Build a Team That Runs Without You (#283)

On this week’s episode of the Maximize Business Value Podcast, "Build A Team That Runs Without You," host Kim Benson is joined by Mastery Partners certified partners, Gil Bean and Scott Couchenour, to discuss the critical importance of creating a scalable organizational structure. The speakers emphasize that an effective organization is not just about individuals but about defining essential functions, establishing clear accountability, and understanding how decisions flow.

Listen to our podcast weekly to hear more from Mastery Partners and to receive relevant key content on your journey to maximizing your business value!

 #MasteryPartners #MaximizeBusinessValuePodcast #BusinessOwnerHotline #TRA #TransitionReadiness #ValueCreation #Leadership

GET THE BOOKS
Start with Maximizing Business Value by Tom Bronson

Learn More about Kim Bentson 
Kim Bentson is an accomplished Strategic Manager with a proven track record of delivering results. Kim is a natural problem-solver who is passionate about helping businesses achieve their full potential and is committed to delivering her clients the highest level of service.

Learn More about Scott Couchenour 
Scott Couchenour, founder of Serving Strong Enterprises, offers over 40 years of leadership experience, helping business owners and executives navigate major transitions, rediscover purpose, and design a fulfilling next chapter after business or career success.

Learn More about Gil Bean
As a Certified Exit Planning Advisor (CEPA), Gil Bean applies his curiosity, empathy, and his desire to listen to maximize business value and preserve wealth. His strategic advisory leverages past success as an EOS Implementer and his long history in enterprise software sales, helping owners achieve clarity for their successful exit.

Mastery Partners

Elevating Businesses to Achieve The Business Owner’s Dream Exit 
The unfortunate reality is that for every business that comes on the market (for whatever reason), only 17% of them achieve a successful exit. You read that right. 83% of attempted business transitions never reach the closing table. Mastery Partners is on a mission to change that. We ELEVATE businesses to achieve maximum value and reach that dream exit.

Our objectives are simple - understand where the business is today, identify opportunities for dramatic improvement, and offer solutions to enhance the business, making it more marketable and valuable. And that all starts with understanding the business owner’s definition of his or her dream exit.  
Mastery has developed a 4-Step Process to help business owners achieve their dreams.

STEP 1: Transition Readiness Assessment
STEP 2: Roadmap for Value Acceleration
STEP 3: Relentless Execution
STEP 4: Decision: Now that desired results are achieved, the business is ready for the next step in the journey!

CONNECT WITH MASTERY PARTNERS TO LEARN MORE
LinkedIn
Website

© 2025 Mastery Partners, LLC.

Transcript

Tom Bronson (0s):

 By listening to this podcast, you are already taking steps on the path of improving your business readiness. Nice work. Got a question? Well, we'd love to hear from you. Submit your questions@masterypartners.com and look for the Red Business owner hotline button. And as you think about today's episode, remember the decisions you make every day as a business owner are either building value in your company or quietly eroding it. So here's a question to take with you.

What decision will you make tomorrow that builds value in your business? Now go get it done. At Mastery Partners, we're the people that make companies more valuable and more transferable. Our guides help business owners build companies that's ready for whatever comes next. And if you want to see where your business stands, visit mastery partners.com to learn more about the transition readiness assessment. So until next time, keep maximizing business value.

Kim Bentson (1m 12s):

Welcome To the Maximize Business Value Podcast. I'm Kim Benson, you're a resident business owner operator, and honestly, right there beside you figuring this all out, how to run a business, not just run a business, run a great business that I can sell one day. Today's topic is one, I think most of us assume we've handled. We've got people, we've got roles, we know who does, who does what mostly.

But here's what I've learned. The hard way, what's in your head doesn't scale If the, if your org chart lives there hasn't been updated since you hired your third employee. Today's conversation is one you're gonna wanna listen to. Because a scalable org chart isn't about people, it's about functions, accountability, and how decisions are made, how they flow. And that realization changed how I think about structure entirely. And here to help us work through it are Gil Bean and Scott Couchenour.

They are Certified Partners at Mastery Partners where they help companies become more valuable and more transferable. So guys, how are y'all today?

Gil Bean (2m 28s): I'm doing well, thank you, Kim. Yeah, good, good. I'm looking forward to the conversation.

Kim Bentson (2m 32s): Yeah. So let's get into this. So the question that was submitted on our website, and by the way, if you're listening and you have a question you'd like to hear a mastery partner answer, there's a button. Just click the button and submit your question. And maybe you, your question will be answered on our podcast soon. But this question is, my org chart is outdated and mostly in my head, what, you know, I'm trying to scale what should a scalable structure actually look like?

And I think that's a great question. More common than most people want to admit. I think a lot of us have a version of this problem and don't even realize how much it's impacting our value. So when you sit, when you guys sit down with a business owner and look at their org chart, what are the common problems you see?

Gil Bean (3m 22s):

I'm, I'm trying to think how to frame this because it's harsh, but if you're running your business, if the way that you're running your business is with what's in your head, you're doing it wrong. So that one of the first things you have to do is get things out of your head and into the thinking of other people. And on the paper into the thinking of other people as cultural on paper is process or about processes. So the first thing I would encourage a, an owner to do with regard to the organization of the company is to get things out out of his or her head.

And on the paper and into the culture. The classic mistake that, that people make with org charts is, and I've seen this many, many times, is that they start with people. We, we have these people, we have this manager in operations, we have this manager in marketing. So we have to mold the organization chart to the people that we have in the company right now.

And exactly the opposite is true. So where you wanna start is with the functions that are the most essential or critical to the organization, finance, operations, sales, marketing or sales and marketing together. Start with the functions and then fit people in your organization to them. Now, it may be that, and we've all, if you've read any, anything about this at all, any business books at all, you can go back for decades.

You're, you're very much aware that you may have, once you define the right seats, you may find that you don't have the people to fill them. And, and that creates a, a, a, a, a, a people problem because you have to either find, you have to find something else for the people who don't fit in the new model, you have to find something else for them to do, some other way to contribute to the organization.

If you can't find a way for them to contribute to the organization, then you have a different issue on your hands. And I won't explore that anymore. But, but start with the role and then, and then go to the people, not the other way around. Once you have the roles defined, you want to, you want to very clearly indicate which responsibilities come with each role. And, and that is a, a process with without the boundaries cannot be blurred.

It can't be, well, some of that resides in sales and some of that resides in operations. That's, you have to be very clear about the role and about what responsibilities, what are the top four or five responsibilities for the person who is leading that role. So I'm gonna stop because I could go on on this subject for a, a long time and I'm just gonna stop

Kim Bentson (6m 48s):

For No, I, you know, we in another organization had two people that own the same thing, same responsibility, and so basically nobody owned it. Like, that's, that's what would come up every, you know, quarterly check-in or meeting is, oh, you were gonna do that? I thought you were gonna do that. So yeah.

Gil Bean (7m 11s):

Yeah,

Speaker 3 (7m 12s): You're, I thought you were gonna do it. No, I thought you were gonna do it. Yeah. And nobody does it. Nobody does it. It's like two outfielders going after a ball that I saw from the guardians the other day. It's just so, so avoidable, you know? Yeah. Just communicate to one another. Yeah. And the ball dropped and hit the, hit the grass and it was to too competent and a well-paid athlete and the ball hit the grass.

Kim Bentson (7m 37s):

So Yeah, because they, they teach that since little league call. Call the ball. Yeah, call the ball. But yeah, Scott, I'd love to hear your thoughts on this.

Scott Couchenour (7m 46s):

Well, I would pick up on what Gil said, functions endure. People don't, and, and yet we build our organizational structure around the people in an organizational chart, and those people will not be there forever. In fact, I'm working with a business right now in the roadmap of value acceleration. And the challenge that this business owner is having is that two key people have retired and there was no prep for that sort of thing.

And so you get, you end up scrambling to find that caliber of per person somewhere else. But when you have an org chart that is function based, function centric, then you're, you're, you're looking at what has to be done, what are the outcomes related to that box in the org chart. And then that allows you to say, how deep is the bench available to run that outcome, to make sure that key outcome is consistent.

And if it's, and, and when we talk about bench, we're not just talking about the number of people, we're talking about the age of people, we're talking about the other things they're involved in. They may be the, the key person in three or four boxes in an org chart. And it's beginning to show, so the deep bench has timeline associated to it. Always be recruiting, always be looking for the people that you will put in the right seats.

But, you know, again, picking up what the, the brilliance of what Gill is sharing functions endure in over the long haul. People don't, people retire, we all get older, right? But we don't stay the same functions can, can endure

Kim Benston (9m 41s):

And people wanna do different things sometimes, you know,

Scott Couchenour (9m 45s)

 It's, that's true.

Kim Bentson (9m 47s):

It's, it's part of, it's part of that. So if most art charts are broken or live in people's heads, what, what should a scalable one look like?

Gil Bean  (9m 58s):

Without question, it should be documented And it should be documented based on what you want the company to be, rather than what the company is. If, if you're satisfied with what the company is, none of the things that we're talking about are gonna make sense to you. You have a vision for what you, what you want your company to be. And just as all of your processes would be, would be driven by what you want your company to be.

Your org chart should be driven accordingly also by what, what, how you see your company in five years, 10 years or 20 years for that matter, whatever, whatever it is.

Scott Couchenour (10m 48s):

And, and I think a good organizational charts can answer three questions. Who owns this outcome? Right? Who decides and who does this escalate to, right? It, it creates a speed of decision making that there's no confusion, there's no chaos, there's no second guessing. You know, you may not like the fact that you are the, the buck, you're the person that the buck lands with and, and you, but you figure it out, right?

You, you, the, the org chart forces that to happen. And I would like to say that a good organ org chart, mood proofs decision making where you're, you're not so vulnerable to the mood or the circumstance that you're facing, you actually make the decisions according to the org chart. Now that's assuming the org chart flows out of the purpose of the organization, the identity of the organization, because that's what it serves. You know, the identity is served by the process and the process has to reach back.

And if, and, and when you're doing that, then you're reaching your vision as an organization. So a good org chart will not only help a business do well in the moment, but also make it scalable,

Kim Bentson (12m 11s): 

Right? Because if every decision has to go through to the top, top person, that's, that's gonna be limiting and all the things that a business could become. And I was also thinking about, Scott, you were talking, or I've heard you talk about, you know, kind of a punch out number and my business is here, but I, I need it to be here so I can do those, the next chapter, the fourth quarter, how I wanna do it.

So is that just taking that org chart and like, for me to do this and these decisions I make, I just need to have, who could that fall to? What, or do I need another person? Do I need another box or a role? I guess I, I keep thinking boxes isn't an org chart, but like taking what GI said about roles and accountability and who makes that decision. So if I'm a business owner and I'm making, you know, hundreds of decisions, but I need to get rid of these 50 so that I can focus on moving the business forward, like how do you determine what those are?

And is it another person? Is it elevating it? I guess it could be all those things. I don't know. I just would love to hear y'all's input on that.

Speaker 3 (13m 36s): Yeah, I think you, you, you start with holding some sort of a recording device, whether that's a little notebook in your pocket. If it's your phone and you have an app that you always go to as you're doing business, you make a list of all the things that you do just as a course of business. Don't make it something you have to fit into what you think is an already busy schedule. Just make it routine, running routine. Start there because, you know, you could do it one way that would probably make some of the listeners just cringe.

And that is set a timer, a reoccurring alarm on your phone that goes off every 15 minutes or every 30 minutes. And all you do is record. What was I doing when that alarm went off? What was I doing? And you do that for two weeks. That will give you a list of things that you're doing. Now that's very intrusive and not, not everybody is inclined to do that sort of thing, but we, if you need to, you go away for a block of time, a couple hours, and you just do a mind dump of everything you can possibly think of.

And If you need a creative person to bring it out of you, then you take them with you and just out everything think of, then you take one of those things and you say, where does this fit in the org chart? What is the personality most likely to succeed at this task? And then start building an onboarding of that person onto that, that task, assuming that you have a, that you have vetted that item on the list and it still does need to be done, which may not be, you need to verify whether it's a key thing that must be done that right now only you can do.

Kim Bentson (15m 26s):

So I've done that, I've done that exercise in 2021 when I did my TRA and that was one of the things, I don't know what all I do, I do a lot of things, but you know what's funny is I have not done that since it sounds like it might need to be an annual thing and then update my org chart for that.

Scott Couchenour (15m 52s):

 Yeah, yeah. I, I remember working with the business owner once, and we did, he actually did that 15 minute thing and it was excruciating, but what we had were four categories and four columns. One was, it must be done, like it's critical to the operations of the business. The second column was only I can do it. The third column was, I'm good at it. And the fourth column was, I like it now you had to focus on the first two. If you, If you had tasks that matched all four, then you were a happy pamper.

But what I found in working with this business owner doing that he, he realized that there was a lot in that second column. There were a lot of things that had to be done that only he could do. Now, he par carved out a lot of things that had to be done that he didn't have to do that he was doing. So, you know, you move that over to somebody who else who could do it because it has to be done, but the owner's not the only one who can do it. But he still had way many things on the list that matched the first two columns had to be done, and only I could do it.

So then it became a discussion about what are you willing to let go of, because you can't sustain this. So you've got to bring in maybe a super who, or train someone who's already on your, on your payroll to begin to take some of those things that must be done that will now be only they can do. And and that's a, this, you know, this whole thing of making your business transferable requires courage.

There's just no way around it. You can't just lax the, basically make your business transferable.

Kim Bentson (17m 33s): 

Right?

Gil Bean (17m 34s):

Not at all. And, and what, what you're talking about Scott, it not only is it not easy, and not only does it take courage, it also takes work. There is, there is a natural amount of overlap in most businesses in some areas. For example, sales and marketing overlap many, many, in many, many areas. And it's really hard to separate those into blocks.

What sales does and what marketing does in the blocks without considering overlap. Research and development is another area that there's a lot of overlap in other areas of the business. So I'm not, I wouldn't suggest, suggest to a business owner that any of this is easy, but I would suggest that it's very necessary.

Scott Couchenour (18m 27s):

And if a business owner was entrepreneurial and hard driving type A, what we're talking about is a shift in direction, a shift in focus, still taking that entrepreneurial spirit, but applying it to the business and working on the business as opposed to in the business. Yep. There's a value methodology. The, the, what's it called? The, the value builder system that, where I read they talk about the rainmaker dilemma, rainmaker's dilemma, you know, the, the founder who generated the flywheel going, now it's running and everything, and now he's, he or he is burning out, it's a dilemma because they're the ones that generated all this business in this, this volume and they can't sustain it.

So it's a dilemma. Well, they talk about moving from rainmaker to architect, same skillset applied differently. You, you apply. It's not that you have to stop being who you are, just take who you are and focus it on the business and not in the business. And that, that is very freeing for a lot of business groups that think, well, I can still be who I am. Of course you can just apply it to the business itself, not what you're used to doing.

Kim Bentson (19m 49s):

 Okay. I'd like to, I'd like to dig down a little bit into that because this just happened today in a check-in meeting I was having where someone, so something I really like to do is create presentations. I love the storytelling aspect. I love creating the visual, I love creating that whole experience. And that's not always the best use of my time, but I love it. It's one of my, like, if I could do anything, I would just do that all day.

But that's not, that's not, that's not also, that's not using all that I can bring to a company or, you know. And so someone else did it, the presentation 'cause I wasn't able to, so they did it and then they're like, can you just review that? And so I literally spent 10 minutes going through and just making comments, check, look at this, look at this. And then there it's done.

Which is also a really nice feeling. It's not on my plate of things I need to try to figure out when to do. But Gil, that is so hard to let go of that. Do you have like a three step plan of see the vision? Like I, I just, I would love that on a note card that says, Hey, it's okay to let go. It's okay. Do you have anything like that? Or Scott,

Gil Bean (21m 23s):

You, you talk, you're not, you're talking about psychology here. You're talking about, you're talking about therapy. You're not, you're not talking about business practice. Well, and and that's perfectly okay. We, I just want to make sure we understand what we were discussing here. So sometimes in, sometimes

Scott Couchenour (21m 43s): It, it takes a three by five card, sometimes it takes a two by four.

Kim Bentson (21m 49s):

I'm sure. I'm sure y'all have never had any business owners and, and that's not you at all where you had to actually let go of something. And I think part of it for me was every time I do that is there's a little endorphin of, oh, I don't have to do that anymore. Or, and, and, but the sad side is like, oh, I don't get to do that anymore. But there's other things I get to do, which are much more fun. But yeah. Do y'all have any examples or experiences of business owners who don't wanna let go?

'cause that's, that's part of this. Oh

Gil Bean (22m 25s):

My lord. Yeah.

Kim Bentson (22m 29s):

Do you have any success stories of how you got them to move closer?

Gil Bean (22m 34s):

Maybe 150 examples. Okay. Wow. Wow. It, it it's, it's overwhelming to even, to even even think about it.

Kim Bentson (22m 49s):

Yeah, I know. I totally just put you on the spot there. Oh, that's okay as well. But I was just thinking of our f our founder of the, of Mastery partners, Tom Bronson. I, the example I have is he had a, he had, similar to what Scott was saying, a whole list of things that, and across all four buckets that he had to do, didn't have to do whatever. And we as his team kept saying, Hey, you need a, you need a virtual assistant.

You need someone to manage that. Oh no, I love managing, I love managing my inbox. I love that personal touch. I love to hold onto that and that way I can, it helps me keep things organized. Well, he finally, like, I think it took 10 months of meeting, like 10 months of you really need to do this. You really, like, it was one of his goals and I think it took 10 months. And then he is like, okay, I'm gonna do it. And, and he pushed the button, hired a virtual assistant, and now we're six months, seven months in.

And he's like, oh my gosh, I don't know what I, what I, how I got all this done before. So, and he has more clarity to focus on the things that will move the business forward. So, sorry, Tom, I'm throwing, I'm throwing using you as an example, but that is a good example. Even someone like Tom who's done this hundreds of times, you still get pulled into that complex, which I guess is more psychology, like Gil said, than, but it is a big part to me of business ownership of like not holding onto those things that you don't need to hold onto.

So I'll let y'all talk. I'm talking too much, so

Gil Bean (24m 43s):

Not at all Kim. I, I'll, I'll, I'll offer what I do with it personally, how I handle it personally. And that is that I always try to consider what's the upside and the downside of me continuing to do it and what's the upside and the downside of me not continuing to do it or letting someone else do it. It, it just becomes a magic quadrant in my head that, that I try to run through when someone invades my, my domain, so to speak.

So I, it it's a perfectly natural phenomenon. But there, I'm sorry to say it again, but there's tons of psychology involved.

Scott Couchenour (25m 34s):

I, I would, I would add a little bit to, to the discussion regarding identity. There's a difference between being responsible for something and, or, or I'm sorry, owning something and being responsible without going into a lot of detail. We talk about the moonshine principle when it comes to personal planning and what are you gonna do after you sell this business. The moonshine principle is not what most of you listening are thinking.

It's not the distillery in a in the hollows of Kentucky or West Virginia or wherever else. It's more the moonlight dancing on the ocean, the ocean on a moon lit night. The truth is, it's the sunlight dancing on the ocean, not the moon. The moon doesn't have any properties that give it the ability to emanate its own light. It just reflects the light of another source. So in the realm of our discussion, the business owner is the sun and the, and the role of business owner.

The the owner themselves is the son, but their ownership is the moon. It's not a definition of who they are. It's a reflection of who they are. And you gotta separate yourself from the role that you have. And the reason I mention all that is because I think a lot of the control issues and the, this is my domain, don't have anything to, you know, don't mess with my domain and the fact that they want to be the night on the white horse coming in to save the day. There's a, there's a lot of gratification for a lot of business owners and that, but it's rooted in my opinion as a sociologist, not a psychologist.

Just keep that in mind. I think a lot of it's rooted in the fact that we feel like our identity is wrapped up in this business. And the outcomes, whether it succeeds or fails, is a ref is who we are. And, and so we hold tightly to it or fear that if somebody else does it, it's gonna be a, a failure and it's gonna be reflected on back on me as a person. But if we separate the person from the role and the business, see the business as a reflection of who we are, not a definition of who we are, we may loosen up a bit.

And granted, you don't want to give it, it's like you don't want to have your three-year-old go across the road to get the mail out of the mailbox. Right? You, you gradually give them increasing responsibilities over time. But, but I think we have to deal with what's inside of us when it, with regard to organ organizational charts, who knew we'd be talking about identity and organizational charts, but I think that's, that's the root of a lot of the trouble Yeah. The business owners face and then they get to the age of 60, 65, 70, 72, and they've got this business that someone who has advised them that says it's worth 20% of what you think it's worth.

And now they've got a scramble, right?

Kim Bentson (28m 38s):

Yeah, yeah. I I was working with a business owner and they actually did a lot and their org chart was very like three people, which that's, it happens. But the three people were very siloed and did what they did. And there were a lot of things that the business owner did that, that they had no idea, one, what the business owner did, and no clue Well, the business owner had some health issues and so then like they couldn't do all the things that they needed to do, or it took them eight hours instead of four hours to do it because they just didn't have the endurance to want to do it.

They had the desire to want to do it, but their body was like, no, you're not gonna do that. And it really impacted the business. Well then that burden fell to her children to try to come up and help take on some of these things instead of the employees instead of a well thought out plan. And so now, I mean, the children are obviously helping and, and it's not a burden, but it, it is like you're, you're pulling pulling time from them, from their families and their, you know, own lives and jobs and businesses of their own to come in and try to, you know, keep this going until they're ready to exit.

But I, I just thought about that with the org chart and, and we haven't really talked about this, but the org chart gives clarity to the whole organization about who's doing what, right? Like about, oh, well they're, they're handling that and if that's what I wanna do someday, I'm gonna go talk to them about it. And I, and I'm also thinking of a bigger organization too with that like, oh, these are all the possibilities of what, what this company does and maybe I wanna go be a project manager or maybe I wanna go do that.

And that it kind of ties into gill's culture of what that org chart represents as a company. And then, you know, the plan. So do y'all have any thoughts or comments about that?

Scott Couchenour (31m 4s):

 I was doing a small group business owner, small business owner, small group last about a week ago. And one of the business owner has a number of products that they sell. It's a, it's a structure, you know, building structures. And he said there are several people on staff and each of them is well versed on something. And he was lamenting about how to, to know how to handle a customer who comes in with one need, but the person who's responsible for that is not around.

How do we deal with that? And one of the suggestions in that discussion was to have regular round table discussions with everybody who has an expertise in the business and just simply share for five minutes what they do and a little bit about their expertise to kind of cross pollinate. Not that everybody needs to be an expert on everything, but they have a working knowledge combined with that organizational chart so that anybody who is front facing with a customer or a client can say, I don't know the answer to that, but I don't, I know who to to connect you with and get that.

And then they own that. Like whoever takes the call, answer owns the call. So they go back a week later and say, did you get your question answered? But I think the round table of experts being able to share with one another from their particular domain of expertise helps to breathe life into an organizational chart and does away with the siloed. I don't know what this other person does. And yeah, you take that, I mean there's there's many recipe for disaster.

It's that

Gil Bean (32m 59s):

You are correct.

Kim Bentson (33m 2s):

Gil, do you have anything else you would like to add?

Gil Bean (33m 4s):

No, that was, that was, that was elegant Scott. I really, that was well done. And I, I absolutely agree. The there will always be, crosspollination is a great way to describe it. There'll always be dependencies. Other, other areas of the business will have an impact on whether or not you can make your commitments. But that's what responsibility is all about, is driving through that for the good of the organization.

Kim Bentson (33m 38s):

Yeah. I, as we wrap up here, what's really landing for me in this conversation, it that this isn't really about the chart. The chart is the representation of what is actually happening. And if that's all in your head, then that's a, a signal that you need to get it outta your head and, and plan ahead.

Scott Couchenour (34m 2s):

I'm doing a roadmap for value acceleration with a client right now. One of the tasks on their first 90 days of their roadmap is create org charts for the entire organization. And he and he heard that and the owner heard that and he said, okay, well we can do that. That shouldn't be any problem at all. And I'm thinking, wait a minute, it's more than just a piece of paper. Yeah, there's more work here involved than just saying this person does this and that. But you're right, it's so much more than about the, than just about the chart.

Kim Bentson (34m 35s):

Yeah. And I know when y'all, when y'all look at these charts, it's really determining if the business has the bones to grow and scale and if there's value there or if there's gaps in that value. And if the business runs and those decisions are made without everything flowing to just one person, that that gives you a, a good diagnostic to know how the company is really functioning and what needs to happen.

And so if you're listing out there and if you're not sure whether your business has the bones to grow or where your gaps are in creating value and long-term transferability, that's exactly what the Trans Transition Readiness Assessment is designed to show you. It helps you answer these various questions that we're talking about, helps you see where your business is building value and where it is losing value so you can make better decisions before it costs you when you're ready to hit that punch out button so you can find that connect with a partner and get started on your own.

We call it TA, transition Readiness assessment@masterypartners.com. Gil and Scott are are certified mastery partners today. Thank you as always. This was an amazing conversation and you guys have a way of making the complicated feel doable. I am really encouraged today. So many notes, moonshine. I like that one. 'cause I immediately had the mason jar in my head.

Scott Couchenour (36m 22s):

Where's the moonshine? Moonshine? That'll get you through your transition. That's

Kim Bentson (36m 27s):

Right. Lots of moonshine. And to the business owner who sent us that question, man, that was a great question. I had no idea we were gonna go into psychology, sociology, all the things there. But that just tells you how important a good org chart is to your business and how it functions. So thank you for sending that question in to us. The fact that you're asking the question means you're ready to fix it and wanting a better business.

So if this hit home to use, please subscribe so you don't miss what's coming next and what question we'll answer next time. So until then, keep maximizing business value.

Tom Bronson (37m 10s):

By listening to this podcast. You are already taking steps on the path of improving your business readiness. Nice work. Got a question. Well, we'd love to hear from you. Submit your questions@masterypartners.com and look for the red business on our hotline button. And as you think about today's episode, remember the decisions you make every day as a business owner are either building value in your company or quietly eroding it. So here's a question to take with you.

What decision will you make tomorrow that builds value in your business? Now go get it done. At Mastery Partners, we're the people that make companies more valuable and more transferable. Our guides help business owners build companies that's ready for whatever comes next. And if you want to see where your business stands, visit mastery partners.com to learn more about the transition readiness assessment. So until next time, keep maximizing business value.