David Brier is Google’s #1 ranked rebranding expert and has 4 decades of branding expertise that is sought after by companies of all sizes — from startups to global organizations — and every industry demanding an unorthodox edge in today’s business climate.
David is the recipient of over 320 international awards on design and branding, and has the rare distinction of being presented the Presidential Ambassador for Global Entrepreneurship medallion.
In addition to being a branding and rebranding expert and keynote speaker, David is the bestselling author of his #1 Amazon book, Brand Intervention, 33 Steps to Transform the Brand You Have Into the Brand You Need, with Foreword written by Shark Tank star and CEO of FUBU Daymond John.
David and his work have been featured in ADWEEK, Fast Company, Forbes, INC, Huffington Post, Entrepreneur, Thrive Global, the New York Times and numerous blogs and podcasts around the world.
We asked David some questions about how leaders can scale their businesses fast and hard:
What is the difference between growing and scaling up your business?
Growing can happen without scaling up. Scaling up is having something that’s repeatable and able to be implemented by many to the same standard, whereas growth is merely a quantitative metric without reference to scaling, such as “growing our customer base” or “growing our revenue.”
What are some key factors to consider when scaling your brand in today’s marketplace?
It’s important to answer this question: Have we clearly identified the role of the company? Is its purpose as an organization something that others can align themselves to within the organization?
How important is a company's brand identity when scaling?
As long as we understand that brand identity isn’t just “lipstick” and other superficial shifts but is in fact something much deeper, then it’s vital. Without that understanding, no amount of brand identity will ever really matter.
Brand identity done properly starts at the nucleus of the company, its values, and its purpose in the world. “Design” then becomes an amplifier and reflection of the true substance of the company.
How important is it to build strong relationships and partnerships when scaling?
How important is it to breathe when running? Same thing.
Do you have any tips for small business owners who are looking to scale their business?
Know that “different is better than better” and that NO amount of “cosmetic fixes” will ever matter, irrespective of your size, if you ever wish to scale properly (without diluting your brand).
Interested in reading more interviews? Check out our blog, where we interview thought leaders and executives across a variety of industries on topics such as goal setting, empathy, resilience, and gratitude.
Che Marville is the CEO of Ellivram Media, the founder of Limitless Academy for Human Potential and Coaching, and the host of the Let’s Talk Podcast.
Che has held many senior executive roles, such as the Senior Vice President for Origin Active Living, the Co-Vice President of the Ontario New Democratic Party, and the Senior Advisor for Wellness at the University Health Network.
With over three decades of training and coaching experience, Che has been a keynote speaker and trainer for countless executives and health professionals in the private and public sector on topics including human service, employee engagement, diversity, equity, and mindfulness.
We asked Che some questions about mindfulness, and how business leaders can benefit from and implement the practice:
What does mindfulness mean to you?
Mindfulness is an umbrella term for a form of meditation.
The act of noticing and observing inhalation and exhalation brings the mind-body system into soft focus and inner quiet. The slow process of contemplation that can be done anywhere builds self-awareness, concentration and emotional resilience.
The practice is informed by mental attitudes and beliefs like letting go of judging oneself and others and cultivating attitudes like compassion, non-judging and patience to release the intellectual and mental stress so many humans experience daily.
How do you see mindfulness helping business leaders?
Mindfulness is a phenomenal tool for processing information, managing multiple and accompanying projects, building trusting relationships, uncovering unconscious bias and healing internal suffering.
Mindfulness supports relationship building, providing a deeper understanding of the needs of employees, clients, board members and customers.
Mindfulness is also a fantastic process for DEI and building belonging amongst the team.
The whole idea of slowing down and noticing the breath and being still allows the mind to become more calm and present. Mindfulness can lower blood pressure and affect the entire body function and improve immunity and the decrease of inflammation.
When leaders value mindfulness, it permits employees to create room in their lives for the practice of contemplation, and that might come in many ways.
How does mindfulness affect productivity?
For a long time, we have championed multitasking, and now the evidence is clear, we know that doing too many things all at once can be detrimental to the mind, the body and relationships around you. In addition, doing too many things can derail goals and slow down productive outcomes.
However, our technology is changing how we operate, and we have to be more intentional about caring for our physical and mental bodies.
How can mindfulness be used to grow your business?
Mindfulness does not grow one’s business; however, mindfulness grows the capacity for an entrepreneur to be mentally agile and focused.
When leaders embrace mindfulness, they model the behaviour that will affect their employees’ lives, but more importantly, when an organization commits to mindful awareness, it improves relationships, trust, and transparency.
Can you provide some tips on how business leaders can start practicing mindfulness?
Mind-fullness vs mindlessness can be infused into everyday business practices in simple ways, like at the beginning of a meeting and quieting the mind before speaking.
I always say to test the process for 21 days to establish a new habit, take fifteen minutes a day by yourself to start the practice. If you don’t have fifteen minutes for yourself, then there is a problem.
Interested in reading more interviews? Check out our blog, where we interview thought leaders and executives across a variety of industries on topics such as goal setting, empathy, resilience, and gratitude.
Adam Witty is a world-renowned entrepreneur, publisher, author, and speaker.
Adam is the founder and CEO of the Advantage Family, an international media and software company with over 3700 Members in 50 US states and 25 countries.
The Advantage family includes Advantage Media Group, one of the largest independent business book publishers in the world consisting of Advantage and ForbesBooks; Magnetic Marketing, a marketing education company for entrepreneurs; BusinessAdvantage TV, a video-on-demand learning platform for entrepreneurs; and mLive, a multi-step marketing automation software for dentists.
Adam has been featured in Investors Business Daily, The Wall Street Journal, and on ABC and Fox, and was named to the prestigious Inc. 30 Under 30 list of America’s Coolest Entrepreneurs in 2011.
Adam has also authored 7 books including “Authority Marketing” and "Lead The Field," and is a top-rated speaker on business growth strategies for entrepreneurs and creating a world class business culture.
“Culture is something I am very passionate about. Having a great strategy is important, but I think having a great culture is more important. As Peter Drucker famously said, ‘culture eats strategy for breakfast.’”
We asked Adam a few questions about the importance of having a strong workplace culture, and how business leaders can improve their own company culture:
What does a strong workplace culture look like for you?
With a strong workplace culture, you’ll find people who really embrace and believe in the mission and purpose of the company. The people in your company hopefully want to make a difference in the lives of the people your company serves.
For a great workplace culture you need core values, and people who hold themselves accountable to those values every day.
A great workplace culture is also filled with A players.
People are invigorated by working with their colleagues and they derive energy from working with other smart, talented, and creative people.
A strong workplace culture is a place that people want to be a part of, where they can do meaningful work that makes a difference, and have some fun all at the same time.
How does having a strong workplace culture affect business growth?
Workplace culture is the biggest lever of business growth, profit, and customer satisfaction. Any company of any significance that I’m familiar with has people as its core asset.
Motivated and committed people are going to work harder and smarter and are going to go the extra mile.
What are some signs of a poor workplace culture?
When you walk into a business, you can immediately tell whether people enjoy coming to work or not. You can see it in each and every interaction they have with their colleagues and with customers.
A poor workplace culture is one that’s divided - politics, silos, backstabbing, gossip, rumors - it’s where people are putting their own personal needs and desires ahead of the greater good.
How can you maintain a strong culture while your employees work from home?
It goes back to defining the core purpose that binds us together and why we are all here in the first place. Do we have core values? Do we have an operating system as an organization that people buy into, believe in, and are willing to follow?
The key is to also have multiple communication channels and opportunities for collaboration, recognition, and team building. Using Zoom, Slack, Loom, and other software has allowed us to do that.
At the Advantage Family, we’ve created a program called “Caught in The Act of Greatness” where team members recognize each other for going the extra mile.
In addition to that, we also have something called “dream boards” where we proactively work with our team members to discover what it is that keeps them motivated and excited.
Do you have any recommendations for business leaders who want to improve their corporate culture?
To start, you need to have a core purpose that’s exciting and that people want to be a part of. Not a single person wakes up in the morning and says “I'm so excited I get to make my boss richer today!”
Core values are also extremely important because it’s how we hold ourselves and each other accountable. Everyone’s got them personally, but few businesses have them and talk about them frequently.
To build a better workplace culture, you also need constant communication from leadership to the team.
Each week I record a short video called “Adam’s Advantage” where I communicate what’s going through my mind and identify important strategic moves that we as a company are making to grow and to get to the next level. This creates connection and trust and lets team members know that there’s always an open door, even if we’re not physically in the same place.
If you want to improve your workplace culture, you need to become the chief recognition officer and you need to push the responsibility of recognition down to everyone at the company. Create a culture of recognition where people feel appreciated for their contributions.
Interested in reading more interviews? Check out our blog, where we interview thought leaders and executives across a variety of industries on topics such as goal setting, empathy, resilience, and gratitude.
Linda Lundström is an award-winning fashion designer, entrepreneur, public speaker and social activist.
Linda has over 35 years of experience in the apparel industry through founding Linda Lundström Inc., a highly recognizable line of clothing, outerwear and accessories that sold at top retailers in North America.
Linda has received countless awards and recognitions, including three honorary Ph.Ds, the Queen Elizabeth II Diamond Jubilee Medal in 2013, and she was named to the Order of Ontario in 1995.
After the economic downturn of 2008, Linda sold her company and started focusing on other passions including the Sewing Circle Project, teaching at George Brown College and Therma Kōta, a new Nordic outerwear brand that she launched with her two daughters Sophie Lundström Halbert and Mosha Lundström Halbert in 2016.
We asked Linda a few questions about how her approach to business changed after she sold Linda Lundström Inc., and advice she has for other leaders who want to reinvent themselves in business:
What were some of the most important lessons you learned as you were going through changes in your career?
I learned that if you are patient, opportunities will reveal themselves.
When I sold Linda Lundstrom Inc., many unexpected opportunities opened up for me.
I got the chance to completely change my life from being high profile and high pressure with lots of responsibility, to having the freedom to pursue other projects I am passionate about and a lifestyle that aligns more closely to my own values.
I also learned that I could be very happy creating things on a much smaller scale than my company Linda Lundström Inc. required me to do just to keep sales coming in and people employed.
How has reinventing yourself in your career changed your approach to business?
I started to focus more on my passion for partnering with Indigenous organizations and collaborating with Indigenous communities.
Since I was afforded more time after selling Linda Lundstrom Inc., I was able to launch the Sewing Circle Project where I am able to leverage my network of suppliers for Indigenous communities that need them.
My approach to business has also changed when it comes to how I want to be connected to the end consumer. With Linda Lundström Inc., I was selling wholesale and was separated from the end consumer through sales agencies and retailers. I decided that I did not want my business to be wholesaling to retailers again. This left us with a direct consumer, online business model for Therma Kōta.
How did your past experiences in the fashion industry help you as you were launching Therma Kōta?
I was able to leverage the many professional relationships I had developed through my 35 years at Linda Lundström Inc.
Our main supplier for Therma Kōta is actually a company I have been dealing with for 30 years. I have also been able to leverage my relationships to help connect Indigenous communities with suppliers for things like thread, buttons and other materials that are needed.
I applied my knowledge of production, costing, sourcing and pattern making to Therma Kōta and my daughters brought with them their own knowledge and experience to make it the company it is today.
When you leave a company behind, you still take so much with you - important relationships, industry knowledge, and key connections that prove extremely valuable for new projects.
What has been the most rewarding part of pivoting your career?
Being able to work on my own passions.
I get to offer my connections and services to Indigenous communities, including the Eabametoong First Nation. Once I committed to that, opportunities started opening up that I would have never thought of.
Do you have any advice for business leaders who want to reinvent themselves in their career?
Think of what you don’t want and move towards what you do want. It's not always a straight line.
Follow your values and passions and you will find yourself on the right path.
Interested in reading more interviews? Check out our blog, where we interview thought leaders and executives across a variety of industries on topics such as goal setting, empathy, resilience, and gratitude.
Adrian Davis is the President and CEO of Whetstone Inc., a faculty member of the Strategic Account Management Association (SAMA), and a Principal Partner of The Summit Group. Adrian has over 30 years of sales and sales leadership experience and has spent over 20 years advising senior management teams and sales groups on subjects ranging from corporate strategy and relationship management to competitive advantage and sales excellence.
Adrian has a global reputation for delivering insightful and engaging keynotes and workshops, and has recently developed an advanced sales training program: The Hero’s Journey for Sales.
As a business leader, professional speaker and sales expert, Adrian has worked with countless teams and business partners.
We asked Adrian a few questions about how ‘branding from within,’ or ‘internal branding’ can help executives propel their business forward:
What does ‘branding from within’ mean to you?
It means understanding who we are and what we stand for beyond what we sell. What we sell should be an authentic part of our journey and expression of our core values.
How does internal branding affect business growth?
It's at the heart of organic growth that accelerates over time. It's what drives us forward regardless of the obstacles that appear. Obstacles only generate creativity as internal branding compels us to bring our value to those who need it.
What does internal branding look like for you?
It starts with the inner imperative to bring particular value to the market, it grows from there to recruit others who want to enrol in the cause, from there it leads to consistent and compelling expressions of value.
How does your internal branding impact your outward-facing consumer brand?
I think we are able to impact our customers in very meaningful ways. In turn, they feel compelled to tell others about us. Our brand is really what others say about us.
Do you have any recommendations for business leaders who want to improve their internal branding?
Take the time to figure out your story and how what you do today is an authentic outgrowth of your body of experience.