StrategyDriven Podcast Special Edition 7a – An Interview with John Leonetti, author of Exiting Your Business, Protecting Your Wealth, part 1 of 2

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag posts on the StrategyDriven website.

Special Edition 7a – An Interview with John Leonetti, author of Exiting Your Business, Protecting Your Wealth, part 1 of 2 examines how exit planning helps business owners preserve their illiquid business wealth and achieve their post business ownership goals. During our discussion, John Leonetti, author of Exiting Your Business, Protecting Your Wealth: A Strategic Guide for Owners and Their Advisors and owner of Pinnacle Equity Solutions, shares with us his insights regarding:

  • what exit planning is
  • the five exit options
  • identification of the best exit option given the business owner’s personal and financial readiness and goals
  • the impact of taxes on exit option selection

Additional Information

Complimenting the tremendous insights John shares in Exiting Your Business, Protecting Your Wealth and this special edition podcast are the additional resources accessible from his website (www.ExitingYourBusiness.com). John’s book, Exiting Your Business, Protecting Your Wealth, can be purchased by clicking here.


About the Author

John Leonetti, author of Exiting Your Business, Protecting Your Wealth, is the owner of Pinnacle Equity Solutions, an exit strategies firm specializing in exit strategy design and execution services for advisors and their privately held business owner clients. He previously served as a Financial Advisor with Smith Barney and was an adjunct professor at Suffolk University where he taught Private Finance to MBA students as well as Certified Financial Planning courses to undergraduates. To read John’s full biography, click here.

Strategic Planning Best Practice 13 – The Use of Calendars

All too often, strategic planning coordinators are frustrated by an inability to coordinate critical meetings such that all required individuals are able to attend. While strategic planning should be a high priority for all executives and senior managers, so are a great number of other tasks. To ensure the needed executives and managers are available, thereby making the most effective use of their time, it is important to schedule these critical meetings far in advance. By using strategic planning calendars, coordinators will have the prerequisite insight to schedule meetings far enough in advance to avoid conflict with other priority gatherings.


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Strategic Planning Best Practice 12 – Planning for the Best and the Worst

Strategic plans present the best estimate of what planners, executives, and board members believe will take place within the market environment under the most likely to occur circumstances. But what of the activity of strategic planning itself? Shouldn’t an organization also be prepared to deal with best and worst case outcomes? Or should market forces be allowed to conspire unopposed to create an outcome other than that predicted?


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Strategic Planning Best Practice 11 – One Priority List

The cliche 'if everything is a priority, nothing is' couldn't describe a more damaging situation than when it occurs pervasively throughout an organization. All too often, organizations and their divisions, departments, and workgroups work from priority lists that have neither been reconciled nor aligned.


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Strategic Planning Warning Flag 2 – Near-Term Focus

Executives and managers maximize their organization’s value through transformative change brought about by the effective execution of a long-range plan. Some executives and managers, by setting long-term goals, the achievement of which is supported by a tactically flexible long-range plan, establish the conditions necessary for their organization to realize the significant benefits of transformative change. In other organizations, executives and managers concern themselves with small incremental improvements, eliminating the possibility of attaining the breakaway successes of truly great organizations.


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Additional Information

The following StrategyDriven recommended best practices are designed to reduce the likelihood of near-term planning while simultaneously fostering mission-based planning.

StrategyDriven contributors have created several illustrations to visually depict the mission to programs, budgets, and procedures alignment. The Strategic Alignment Model highlights the alignment that should exist between an organization’s mission and its programs, budgets, and procedures. The Strategic Organizational Alignment Model reveals the typical executive and managerial responsibilities associated with identifying, reaffirming, and translating the organization’s mission into goals and objectives and then into programs, processes, and procedures.