you ready to drive change?

Profit from change

  • Over 50% of business decisions fail - what is this costing you?
  • Your team will love the trust and autonomy you give them by delegating decisions. This makes people stay stick around.
  • If you are preparing your business for a sale and you are heavily involved in the day to day running. This will severely limit the value someone is prepared to pay.

Our Lifecycle Diagnostics will enable you to understand what is holding back your company's growth and calculate the savings. Click here to get your report.

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Tags

#competitiveadvantage #culture #innovation #diversityatwork #decisionmaking #growth Autonomy Best decision Brainstorming cash flow Cashflow Challenge Coaching Commitment Control Decision-making Empathy Employee retention Engagement Exit Planning Expertise Feedback Implementation Implementation cost Implementation issues Initiative Innovation Listening skills Low profit margin Management Motivation Predicitive Index; Knowledge Loss; Hiring Costs; Production Profit Profit margin Purpose-driven Quota Responsibility Retention Revenue Risk Social capital Staff morale Staff retention Time pressure Trust Turnover Venture Capital Workload Work load

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]]> Looking to innovate? https://www.c-link.consulting/looking-to-innovate/ Mon, 15 Apr 2019 19:08:38 +0000 https://www.c-link.consulting/?p=1198 "Ditch the Startup Mentality and Adopt a Venture Capitalist Mindset" The suggestion in this KelloggInsight article is that when being told to innovate, rather than turning the culture of your organization into a start-up, use the venture capital model to look at the data for areas where you can take big risks and get big…

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"Ditch the Startup Mentality and Adopt a Venture Capitalist Mindset"

The suggestion in this KelloggInsight article is that when being told to innovate, rather than turning the culture of your organization into a start-up, use the venture capital model to look at the data for areas where you can take big risks and get big rewards.

Strategic planning requires you form a baseline of a risk-reward balance and use this to determine which of your portfolio of options are a suitable investment. To effectively implement this, you must engage the knowledge and expertise that exists at all levels within the organization, not only for a better understanding but also to gain commitment.

This highlights a few key points about decision-making

  1. A broad range of options gives a better range of outcomes.
  2. Evaluation criterion should be known and set out ahead of time.
  3. Engagement and commitment from the workforce should be secured before implementation

If you are curious about the level of untapped innovation potential in your organization, call 248-781-0150 or email info@c-link.consulting for a free consultation.

You might also like:

Worried AI is crushing your exit value?

March 24, 2026

Most owners focus on the “number,” but the secret to long-term satisfaction might surprise you: Legacy.

February 13, 2026

Exit value and the multiples are the way to judge success. What else matters?

February 7, 2026

“My business is a legacy that I’m going to pass to my kids. That’s the best thing for everyone.” Is it?

January 29, 2026

No one wants to leave a mess for their family. They want to leave a legacy. What will you leave?

January 22, 2026

How can you avoid the pain of Seller’s Remorse?

July 9, 2024

The Great Knowledge Loss

May 2, 2022

How employee turnover impacts revenue

May 29, 2021

Tough questions for your business

April 9, 2020

13-Week Cash Flow Analysis: Free Template & Strategic Next Steps

April 4, 2020

Tags

#competitiveadvantage #culture #innovation #diversityatwork #decisionmaking #growth Autonomy Best decision Brainstorming cash flow Cashflow Challenge Coaching Commitment Control Decision-making Empathy Employee retention Engagement Exit Planning Expertise Feedback Implementation Implementation cost Implementation issues Initiative Innovation Listening skills Low profit margin Management Motivation Predicitive Index; Knowledge Loss; Hiring Costs; Production Profit Profit margin Purpose-driven Quota Responsibility Retention Revenue Risk Social capital Staff morale Staff retention Time pressure Trust Turnover Venture Capital Workload Work load

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]]> Want to retain your talent? https://www.c-link.consulting/want-to-retain-your-talent/ Thu, 03 Jan 2019 23:29:41 +0000 https://www.c-link.consulting/?p=1074 Want to retain your talent? Many studies have shown that how you make decisions has a dramatic impact on not only how effective the outcome is, but also whether your team wants to stay working with you. You may be frustrated by how difficult it is to find good candidates for your open positions now,…

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Want to retain your talent?

Many studies have shown that how you make decisions has a dramatic impact on not only how effective the outcome is, but also whether your team wants to stay working with you.

You may be frustrated by how difficult it is to find good candidates for your open positions now, but this is going to get worse in the coming years.

Picture of a team engaged in a learning exercise

The percentage of employees looking for a new job:

%

This Gallop survey also found that 47% thought that now was a good time to find a quality job.

There are currently around 105,000 unfilled positions in Michigan.

The Michigan Department of Technology, Management and Budgets estimates there will be 800,000 unfilled jobs in Michigan by 2024

How is this happening? According to the Bureau of Labor Statistics' JOLTS report, since January 2015 nationally there have been more jobs created than candidates being hired.

What does the future look like?

It currently costs around $15,000 to fill the average vacancy1, based on the average wage in Michigan ($22.5p/h) and average time (43 days) to fill a position. 

$
days

Over the next few years, the length of time needed to fill vacancies will increase. If the wait time doubled and you had to increase wages to $25 p/h to get noticed, then costs jump to around $21,000.

$
days

A $6,000 increase is painful, but imagine how stressful it would be waiting 86 days to fill a position. Who will be willing to pick up the workload for 3 months? A couple of other points for consideration:

  1. What will it cost you in additional overtime?
  2. Will your customers suffer?
  3. Will the other employees stay?

A July 2018 survey2  showed that 67% of employees sometimes, very often or always feel burnt out at work. 

 

In 2024, if there are 8 times more vacancies...

If the Michigan Department of Technology, Management and Budgets' projections of 8 times more vacancies are correct, what if it takes 8 times longer to fill vacancies?

$+
days

The real question is what are you going to do if you can never fill a vacancy?

Real results

A client felt embarrassed about having the same positions open on the website month after month. They felt like they had to remove the postings and then re-add them at a later date, to "keep them fresh".

A review of their hiring and on-boarding process revealed issues in three key areas:

  1. Design of the job descriptions was functional and did not inspire candidates to apply
  2. Selection processes were focused the organization's needs, not what the candidate was looking for
  3. Selection processes did not offer the candidate a realistic view of what the job was like, leading to a high drop out rate

A redesign of the process to focus on organizational purpose focused on these areas:

  1. What would inspire the candidates to apply?
  2. Hiring managers had to keep the organization's purpose in mind and take time to understand if the candidate was interested in that vision.
  3. Requiring candidates to shadow staff so they knew what the upsides and more importantly, the downsides of the job were.

The result was a 20% increase in retention of new hires.

Its more than just a job

You will be disappointed if you assume that paying your employees a fair wage is enough to keep them working for you. There are a lot of other employers out there who are prepared to offer more.

We can help you transform your business into a purpose driven organization where employees feel good at the end of the day about what they have achieved. That keeps them coming back.

Don't wait for your employees to leave, call us at (248) 781-0150 to start a conversation and learn how to keep your business secure.

1 (Job Openings and Labor Turnover Survey)

2 Gallop Research  Employee Burnout, Part 1: The 5 Main Causes By Ben Wigert and Sangeeta Agrawal (July 2018)

3 Our calculator is a little more conservative as it takes into account the wages you save by not employing someone. However, it does not factor in the overtime you may have to spend. Click here to use it

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]]> Are you good at decision-making? https://www.c-link.consulting/are-you-good-at-decision-making/ Thu, 13 Dec 2018 20:47:37 +0000 https://www.c-link.consulting/?p=1071 Are you good at decision-making? Effective decision-making is a key ability for any leader, as it determines the ROI of any project and ultimately whether the firm is successful. Most of us assume that we make good decisions, but extensive research has shown that this is not true. Do you know which techniques can maximize your…

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Are you good at decision-making?

Effective decision-making is a key ability for any leader, as it determines the ROI of any project and ultimately whether the firm is successful. Most of us assume that we make good decisions, but extensive research has shown that this is not true. Do you know which techniques can maximize your success, or should you concerned about losing out on valuable opportunities?

Only
%
of decisions succeed in the short term
After 2 years this drops down to
%

Your approach is the key to success

You can have the best idea in the world, but if it never gets implemented, how valuable is it? Research on decision-making techniques show that how you go about the process will determine if you get both a wide range of quality options and something your team is excited about working on.

Certain decision-making techniques can increase the success rate to more than 90%, yet only 7% of managers know or use them.

%
Success

What would this do to your net profit margin, if you knew these techniques?

%
SMB average net profit margin
%?
Using effective decision making techniques*

How to be engaging and effective

%
Get little or no input from their team

38% of managers get little or no input on their decisions and this can make their team feel ignored and unappreciated. Moreover, it has been shown to get the worst results during implementation, resulting in frustrating projects which take too long, or never get completed. We can help create an environment where everyone feels engaged, but you remain in control and get the results you want.

When looking for a solution, 79% of managers look at one option, which almost halved the chances of an effective implementation. If you are frustrated with endless issues causing embarrassing delays to your projects, we can help you uncover potential costly issues.

%
Look at only one option

Real results

We helped a client stage a 'strategic intervention' which had a dramatic effect on their net profit margin. The techniques changed the team perception from threat to opportunity and created an open trusting environment where they felt safe and confident to consider all options.

Two major projects were launched from this change which had a major impact on their profitability. The first gave them an annual boost of around $150,000 and the second an annual increase of $200,000.

days consulting
months to implement
$
Post intervention profit margin increase

We can make difficult decisions easier

If you want a more enthusiastic and engaged team, which provides high quality ideas and solutions, then call now. Your success and wealth depends on you making effective decisions and we can help you feel certain that you are making the most from every opportunity.

%
Success

Don't miss out on success, call us on (248) 781-0150.

A simple call might be the best decision you'll make.

*This is an extrapolation based on the research figures for the success and failure of average decision-making returns vs. those made with the best techniques. The effect cannot be assumed for every business and every problem.

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