ActionCOACH of SE NC

09/09/2026

The Owner’s Playbook: Put the WIG Where the Team Can See It

If the goal matters, it cannot live only in the owner’s head.

Put it in the huddle.
Put it in the weekly meeting.
Put it on the scoreboard.
Put it into the manager one-on-one.
Put it into the daily question.

The question should not be, “Are we focused on growth?”

The question should be, “What specific action did you take today that moved us toward the goal?”

A goal that does not change the rhythm of the business is not a real priority yet.

The play: translate the goal into visible behaviors.

Learn more: https://reggie.actioncoachlp.com/lunch-and-learn

09/08/2026

The Owner’s Playbook: Test the Moment That Actually Matters

When interviewing job candidates, if the role requires persuasion, conflict handling, follow-up, or patient/customer conversion, do not rely only on conversation.

Role-play the critical moment.

For a dietitian, that might be the patient who says, “This was helpful. I’ll try it and call back if I need another appointment.”

For a salesperson, it might be the homeowner who says, “We need to think about it.”

For a front desk role, it might be the client who wants an exception to the cancellation policy.

The interview should not only reveal what the candidate knows.
It should reveal what they do when the easy answer does not work.

The play: simulate the moment where weak performers usually fold.

Learn more: https://reggie.actioncoachlp.com/lunch-and-learn

09/07/2026

The Owner’s Playbook: Hire Before the Surge Hits

Do not wait until the schedule is full, the team is exhausted, and the phone is ringing off the hook before you start hiring.

That is when owners get desperate…and desperate owners lower standards.

If your business has a predictable busy season, start building the candidate pipeline before you need the person. Even if you are not ready to make an offer today, you can still screen, talk, evaluate, and build a short list.

A screening call is not a commitment.

Moving someone to the next interview is not a blood oath.

It is simply keeping the business from being caught flat-footed when demand returns.

The play: keep hiring activity moving while you still have the breathing room to think clearly.

Learn more: https://reggie.actioncoachlp.com/lunch-and-learn

09/04/2026

The Owner’s Playbook: Use Past Behavior, Not Imaginary Answers

Stop asking job candidates what they “would do.”
That gives you theory.
Ask what they have done.

Instead of:
“What would you do if a customer was upset?”

Ask:
“Tell me about a time a customer was upset. What happened? What did you do? What was the result?”

Instead of:
“How would you handle a difficult schedule?”

Ask:
“Tell me about a role where you managed a complicated schedule. What made it difficult? How did you keep it organized?”

The play: every major interview question should be anchored in past behavior.

Imagination is not evidence.

Learn more: https://reggie.actioncoachlp.com/lunch-and-learn

09/03/2026

The Owner’s Playbook: Build the Scorecard Before You Build the Interview

Most interviews fail because the owner is asking questions before defining what winning looks like.

Start with the scorecard.
What is the mission of the role?
What measurable outcomes must this person produce?
What competencies are non-negotiable?
What past behaviors would prove they can do the job?

Once those are clear, the interview gets much easier. You are no longer “getting a feel” for the person. You are collecting evidence.

If you cannot define winning, you are not ready to hire.

The play: define 5–7 outcomes before writing interview questions.

09/02/2026

The Owner’s Playbook: Stop Advertising Flexibility If You Need Commitment

If the role you are advertising for requires consistency, urgency, in-person communication, and dependable coverage, be careful how you advertise it.

A job post that emphasizes flexible hours, remote work, and part-time convenience will attract a different candidate than one that clearly states fixed hours, in-person expectations, and the operational importance of the seat.

That does not make those candidates bad people.

It means the offer attracted the wrong type of applicant.

The play: write the job ad for the level of commitment the role actually requires.

08/14/2026

A service can be popular and still be a bad business decision.

That is uncomfortable, but true.

A medical practice reviewed an integrative medicine service that clients valued. The doctor was skilled. The service had real clinical benefit. The demand was there.

But the economics did not make sense.

Packages discounted the work too heavily. Clients were not using the package the way it was intended. Doctor time was tied up for too long.

Support staff were not positioned to take over parts of the workflow. Clients often used the appointment to raise unrelated medical concerns, which stretched the visit even further.

So the schedule looked active, but the profit was not there.
That is fake growth.

More activity. More appointments. More complexity.
But not enough contribution.

This is what happens when owners price based on what feels acceptable instead of what the service actually consumes.

Time. Expertise. Room usage. Staff support. Equipment. Opportunity cost. Admin complexity. Scheduling friction.

The fix was not complicated, but it required courage.

Eliminate the packages. Rename the service to reflect its broader value.

Charge per session. Rework the workflow so the doctor is not trapped for the full appointment. Review the impact in 90 days.

That is how service lines should be managed.

The question is not only, “Do customers want this?”

The better question is, “Can we deliver this profitably without stealing capacity from higher-value work?”

08/14/2026

Practicing what I preach and tapping into my personal and professional network to see if anyone knows who I am looking for...

I need an experienced B2B business development professional in the Wilmington area who knows how to network, prospect, build relationships, and most importantly—get business owners to commit and show up.

The mission is pretty simple: help me get qualified business owners ($500K–$10M in revenue) into our free 30-Day Business Owner Mastery Lunch & Learns. It is an opportunity to sell something that makes a massive difference and changes the lives of business owners and their teams.

This is a full-time role with a base + commissions and additional upside tied to results.

I’m especially interested in someone who already has strong local business relationships, can work independently, and doesn’t need to be micromanaged.

If that sounds like you—or someone you know—I’d appreciate an introduction.

Apply for the Business Development Representative job in Wilmington, NC! Learn more about the job description, salary, and job details to see if you qualify on Indeed today.

08/14/2026

Nobody tells you this before you start a business: it's a profession, and it has one of the highest failure rates of any profession out there.

80% of businesses don't make it to year 5. Not because people don't work hard enough — because most step in without the training, mentorship, or guidance the job actually requires.

And here's the part no one warns you about: every time you grow, you get pushed into a brand new level of not knowing what you're doing. You figure it out, you level up, and suddenly — clueless again. In public. With everyone watching.

That's not a sign you're failing. That's literally the game.

The ones who make it aren't the ones who always have it figured out. They're the ones who keep getting support, keep learning, and keep showing up at the next level anyway.

Treat this like the profession it is. Get the guidance. Stay in it.

Learn more: https://reggie.actioncoachlp.com/lunch-and-learn

08/14/2026

A wildly important goal (WIG) is not wildly important if nobody talks about it.

A company had a clear target: 15.92% year-over-year growth.

That number mattered. It affected bonuses, staffing, sales strategy, leadership decisions, meeting priorities, and the whole second-half push.

But then we looked closer.

The goal was not showing up clearly in the huddles. It was not visible enough in team objectives. It was not driving the daily question. It was not consistently shaping the meeting agenda. It was not being used as the filter for what to start, stop, or improve.

At that point, it is not a WIG.
It is a number the owner cares about.
There is a difference.

A real WIG becomes part of the company’s language. It shows up in the scoreboard, the weekly commitments, the manager one-on-ones, the daily questions, and the decisions about what not to do.

That last part matters.

A WIG is not just about adding urgency. It is also about pruning distraction.

Teams do not usually resist goals because they hate winning. They resist goals when leadership keeps piling on priorities without removing anything.

A real WIG forces focus.
What are we trying to achieve?
What behaviors drive it?
What lead measures matter?
What are we going to stop doing?
What will we review every week?

If the goal does not change the rhythm of the business, it will not change the result.

Learn more: https://reggie.actioncoachlp.com/lunch-and-learn