Alan Crone

The second thing is once you've communicated your standards, once you've communicated your expectations, they're non-negotiable. If they're negotiable, then they're not a standard or they're not an expectation. And you should make sure everybody knows.

The second thing is once you've communicated your standards, once you've communicated your expectations, they're non-negotiable. If they're negotiable, then they're not a standard or they're not an expectation. And you should make sure everybody knows.

If five widgets a month is a non-negotiable and the person can't do five widgets a month, ask them to seek their salvation elsewhere, as they used to say at my high school. It's non-negotiable. That's going to do two things. One, your guys that are doing eight widgets a month are going to appreciate you because they see that you value their effort.

If five widgets a month is a non-negotiable and the person can't do five widgets a month, ask them to seek their salvation elsewhere, as they used to say at my high school. It's non-negotiable. That's going to do two things. One, your guys that are doing eight widgets a month are going to appreciate you because they see that you value their effort.

The people that are doing four realize, I got this really, they're serious about that. And you're going to get better production out of it. The next thing everyone should have is you should protect your intellectual property. My product or my service is not the value of my company. The value of my company is how I do those things. There are agreements that you can have that really tie

The people that are doing four realize, I got this really, they're serious about that. And you're going to get better production out of it. The next thing everyone should have is you should protect your intellectual property. My product or my service is not the value of my company. The value of my company is how I do those things. There are agreements that you can have that really tie

that stuff down, non-competes, non-solicitation. Those agreements can be enforceable. Most of them are not as enforceable as people think because, again, they're kind of off the rack. Somebody says, well, those salesmen, we need to get a non-compete with them. And so they go to The internets, they pull down an agreement and everybody signs it.

that stuff down, non-competes, non-solicitation. Those agreements can be enforceable. Most of them are not as enforceable as people think because, again, they're kind of off the rack. Somebody says, well, those salesmen, we need to get a non-compete with them. And so they go to The internets, they pull down an agreement and everybody signs it.

And then when you have to go and enforce it, there's problems because it's not customized to your situation. And the person who ordered it isn't going to get what they thought they were getting. And they're going to have some lawyer like me say, well, you know, give you that kind of experience, which you don't want. So understanding what your intellectual property is and what it isn't is crucial.

And then when you have to go and enforce it, there's problems because it's not customized to your situation. And the person who ordered it isn't going to get what they thought they were getting. And they're going to have some lawyer like me say, well, you know, give you that kind of experience, which you don't want. So understanding what your intellectual property is and what it isn't is crucial.

Part of it may be the cocktail of vendors that you have assembled. The identity of those vendors is proprietary. And that doesn't necessarily mean that it's secret that, you know, somebody couldn't figure out who you use for SEO or who you use for supplying that vanilla that makes your cupcakes taste so good. But somebody doesn't have to do a commercial about it or publicize it.

Part of it may be the cocktail of vendors that you have assembled. The identity of those vendors is proprietary. And that doesn't necessarily mean that it's secret that, you know, somebody couldn't figure out who you use for SEO or who you use for supplying that vanilla that makes your cupcakes taste so good. But somebody doesn't have to do a commercial about it or publicize it.

So you want to make sure that if that vendor relationship is important, that you protect it either through exclusive contracts with the vendor or non-disclosure agreements or whatever it is. Of course, part of that means you've got to understand what it is, and then, you know, communicate that to everybody else.

So you want to make sure that if that vendor relationship is important, that you protect it either through exclusive contracts with the vendor or non-disclosure agreements or whatever it is. Of course, part of that means you've got to understand what it is, and then, you know, communicate that to everybody else.

So the third thing I would say from a legal standpoint is have a relationship with a lawyer. Have a relationship with an accountant, with a banker. You know, you should be going to lunch with those folks once a quarter at least to keep them apprised of your situation and ask them for advice and so forth. Keeping good tabs on on those professional relationships and advice.

So the third thing I would say from a legal standpoint is have a relationship with a lawyer. Have a relationship with an accountant, with a banker. You know, you should be going to lunch with those folks once a quarter at least to keep them apprised of your situation and ask them for advice and so forth. Keeping good tabs on on those professional relationships and advice.

And then finally, I would say, be fair. Be fair, be real, be human. When you start a business, you're not starting a family. We're not family. But you're a good team, you're a collaborative team, have values, have a mission, have a reason other than just making money that you come to work every morning. I find that when I put my focus on that vision, and my professional mission is

And then finally, I would say, be fair. Be fair, be real, be human. When you start a business, you're not starting a family. We're not family. But you're a good team, you're a collaborative team, have values, have a mission, have a reason other than just making money that you come to work every morning. I find that when I put my focus on that vision, and my professional mission is

is to transform the American workplace, one client, one case at a time. That's not something that's going to happen overnight. That's why we have that disclaimer at the back of it. But when I keep my focus on that mission, great things happen. When I'm concentrating on me, how much money I'm going to make, how much growth my firm has and that sort of thing,

is to transform the American workplace, one client, one case at a time. That's not something that's going to happen overnight. That's why we have that disclaimer at the back of it. But when I keep my focus on that mission, great things happen. When I'm concentrating on me, how much money I'm going to make, how much growth my firm has and that sort of thing,